Our Sector Mentorship Program focuses on nurturing the development of aspiring leaders through the guidance and support of more experienced and knowledgeable leaders (mentors).
Through this dynamic exchange, aspiring leaders are not simply nurtured, they are challenged, empowered, and transformed into agents of positive change.
The Bible advises not to go to war without wise counsel, so we too do not let our aspiring leaders embark on this journey of self-leadership and leading change without mentorship. By definition, mentorship is a relationship where a more experienced and knowledgeable person (the mentor) nurtures the development of a less experienced and knowledgeable person (the mentee). Because mentorship is a core component of our overall leadership development strategy, we pair our aspiring leaders with mentors starting from their second year in the program till the end.
We solicit, vet, prepare and align with individuals from all around the world who are passionate about our mission and vision and are willing to volunteer their time and efforts. Such individuals are seasoned experts in their fields, have substantial years of experience about life, self-leadership and leading change, and are passionate about mentoring others. Our aspiring leaders self-select to be part of a mentorship agreement at the end of first year, after a robust workshop on the topic, its benefits, best practices and general code of conduct. Aspiring leaders who opt out of having a mentorship relationship end their program in the first year and those who opt in are required to adhere to all of its requirements.
Midway through the Leadership Development Training and Mentorship Program, TGLC helps aspiring leaders to start documenting their vision and plans. This is our step-by-step guide.
Write about the current situation, systems or problem that you have identified and believe your idea or vision will be solving or addressing. This should be a product of detailed research and analysis.
Write a concise, clear and simple vision statement to capture your vision (this should be a one sentence statement). Then explain in longer detail.
Write a concise, clear and simple mission statement to capture your mission (this should be a one sentence statement). Then explain in longer detail.
Do an assessment of your organization’s Strengths, Weaknesses, Opportunities and Threats (SWOT). Explain how you plan to overcome your weaknesses and threats and how your idea or vision will take advantage of the opportunities.
Perform (and write) an assessment of the external environment in which your organization operates. We recommend the use of at least one of the external analysis frameworks such as PESTEL (Political, Economic, Socio-cultural, Technological, Environmental and Legal) or Porter’s 5 Forces Analysis.
Document your organization’s top strategic objectives. First make a list of those goals based on the SMART (Specific, Measurable, Attainable, Relevant, Time-bound) framework for goal setting. Then explain in detail (if needed) what those strategic objectives and goals are.
Write a detailed description of activities, programs, campaigns, processes and systems that you will put in place to achieve these objectives. This TAP can cover areas such as sales, expenditure management, fund raising, marketing, media, publicity, accounting, human resources and team building management.
Document when you plan to review your strategic document and what activities may cause you to review it before your planned periodic review.
At the end of the first year, and after a successful completion of both the Leadership Development Training and Mentorship Program, we recognize the achievement of aspiring leaders of such a great feat. To be successful, leaders need to score at least 300 points based on these key performance parameters.
Applications for 2026 have closed. Leave your details on the apply page and we will tell you when the next intake opens.