This is a very intense method of facilitating paradigm shifts. Many of the young men we work with develop a sense of care for their peers and find themselves giving back to their peers. Once the continuum of care has proved to be of worth to them, they become the best tool to help encourage those coming along the path they once walked.
At some point when a mentor is identified, the manager will engage him and delegate certain responsibilities within the centre, giving him a sense of purpose.
It is incumbent on the manager to help build the mentor�s capacity to become the best he can become. He would need to understand how he ought to conduct himself in the capacity of a mentor around his peers [whom he is now leading].
He is expected to be a good role model at all times.