“It is not what we give but what we share,  For the gift without the giver is bare."
ORIGIN OF THE CONCEPT The origin of the word spring from Homers classic "The Odyssey", where Odysseus, off to war, chose ...
MENTORS SPEAKA one-to-one, non-judgmental relationshipin which an individual voluntarily gives timeto support and encourag...
MENTORINGMentoring is usually described as “the relationship between a senior andmore junior member of an organization dir...
COACHINGCoaching is about expanding people’s capacity to create the desired future. It is not telling people what to dobut...
COUNSELLINGCounselling shares many similarities with coaching but is closer to thetherapeutic relationship between therapi...
A Quick StudyDifference between Counselling, Coaching and Mentoring
Let’s say you wanted to learn to drive a car.  If you hired a Counsellor /Coach / Mentor
If You Hired a Counselor /mentor                  /Coach       Counsellor                    Mentor                       ...
Difference Between              Counselling & CoachingCounselling                                 Coaching A counsellor t...
Difference Between Mentoring &             Coaching Mentoring                      Coaching "A mentor is like a          ...
FEW RENOWNED EXAMPLES“ Gandhi and Nehru “                       “ Gavaskar and Sachin “
STAGES OF MENTORING             • When the more powerful and professionally recognizedINITIATION     mentor recognizes the...
TYPES OF MENTORING               • is a relationship between a less                 experienced person (protégé) and aHier...
KINDS OF MENTORING1. Educational or academic mentoring   helps mentored youth improve their   overall academic achievement...
THE FACTS                 Mentoring is powerful but it is not a panacea: it can be                 very effective as a co...
CHARECTERISTICS OF A GOOD MENTOR     1.    A DESIRE TO HELP: Individuals who           are interested in and willing to he...
CHARECTERISTICS OF A GOOD MENTOR …4. TIME & ENERGY : People who have   the time and mental energy to devote   to the relat...
CHARECTERISTICS OF A MENTEE - PROTEGE
EFFECTIVENESS OF MENTORING DEPENDS ONDeliberate learning is the cornerstone. :The mentors job is to promote INTENTIONALLE...
EFFECTIVENESS OF MENTORING DEPENDS ON…Leader need to tell their stories : Personal scenarios, anecdotes and case examples...
MENTORING IN THE CORPORATE WORLDMentoring is a tool thatorganizations can use tonurture and grow theirpeople. It can be ...
ACTIONS THAT THE MANAGEMENT CAN TAKE
Key Benefits              Clarity and     Increased      OwnershipIncreased                                               ...
BENEFITS FOR THE ORGANIZATION ARE…Having more access to the poolof expertise that is within theorganization.Maximizing t...
BENEFITS FOR THE MENTORS ARE…   There is the opportunity to develop skills and understanding as part of                  ...
BENEFITS FOR THE MENTEES ARE…Mentoring can improve self-confidence and self esteem, increasemotivation, broaden horizons ...
PURPOSE OF MENTORING• Where you want to make a substantial break from your past, to try new  things and new ways of doing ...
PURPOSE OF MENTORING…• Challenge yourself to something that is far bigger than you are used to -  take Massive action.• Us...
HEART                                              PERSONAL                                              ENGAGEMENT       ...
GIVING FEEDBACK                       Known to Self                   Open                 HiddenKnown to Others          ...
GIVING FEEDBACK…                            Known to Self; DisclosureKnown to Others; Feedback                            ...
OTFD MODELObservedThinkFeelDesire
THE FUNNEL – QUESTIONING MODEL
BUILDING RAPPORT, TRUST AND EMPATHY                                                                                •   Rap...
THE GROW MODEL                                                REALITYGOAL                                            What ...
MENTORING QUOTES“There is no beginning too small.” --Henry David Thoreau“Let everything you do be done as if it makes adif...
MENTORING QUOTES“Treat a child as though he already is the person he’scapable of becoming.” --Haim Ginott“If you have no c...
PITFALLS TO BE AVOIDED IN MENTORINGMISMATCH BETWEEN MENTOR AND MENTEE             - PROTEGES       UNREALISTIC EXPECTATION...
CONCLUSION“ A mentor helps you master the unspoken rules of        a corporate. If you are energetic and  demonstrate init...
Our CoordinatesBuildHr Management Consultants Private Limited3A / 8, Thangal Ulvai Street,Virugambakkam,Chennai 600092044 ...
Mentoring at wheels india
Mentoring at wheels india
Mentoring at wheels india
Upcoming SlideShare
Loading in …5
×

Mentoring at wheels india

1,465 views

Published on

0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,465
On SlideShare
0
From Embeds
0
Number of Embeds
6
Actions
Shares
0
Downloads
35
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Mentoring at wheels india

  1. 1. “It is not what we give but what we share, For the gift without the giver is bare."
  2. 2. ORIGIN OF THE CONCEPT The origin of the word spring from Homers classic "The Odyssey", where Odysseus, off to war, chose "Mentor" (who was the goddess Athene in the form of Mentor), to protect and advise his son "Telemachus." This has translated to the modern day as an "experienced and trusted adviser" (Oxford Dictionary). Mentoring--from the Greek word meaning enduring--is defined as a sustained relationship between a youth and an adult
  3. 3. MENTORS SPEAKA one-to-one, non-judgmental relationshipin which an individual voluntarily gives timeto support and encourage another. This istypically developed at a time of transitionin the mentees life, and lasts for asignificant and sustained period of time."A process by which an older and more experienced person takes ayounger person under his/her wing, freely offering advice, support andencouragement. The older person (the mentor) becomes among otherthings, a role model who inspires the younger person (the Mentee).support, assistance, advocacy or guidance given by one person toanother in order to achieve an objective or several objectives over aperiod of time.
  4. 4. MENTORINGMentoring is usually described as “the relationship between a senior andmore junior member of an organization directed towards the advancementand support of the junior member” (Fowler and Gorman, 2004). It is a long-term relationship (either formal or informal) associated with the provisionof support and guidance and ‘passing on of wisdom’.A trusted external mentor can be an invaluable support in problem solvingand acting as a ‘friendly ear’ with whom to share sensitive issues that wouldbe difficult to share with colleagues or more junior members of staff.
  5. 5. COACHINGCoaching is about expanding people’s capacity to create the desired future. It is not telling people what to dobut asking them to examine thinking behind what they’re doing so it is consistent with their goals. It is aboutgiving people the gift of your presence, asking questions and listening.Coaching is about using day-to-day work experiences as a learning opportunity via the facilitation of anexperienced ‘coach’. It involves encouraging self-reflection to unlock a person’s potential to maximize his or herown performance by helping them to learn from experience. Coaching typically has a practical focus aimed ataddressing real workplace challenges and can either be treated as a short-term intervention or a longer-termdevelopmental process.A coach is someone who supports, explains, demonstrates, instructs and directs others via encouragement andasking questions.Creates the capacity for continuous improvement, development and success through supporting people andorganisations to make best use of their knowledge, insight, vision, creativity, sensibility, and vast ability to learnand developCentred on goalsimpose solutions or opinions
  6. 6. COUNSELLINGCounselling shares many similarities with coaching but is closer to thetherapeutic relationship between therapist and patient. Although ofteninstigated in response to work-related issues there is a significantpsychological dimension: addressing the person as a whole rather than justin a professional capacity. The processes involved are more aboutunderstanding, challenging and enabling than providing feedback.Counselling is not about giving advice but is about getting people to seethings from a different viewpoint and encouraging them to take action tosolve their problems themselves.
  7. 7. A Quick StudyDifference between Counselling, Coaching and Mentoring
  8. 8. Let’s say you wanted to learn to drive a car. If you hired a Counsellor /Coach / Mentor
  9. 9. If You Hired a Counselor /mentor /Coach Counsellor Mentor CoachThe counsellor would help The mentor would share The coach would seat youyou find out what might be her experiences of driving in the car, place himself inholding you back from cars and the wisdom and the passenger seat, anddriving the car. He would lessons she had learned in encourage, endorse,delve into your past to her more rich experience acknowledge and supportdiscover what kinds of with the matter. you until you feltexperience you have had comfortable enough to gowith automobiles. it alone.
  10. 10. Difference Between Counselling & CoachingCounselling Coaching A counsellor typically works with a  A coach works with a functional dysfunctional person to get them person to get them to exceptional. to functional.  Coaching is required when the person Counselling is required when the want to focus more on changing person feels that something is future behaviour. wrong with him  Coaching focuses on actions and Counselling focuses on the outcomes “feeling”  Coaching helps in understanding the Counselling helps to understand past as the context in which future and resolve the past goals are set The counsellor is responsible for  The coach is responsible for the both process and outcome process; the employee for the results
  11. 11. Difference Between Mentoring & Coaching Mentoring Coaching "A mentor is like a  A coach is trying to direct a sounding board, they can person to some end result, the give advice but the person may choose how to get protégé is free to pick and there, but the coach is choose what they do. The strategically assessing and context does not have specific performance monitoring the progress and objectives. giving advice for effectiveness "Mentoring may be and is and efficiency.“ OK to be biased in your  Coaching is impartial, focused favour. on improvement in behaviour." In summary, the mentor  The coach develops specific has a deep personal skills for the task, challenges and interest, personally performance expectations at involved—a friend who work. cares about you and your long term development
  12. 12. FEW RENOWNED EXAMPLES“ Gandhi and Nehru “ “ Gavaskar and Sachin “
  13. 13. STAGES OF MENTORING • When the more powerful and professionally recognizedINITIATION mentor recognizes the apprentice as a Protégé • When the apprentice’s work is recognized not for its own merit but as the by-product of the mentors instruction, PROTÉGÉ support and advice. • When the protégé goes off on his/ her own. If the mentor- protégé relationship has not been successful this is the finalBREAK UP stage. • The relation being a success leads the mentor and protégé to LASTING have a strong friendship which is lasting.FRIENDSHIP
  14. 14. TYPES OF MENTORING • is a relationship between a less experienced person (protégé) and aHierarchical more experienced person (the mentor) that helps the lessmentoring experienced individual learn to navigate in the work environment • is a relationship between two Peer individuals – equal in abilities and qualifications that helps each othermentoring develop or refine skills to navigate in the work environment
  15. 15. KINDS OF MENTORING1. Educational or academic mentoring helps mentored youth improve their overall academic achievement.2. Career mentoring helps mentored youth develop the necessary skills to enter or continue on a career path.3. Personal development mentoring supports mentored youth during times of personal or social stress and provides guidance for decision making.
  16. 16. THE FACTS Mentoring is powerful but it is not a panacea: it can be very effective as a complement to other strategies of development or support;Programmes need good co-ordinationand the time and resources to enable thatto happen; Clear objectives are important from the outset - to enable effective relationships to develop and to evaluate success;Mentors and Mentees need to understand their respective rolesand to be supported to review the relationship and progress made  Good training can make all the difference to help both Mentors and Mentees to get the most out of their relationship;All mentoring programmes should have an evaluation processbuilt into them. This needs to be considered right at the start of theprogramme when objectives are set. Thereby providing informationthat can be used to make programmes more effective in the future.
  17. 17. CHARECTERISTICS OF A GOOD MENTOR 1. A DESIRE TO HELP: Individuals who are interested in and willing to help others. 2. HAVE HAD POSITIVE EXPERIENCES: Individuals who have had positive formal or informal experiences with a mentor tend to be good mentors themselves.3. GOOD REPUTATION FOR DEVELOPING OTHERS: Experienced people who have a good reputation for helping others develop their skills.
  18. 18. CHARECTERISTICS OF A GOOD MENTOR …4. TIME & ENERGY : People who have the time and mental energy to devote to the relationship 5. LEARNING ATTITUDE : Individuals who are still willing and able to learn and who see the potential benefits of a mentoring relationship.6. DEMONSTRATED EFFECTIVE MANAGERIAL (MENTORING) SKILLS : Individuals who have demonstrated effective coaching, counseling, facilitating and networking skills. 7. UP-TO-DATE KNOWLEDGE : Individuals who have maintained current, up-to-date technological knowledge and/or skills.
  19. 19. CHARECTERISTICS OF A MENTEE - PROTEGE
  20. 20. EFFECTIVENESS OF MENTORING DEPENDS ONDeliberate learning is the cornerstone. :The mentors job is to promote INTENTIONALLEARNING, which includes capacity buildingthrough methods such as instructing,coaching, providing experiences, modeling andadvising.Both failure and success are powerfulteachers :Mentors, as leaders of a LEARNINGEXPERIENCE, certainly need to share their"how to do it so it comes out right" stories.They also need to share their experiences offailure, i.e., "how I did it wrong". Both types ofstories are powerful lessons that providevaluable opportunities for analyzing individualand organizational realities.
  21. 21. EFFECTIVENESS OF MENTORING DEPENDS ON…Leader need to tell their stories : Personal scenarios, anecdotes and case examples, because they offervaluable, often unforgettable insight, must be shared. Mentors whocan talk about themselves and their experiences establish a rapportthat makes them "learning leaders." Development matures over time :Mentoring -- when it works -- taps into continuous learning that is notan event, or even a string of discrete events. Rather, it is the synthesis of ongoing event, experiences, observation, studies, and thoughtful analyses.Mentoring is a joint venture :Successful mentoring means sharing responsibility for learning.Regardless of the facilities, the subject matter, the timing, and allother variables. Successful mentoring begins with setting a contractfor learning
  22. 22. MENTORING IN THE CORPORATE WORLDMentoring is a tool thatorganizations can use tonurture and grow theirpeople. It can be an informalpractice or a formal program.Mentee - Protégés observe,question, and explore.Mentors demonstrate,explain and model.
  23. 23. ACTIONS THAT THE MANAGEMENT CAN TAKE
  24. 24. Key Benefits Clarity and Increased OwnershipIncreased positive direction Productivity andmotivation outcomes Responsibility
  25. 25. BENEFITS FOR THE ORGANIZATION ARE…Having more access to the poolof expertise that is within theorganization.Maximizing the benefits oforganization’s training budget byproviding more knowledge toemployees with little direct costMentoring provides a goodopportunity for staff to develop arange of skills
  26. 26. BENEFITS FOR THE MENTORS ARE… There is the opportunity to develop skills and understanding as part of their personal development. Increased motivation. Challenge. New insights and perspectives. An opportunity for self-development.Increased self-esteem & pleasure.The opportunity to positively influence the next generation.Increased peer recognition; andThe opportunity to improve communication.
  27. 27. BENEFITS FOR THE MENTEES ARE…Mentoring can improve self-confidence and self esteem, increasemotivation, broaden horizons and experience and raise achievements andaspirations.A non-threatening learning opportunity.Developing business expertise & technical knowledge. Challenge. Support and reassurance. Networking/partnership opportunities. Coaching received from the Mentor
  28. 28. PURPOSE OF MENTORING• Where you want to make a substantial break from your past, to try new things and new ways of doing them.• This works like a diagnostic tool, separating wants and needs.• When you find yourself resistant to growth its like a block, caused by limiting beliefs, or hidden fears. This will unblock the flow of energy.• Centres on innovation, experimentation and creativity.• Challenge your assumptions, expand your thinking, break out of your comfort zone!• Identify a trend, extrapolate it out into the future (the vision), then decide to take advantage of that trend today.• Understand the current set of assumptions and values, then look at the trends. If the game has changed, prepare to change with it.• Recognize symptoms, discover the source of the symptoms, find a solution.
  29. 29. PURPOSE OF MENTORING…• Challenge yourself to something that is far bigger than you are used to - take Massive action.• Used when recovering from business failure, family loss, etc. Instead of denying it, resisting it, or hiding it, accept it and move on.• Identifies real opportunity, helps you decide the role you will play, creates a game plan and monitors the action taken in carrying out the plan.• For the competitive client. Develop a compelling goal, create milestones to keep yourself focused on the goals, build momentum with daily reporting.• Dissatisfied with life? Job not fulfilling? Fulfilment comes from living your values, this calls for a re-evaluation• Most people try to overcome a weakness, rather than accepting it and using it to their advantage. Acceptance this provides the answer.
  30. 30. HEART PERSONAL ENGAGEMENT Motivation Energy HEAD Enthusiasm Passion Frameworks Demonstration HAND Models BehavioursINTELLECTUAL ToolsUNDERSTANDING Examples WALKING THE TALK
  31. 31. GIVING FEEDBACK Known to Self Open HiddenKnown to Others Blind Unknown 12
  32. 32. GIVING FEEDBACK… Known to Self; DisclosureKnown to Others; Feedback Open Hidden Blind Unknown 13
  33. 33. OTFD MODELObservedThinkFeelDesire
  34. 34. THE FUNNEL – QUESTIONING MODEL
  35. 35. BUILDING RAPPORT, TRUST AND EMPATHY • Rapport• Rapport is a process of building a sustaining relationship of mutual trust, harmony and understanding (when two people can see the other persons viewpoint, appreciate each others feelings, and be on the same wavelength.).• Rapport is the ability to be on the same wavelength and to connect mentally and emotionally.• Having rapport does not mean that you have to agree, but that you understand where the other person or people are coming from.• Rapport – the Key to Influence• Rapport is the key to influence. It starts with acceptance of the other persons point of view, their state and their style of communication. To influence you have to be able to appreciate and understand the other persons standpoint. And these work both ways: I cannot influence you without being open to influence myself. • Rapport – the Key to Building Trust• We trust people who look at the world the way we do. If we feel understood, we give people our trust and open up to them more easily. Taking the other persons perceptual position will help you achieve rapport and build trust.• Creating Rapport• "To create rapport, it is important to mirror, match, and pace lead the person or persons.
  36. 36. THE GROW MODEL REALITYGOAL What is happening now that tellsWhat do you want to move forward on…? you…? Describe the currentWhat can we achieve in the time situation… What made you realiseavailable…? What would be the most that you need to do somethinghelpful thing for you to take away different? G Rfrom this session? O T W OPTIONS What could you do to moveTOPIC yourself just one step forward…?Tell me about… What are your options…? HowWhat would you like to far towards your objective willthink/talk about…? that take you…?Give me a flavour in afew short sentences... WILL What will you do next…? How, when, with whom…? What do you need from me? 21
  37. 37. MENTORING QUOTES“There is no beginning too small.” --Henry David Thoreau“Let everything you do be done as if it makes adifference.” --William James“You never know when you’re making a memory.” --Rickie Lee Jones“Few things help an individual more than to placeresponsibility upon him, and to let him know you trusthim.” --Booker T. Washington“Once self-concept changes, behavior changes tomatch the freshly perceived self.” --Carl Rogers
  38. 38. MENTORING QUOTES“Treat a child as though he already is the person he’scapable of becoming.” --Haim Ginott“If you have no confidence in self, you are twicedefeated in the race of life. With confidence, youhave won even before you have started.” --Marcus Garvey“The impulse to dream had been slowly beaten outof me by experience. Now it surged up again and Ihungered for books, new ways of looking, andseeing.” --Richard Wright“Catch people in the act of doing something right.”--Ken Blanchard
  39. 39. PITFALLS TO BE AVOIDED IN MENTORINGMISMATCH BETWEEN MENTOR AND MENTEE - PROTEGES UNREALISTIC EXPECTATION BREACHES OF CONFIDENTIALITY
  40. 40. CONCLUSION“ A mentor helps you master the unspoken rules of a corporate. If you are energetic and demonstrate initiative, a mentor welcomes the opportunity to assist your growth. To accomplish your mentoring goals, define what you want to achieve and then select a mentor. A successful mentoring relationship requires nourishing to maintain—you must value your mentors time and demonstrate appreciation. When you no longer require your mentors guidance, you can end the mentoring phase of the relationship with honesty and appreciation. “
  41. 41. Our CoordinatesBuildHr Management Consultants Private Limited3A / 8, Thangal Ulvai Street,Virugambakkam,Chennai 600092044 – 42016776, 23773743www.buildhr.co.inYogita LNMobile : 91766 28233yogitaln@buildhr.co.inLakshmi Narayan NJMobile: 91767 11312lakshminarayan.nj@buildhr.co.in

×