Mentoring Optimizing The Mentor-Protégé Relationship Center for Personal and Professional Development 2009 ALIGN STREAMLINE EXECUTE
Step One: Learn
What is the Navy policy on mentoring?
What it takes to be a mentor
What does the mentor get out of it?
What are the protégé's responsibilities?
What does the protégé get out of it?
What are the different types of mentoring?
What are the steps to getting started?
Mentoring Defined “ Mentoring is a relationship in which a person with greater experience and wisdom guides another person to develop both personally and professionally .” ( NAVPERSCOMINST 1500.1 )
Why bother?…. Mentoring has consistently proven to be a top factor affecting an employee’s…
Navy Policy on Mentoring
CNO Guidance 2003
“ Create a mentoring culture and assign a mentor for every service member by March 03. (All Echelon II)”
CNO Guidance 2004
“ 2003 Accomplishments…we increased the availability of vital leadership references, including a Mentoring Handbook, through the Navy Knowledge Online website. Using multiple approaches, we took steps to ensure every Sailor has a mentor to maximize their talents and improve their contribution to combat excellence.”
CNO Guidance 2005
“ We built a mentoring culture”…..
CNO Guidance 2006
“ Develop and implement a total force mentoring culture.”
CNO Guidance 2007-2008
“ Developing 21 st Century Leaders…focusing on root cause analysis, training, outreach and mentoring.”
What It Takes to Be a Mentor
Possess a sincere desire
Commitment and time
Ability to provide open and honest feedback
Help build an Individual Career Development Plan
How Mentoring Benefits The Protégé
Experienced guidance and support
Insight into the pros and cons of various career options and paths
Increased self-awareness and self-discipline
An expanded personal network
Support in the transition to a new role or location
A sounding board for testing ideas and plans
Constructive feedback on personal and professional development areas
How Mentoring Benefits The Mentor
Share their expertise with another
Prove themselves as valuable leaders
Expand their professional network
Help the CNO and the MCPON build the desired Navy Mentoring culture
Obtain a fresh perspective on the development process
Enhance experience in their areas of expertise
Extend their role as subject matter experts
Invest in the careers of others
How Mentoring Benefits The Navy
An environment that fosters personal and professional growth through the sharing of information, skills, attitudes and aligning behaviors
Increased job satisfaction for mentees and mentors
Sharing and leveraging Navy-relevant knowledge and skill throughout the organization
A means for leaders to align with one another on command direction
Enhanced learning and diversity in the organization
Types of Development Relationships
Supervisor / subordinate coaching relationship
Leadership courses cover helping development from the supervisor to subordinate perspective
Mentor and protégé mentoring relationship
Traditional career progression and individual growth and development guidance
Tools available on NKO
Different Types of Mentoring
Formal facilitated mentoring (Navy Model)
Natural mentoring occur all the time and always has
It happens when one person (usually senior) reaches out to another, and a career-helping relationship develops
Research shows this type of mentoring most often occurs between people who have a lot in common
We are usually more comfortable with those who are most like ourselves
Situational mentoring is usually short-lived and happens for a specific purpose
An example would be when one worker helps another with a new office computer system, or when someone goes on an “informational interview” with someone who is in a career they are considering
All good supervisors mentor their subordinates
May not be a “subject matter expert”
Formal Facilitated Mentoring
Designed to build an entire culture of internal mentoring, support and development
Formal facilitated mentoring programs are structured programs in which an organization facilitates a mentors – protégé relationship
They may target one special segment of the organization where career development may be lagging behind that of others (for example, women) to help that group advance further
They may assign mentors to protégés and monitor the progress of the mentoring connection
Step Two: Make a Match
You may be looking for a mentor, a protégé, or both
Seek and yea shall find!
Looking for a Mentor
Look outside the chain of command
Try for a two grade level difference
Look for someone at or near your command
Identify Sailors / Officers you admire
Talk with your Career Counselor / Division Officer or your Chief
Looking For a Protégé
Look at your location and situation
Senior people should reach out to junior people
Consider those who are quiet, not likely to ask for help, or feel excluded
Volunteer as a mentor
Have reasonable expectations of the protégé
Be a resource and provide honest and respectful feedback
Allocate time and energy
Help the mentee develop an appropriate development plan
Follow through on commitments or renegotiate appropriately
Dominate the relationship
Seek out a protégé
Do the work for the protégé
Manage the protégé as a supervisor would
Be a Know-It-All
SHOULD SHOULD NOT
Initiate and drive the relationship
Identify initial learning goals
Take an active role in their own learning
Initiate monitoring and closure sessions
Allocate time and energy
Follow through on commitments or renegotiate appropriately
Be an expert
Know all the questions they should ask
Fit all learning into one mentoring relationship
Look to the mentor for all answers about their work
Be submissive in their relationship
Develop a friendship with the mentor
SHOULD SHOULD NOT
What to Talk About
Questions to consider asking your mentee to help generate discussion:
How can we define the limits and boundaries of our relationship?
How can we come to closure or terminate our relationship?
What should we do if we discover we are not compatible?
The feedback provided to a protégé from any formal or informal assessments and their associated Individual Development Plan (IDP) is a great place to start.
How are you perceived by your coworkers? Boss? Peers?
Things to Discuss With Protégé During Goal-Setting
How do you feel about the goals you’ve set?
Are these your goals because you want them to be or because someone else wants them to be?
How might you accomplish your goals?
What is the most important/least important and why?
How can I (as the mentor) help them achieve their goals?
Step Three: Enter Into a Mentor – Protégé Agreement
Commit to one-year partnership
Discuss “no-fault” termination
Have a periodic check-up – every six months or less
Mentoring Feedback Guidelines
N arrow – B reak large, general goals into smaller, more specific
A ttainable – Guidance needs to be realistic and achievable
V alue-Added – Ensure the protégé guidance is appropriately presented and in the protégé’s best interest
Y ears / months / days? – A timeline and development plan needs to be in place to frame the approach and track progress
Characteristics of Effective Feedback
Specific and descriptive
Balanced (equal parts of listening and talking)
Steps for Giving Effective Feedback
Set the proper climate
Provide ample time without interruption
Consider carefully what you want to communicate
What message do you want to give?
Set the context for the feedback
Why is this important to the mentee?
Give the feedback to the mentee
Check the tone of your feedback
Give the mentee opportunity to respond and listen
Be open to new information
Work together to determine the next steps
What should the mentee do with the feedback?
Managing Mentor-Protégé Conflict
Develop a supportive rather than defensive environment
Explicitly express why you feel there is conflict
Listen openly and accurately to feedback
Understand the meaning behind the messages you are giving and receiving
Seek to identify a common goal through compromise
Discuss the issues (use facts rather than opinions)
Conflict-Resolution Best Practices
Keep an open mind during and do not project an attitude of condescension
Be specific and avoid speaking in generalities
Be careful not to speak down to or insult the intelligence of your mentee
Be patient with learning; move at the mentee’s pace in the conversation
Fundamentals of a Successful Mentor-Protégé Relationship
Collaboration - Both mentor and protégé must work together to ensure the protégé’s development
Respect - Mutual appreciation of your knowledge and of the mentee’s investment of time and energy
Responsiveness - Both need to be sensitive and responsive to the goals, needs and perspectives of the other
Confidentiality - This supports the ability to be vulnerable, yet safe, in difficult conversations
Joint Accountability - Strengthens trust and helps keep the learning relationship focused and productive.
Free and Honest Expression - Both can present and receive feedback on competencies and strengthening areas of weakness.
Focus - The mentoring relationship needs to be clear in its purpose and goals. The mentoring agreement goals are the focus of learning and development
Some Final Thoughts For a Successful Mentor-Protégé Relationship
Mentoring is a relationship
Equal participation in the mentoring relationship is a must
There needs to be an understanding from both parties about what is to be learned, how the transfer of learning will take place, and how the learning will be monitored and evaluated
Through the sharing of resources and time, both mentor and protégé should benefit
Step Four: Spread The Word!
The Navy needs everyone’s assistance in developing a culture of mentoring
Please share mentoring success stories….share ways to improve mentoring efforts
Get involved and be a participant
Learning More About Mentoring
To find the Navy E-Learning courses…
Go to NKO
Then go to Navy E-Learning and click on the Browse categories
Next, click on Skillssoft Courseware Collection , then Business Skills Curricula
Find Management Curriculum and click
There will be a category titled Mentoring Essentials, click
All Catalog Items > Skillsoft Courseware Collections > Business Skills Curricula > Management Curriculum > Mentoring Essentials
The courses under this category should be useful:
Mentoring Essentials Simulation, Effective Mentoring, The Mentoring Manager, Implementing an Organizationwide Mentoring Program, Mentoring Strategies in the 21st Century, Achieving Success with the Help of a Mentor, e-Mentoring