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Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
Toastmasters - Mentoring Program
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Toastmasters - Mentoring Program

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Mentoring Educational Session

Mentoring Educational Session

Published in: Business, Education, Technology
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  • 1. Mentoring Program
  • 2. What will you Learn 1. What is Mentoring 2. Origin of Mentoring 3. Trends 4. Program Family 5. Benefits 6. Behavior & Traits Expected 7. Process 8. Ideas 9. Q & A
  • 3. Definition An experienced and trusted adviser” …….(Oxford English Dictionary ) “A trusted counselor or guide, tutor, coach”… …. (Merriam- Webster's Collegiate Dictionary )
  • 4. Origin of Mentor • Mentor was a friend and trusted counselor of Odysseus. • When Odysseus left for the Trojan War he placed Mentor in charge of his son Telemachus.
  • 5. Research 25% of Employees who had mentors received a raise – versus only 5% who did not have mentor. Employees who received mentoring were promoted “5″ times more often than people who didn’t have mentors.  Now Imagine what Mentoring can do for your career?
  • 6. Famous Mentor Mentee • Steve Jobs mentored Mark Benioff CEO of Salesforce.com • Andrew Carnegie mentored Charles Schwab (first president of US Steel) • Bill Gates was mentored by Dr. Ed Roberts creator of Altair 8800 • Marissa Mayer currently Yahoo CEO was mentored by Larry Page & Sergey Brin
  • 7. What is Mentoring Program Connecting two people where the experienced person provides SUPPORT, ENCOURAGEMEN T and GUIDANCE for a subject.
  • 8. Three Spokes of Program • Mentee : –New TM Members –Experienced TM Member • Mentor • Club ? Sharing Knowledge & Experience
  • 9. Benefits - New Mentee Why should I take up Mentoring ? Ease of Transition: +++++++ 1. Learn the Program 2. Learn Club standards and customs 3. Develop Confidence – “ Big Brother” 4. Participate more – “Cheer Leader” 5. Quickly learn communication skills 6. Deliver Ice Breaker 7. Grow your Network – “Referral” 8. Agree on SMART Objectives – “Measured”
  • 10. Benefits - Experienced Mentee Developing Special Skills: 1. Refine skills  Contest Time: Body Language, Pronunciation  Speech Content; Delivery 2. Learn New skills  Humour, Voice modulation
  • 11. Benefits – Mentor WIIFM 1. Learn from Mentees 2. Remain Productive 3. Do something for others 4. Receive recognition – club level 5.Sharpen skills 6.Reverse Mentoring Remember: “Teaching is twice Learning”
  • 12. Benefits – Club What is club’s benefit ? 1. Increase membership – (how) 2. Satisfied members 3. Retain members 4. Better Participation 5. Quality meetings 6. Achieve Goals faster – “DCP” 7.Result : Better than the Best club – “Brand”
  • 13. Qualities of Mentee How should I behave ? • Eager to learn • Receptive – “Hungry” • Interested • Open to new ideas - Risk • Loyal & Committed • Gratitude
  • 14. Qualities of Mentor 1.Time: Available 2.Empathy: Patient; Sensitive; Respectful; Listener 3.Flexible & Willing 4.Supportive of the club 5.Knowledgeable 6.Confident
  • 15. Mentoring Process – 1 What would Mentor do ? 1. Agree on Objectives and Time 2. Time with the new members 3. Orient the new members to club customs and procedures 4. Explain how to initiate 5. Make Mentee aware of resources 6. Discuss Mentees Vision in TM (what & why) 7. Align your mentoring with his Vision (S/L) 8. Help with the ice breaker 9. Provide positive feedback 10.Explain responsibilities
  • 16. Mentoring Steps -2 What would Mentor do ? 1. Help with speeches and other assignments ( Inside & Outside Club) 2. Share how you benefitted 3. Invite Mentee to other events 4. Acknowledge progress – “Feedback” 5. Explain officers duty - DTM 6. Explain Speech Contest 7. Describe the TMI organization
  • 17. Mentoring Senior TM • Agree on – Objectives ( Skill and Techniques) – Milestone – Time • Feedback
  • 18. Mentoring Common Questions • How Many Mentor: Recommended not more than 1 - 3 • Who can be Mentor : You can be a mentor, think of someone who inspired you, An experienced TM • Who should choose: Excom, You or Referral • Excom: IPP is your Mentor; AG; DG • When should you get mentor: Now is the right time
  • 19. My Message • Discover your Mentor:  TM  Career • Have more than one Mentor • Excom: Create Mentor pool • Excom: Assign mentors to members (inside + Outside) • Reverse Mentoring • Insight: You may be asked questions you may never have asked yourself ?
  • 20. Q & A
  • 21. Be the First to Recommend • Go to LinkedIn • Go to Interest and click on Companies • Click on Companies Home and Enter “Sales Gyan” • Click on Product and click on Recommend
  • 22. • When a company is seeking to develop its employees in specific competencies using performance management tools and involving the immediate manager • When a company has a number of talented employees who are not meeting expectations • When a company is introducing a new system or program • When a company has a small group of individuals (5-8) in need of increased competency in specific areas • When a leader or executive needs assistance in acquiring a new skill as an additional responsibility • When to consider mentoring: • When a company is seeking to develop its leaders or talent pool as part of succession planning • When a company seeks to develop its diverse employees to remove barriers that hinder their success • When a company seeks to more completely develop its employees in ways that are additional to the acquisition of specific skills/competencies • When a company seeks to retain its internal expertise and experience residing in its baby boomer employees for future generations • When a company wants to create a workforce that balances the professional and the personal • When a company is seeking to develop its leaders or talent pool as part of succession planning • When a company seeks to develop its diverse employees to remove barriers that hinder their success • When a company seeks to more completely develop its employees in ways that are additional to the acquisition of specific skills/competencies • When a company seeks to retain its internal expertise and experience residing in its baby boomer employees for future generations • When a company wants to create a workforce that balances the professional and the personal
  • 23. • When to consider coaching: • When a company is seeking to develop its employees in specific competencies using performance management tools and involving the immediate manager • When a company has a number of talented employees who are not meeting expectations • When a company is introducing a new system or program • When a company has a small group of individuals (5-8) in need of increased competency in specific areas • When a leader or executive needs assistance in acquiring a new skill as an additional responsibility • When to consider mentoring: • When a company is seeking to develop its leaders or talent pool as part of succession planning • When a company seeks to develop its diverse employees to remove barriers that hinder their success • When a company seeks to more completely develop its employees in ways that are additional to the acquisition of specific skills/competencies • When a company seeks to retain its internal expertise and experience residing in its baby boomer employees for future generations • When a company wants to create a workforce that balances the professional and the personal

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