A Simple Guide for Mentoring

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Guide for Mentoring. A nice presentation on Mentoring.

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A Simple Guide for Mentoring

  1. 6. <ul><li>Mentoring is a term used to help, advise and guide employees through the complexities of the business. </li></ul><ul><li>Mentoring is a mutual learning partnership in which individuals assist each other with personal and career development through coaching, role modeling couseling, sharing knowledge and providing emotional support. </li></ul><ul><li>Offline help from one person to another in making significant transitions in knowledge, work or thinking. </li></ul>
  2. 7. <ul><li>Creating possibilities and providing guidance and support to others in a relationship of trust; it includes facilitating, bringing visions to life and enabling people to achieve. </li></ul><ul><li>A mentor is that person who achieves a one-to-one developmental relationship with a learner; and one whom the learner identifies as having enabled personal growth to take place. </li></ul>
  3. 8. <ul><li>Friend </li></ul><ul><li>Philosopher </li></ul><ul><li>Guide </li></ul>
  4. 9. <ul><li>Who took an interest in my welfare and development at a time when I was taking on challenges, such as starting a new job? </li></ul><ul><li>Who has been a useful role model in my life? </li></ul><ul><li>Who helped me uncover and use a hidden talent or ability? </li></ul><ul><li>Who helped me face and resolve a difficult situation in my personal and / or professional life? </li></ul><ul><li>Who challenged me to acquire a new vision and take a new direction? </li></ul>
  5. 10. (Directive) INFLUENCE (Non-Directive) INFLUENCE INTELLECTUAL NEED EMOTIONAL NEED (Challenging) (Nurturing) COACH GUARDIAN NETWORKER/ FACILITATOR COUNSELLOR
  6. 11. <ul><li>Coaching earlier seen as a remedial activity; mentoring as positive, developmental intervention </li></ul><ul><li>Coaching is seen more skill related, with specific capabilities-linked outcomes </li></ul><ul><li>Line managers often called upon to coach. </li></ul><ul><li>Mentoring positioned much more around the whole person and the big picture </li></ul><ul><li>Line manager, due to performance management responsibility, not seen as appropriate to take a mentoring role. </li></ul><ul><li>Coaching normally short term; Mentoring is long term. </li></ul><ul><li>Coaching addresses specific issues; Mentoring --- larger issues </li></ul><ul><li>Coaching (the How); Mentoring (the Why) </li></ul>
  7. 12. <ul><li>Need to be both people and task oriented </li></ul><ul><li>Should like to contribute to professional development of others </li></ul><ul><li>Must be a good listener </li></ul><ul><li>Have empathy, not sympathy </li></ul><ul><li>Must be creative </li></ul><ul><li>Should not injure the mentee’s self-esteem </li></ul><ul><li>Need political savvy </li></ul><ul><li>Good at generating alternatives </li></ul><ul><li>Need comfort at the feeling level </li></ul>
  8. 13. <ul><li>Held in high esteem by people working with </li></ul><ul><li>Don’t make decisions for the mentee </li></ul><ul><li>Don’t develop dependency </li></ul><ul><li>Be a role model to the mentee </li></ul><ul><li>Should have actively sought mentors themselves </li></ul>
  9. 14. <ul><li>Specific learning functions: </li></ul><ul><li>- Learning technical skills and knowledge </li></ul><ul><li>- Learning current jobs </li></ul><ul><li>- Learning organisational culture </li></ul><ul><li>- Learning organisational policies </li></ul><ul><li>- Being prepared for future jobs / promotions </li></ul>
  10. 15. <ul><li>General Career Development functions: </li></ul><ul><li>- Obtaining challenging tasks </li></ul><ul><li>- Obtaining protection </li></ul><ul><li>- Obtaining sponsorship, recommendations </li></ul><ul><li>- Obtaining endorsement for acts / views </li></ul><ul><li>- Making career moves </li></ul><ul><li>- Getting achievements showcased </li></ul><ul><li>- Clarifying work / Career goals </li></ul>
  11. 16. <ul><li>Personal help functions: </li></ul><ul><li>- Obtaining counselling </li></ul><ul><li>- Obtaining moral support / encouragement </li></ul><ul><li>- Obtaining a Role Model </li></ul><ul><li>- Obtaining praise </li></ul><ul><li>- Obtaining a confidante </li></ul><ul><li>- Achieving friendship </li></ul><ul><li>- Achieving trust </li></ul>
  12. 17. <ul><li>Take the lead </li></ul><ul><li>Pay attention to the relationship and develop it </li></ul><ul><li>Clarify aims and objectives of mentoring; Support and counsel </li></ul><ul><li>Listen; ask open questions </li></ul><ul><li>Negotiate an agenda </li></ul><ul><li>Take lead in creating rapport </li></ul><ul><li>Show your commitment to your mentee </li></ul><ul><li>Give it time; be patient </li></ul><ul><li>Help mentee arrive at his / her own answer </li></ul><ul><li>Resist temptation to give advise </li></ul>
  13. 18. <ul><li>Support and counsel </li></ul><ul><li>Give constructive feedback </li></ul><ul><li>Coach and demonstrate skills </li></ul><ul><li>Listen and challenge; ask closed and open questions </li></ul><ul><li>Recognize strengths and weaknesses </li></ul><ul><li>Establish priorities; identify developmental needs </li></ul><ul><li>Give information and advice </li></ul><ul><li>Share experiences and tell stories </li></ul><ul><li>Be flexible and resourceful; offer encouragement once on the track </li></ul><ul><li>If mentee is resistant, be supportive and sensitive </li></ul><ul><li>Challenge positively; Help cope with new changed conditions </li></ul>
  14. 19. <ul><li>Examine options for action and their consequences </li></ul><ul><li>Attend to the mentoring process and the relationship </li></ul><ul><li>Negotiate and action plan </li></ul><ul><li>Encourage new and creative ways of thinking </li></ul><ul><li>Help to make decisions and solve problems </li></ul><ul><li>Agree action plans; monitor progress and evaluate outcomes </li></ul><ul><li>Plans are followed through when the mentee owns the solution </li></ul><ul><li>Give advice and direction sparingly </li></ul><ul><li>Enhance commitment to change by clear agreements and target setting </li></ul><ul><li>Look after the relationship; don’t expect every meeting to end in an action plan </li></ul><ul><li>Affirm and celebrate progress </li></ul>
  15. 20. <ul><li>When the mentor takes responsibility, it is directive </li></ul><ul><li>If mentor encourages the mentee to set the agenda, initiate meetings, come to his / her conclusions, stimulate development of self-reliance, the relationship is relatively non-directive </li></ul><ul><li>If mentor plays the role of the expert, mentee feels less empowered </li></ul><ul><li>The most effective relationship (where personal development is desired) are those in which the mentee is relatively proactive and the mentor is relatively passive or reactive. </li></ul><ul><li>Effective mentors keep wisdom to themselves </li></ul>
  16. 21. <ul><li>The Mentor: </li></ul><ul><li>- Listens </li></ul><ul><li>- Questions </li></ul><ul><li>- Summarizes </li></ul><ul><li>- Seeks options </li></ul><ul><li>- Seeks goals </li></ul><ul><li>- Asks for priorities </li></ul><ul><li>The Mentee: </li></ul><ul><li>- Informs </li></ul><ul><li>- Clarifies </li></ul><ul><li>- Listens </li></ul><ul><li>- Lists options </li></ul><ul><li>- Selects goals </li></ul><ul><li>- Prioritizes </li></ul><ul><li>The Mentee decides </li></ul>
  17. 22. <ul><li>Abilities: </li></ul><ul><ul><li>Listening skills </li></ul></ul><ul><ul><li>Questioning </li></ul></ul><ul><ul><li>Competence  Technical; quality of excellence </li></ul></ul><ul><ul><li>Functional skills </li></ul></ul><ul><ul><li>Sympathetic understanding  Empathy </li></ul></ul><ul><ul><li>Guide </li></ul></ul><ul><ul><li>Contacts </li></ul></ul><ul><ul><li>Analytical ability </li></ul></ul>
  18. 23. <ul><li>Qualities: </li></ul><ul><ul><li>Varied perspective </li></ul></ul><ul><ul><li>Broad perspective </li></ul></ul><ul><ul><li>Stimulating foresight  nourish his drive </li></ul></ul><ul><ul><li>Relationship and process change as assignment progresses </li></ul></ul><ul><ul><li>Approachable </li></ul></ul><ul><ul><li>Loyal friend </li></ul></ul>
  19. 24. <ul><li>Attitudes: </li></ul><ul><ul><li>Respectful </li></ul></ul><ul><ul><li>Non-critical </li></ul></ul><ul><ul><li>Forthright </li></ul></ul><ul><ul><li>Positive attitude </li></ul></ul><ul><ul><li>Supportive </li></ul></ul>
  20. 25. <ul><li>Maintain regular contact </li></ul><ul><li>Always be honest </li></ul><ul><li>Avoid being judgemental </li></ul><ul><li>Recognize that you have your own need for support. You may need a mentor as well </li></ul><ul><li>Don’t expect to have all the answers </li></ul><ul><li>Help your mentees access resources and further support </li></ul><ul><li>Be clear about expectations and boundaries </li></ul><ul><li>Stand back from the issues raised by mentee but work on them together </li></ul><ul><li>Respect confidentiality </li></ul><ul><li>If the relationship falters, hang on there </li></ul>
  21. 26. <ul><li>Accept challenges willingly </li></ul><ul><li>Maintain a positive view of self </li></ul><ul><li>Share with the mentor how you feel about the way the relationship is working </li></ul><ul><li>Be active in your own development </li></ul><ul><li>Have faith and trust in your own mentor </li></ul><ul><li>Be willing to discuss issues openly </li></ul><ul><li>Take a few risks in order to progress </li></ul><ul><li>Don’t expect too much of your mentor </li></ul><ul><li>Think about other ways to develop yourself outside the mentoring relationship </li></ul><ul><li>Talk about the end of your relationship when it comes </li></ul>

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