Training program for both mentors and mentees to set expectations, ground rules, and how to have success during the 3 month mentoring relationship.

1. Tile Mentorship Training

2. Agenda
● What is Mentoring?
● What’s the Difference between being a Coach, Sponsor
and Mentor?
● Guidelines & Responsibilities
● Development Areas
● Schedule
● Details of each meeting

3. What is Mentoring?
Help mentee find their
focus areas
Develop trusting,
confidential, and
beneficial relationships
Listen & provide
feedback
Help mentee with
personal and
professional growth

4. Sponsor
● Represents the mentee’s
point of view
● Serves as a mediator on behalf of the
mentee
● Acts as a sponsor to open doors
● Focuses on the internal politics
system
● Brings a high level of targeted
expertise
● Determines development areas
using an assessment process
● Provides a third party perspective
from outside the organization
Coach
What’s the difference?
While similar, a mentor, coach, and sponsor fulfill different roles.

5. Mentee
● Focuses on achieving
sustainable results
● Clarifies performance
expectations and priorities
● Seeks “feedforward” to improve
personal contributions
● Adjusts goals and priorities
● Focuses performance on the
“what” and “how”
● Focuses on transferring knowledge
& helping mentee develop new
capabilities
● Asks questions to assist and
challenge mentee
● Helps mentee reflect on past
successes and failures to identify
strengths and weaknesses
● Attends learning circles with
mentee
Mentor
What is my role?

6. Guidelines
Focus on
Confidentiality
Make a Personal Commitment
Have Good Communication
Set Clear Ground
Rules
Define Mentorship
Goals and Objectives
Plan Useful Activities

7. Guidelines
Focus on
Confidentiality
● What is said must stay confidential
(exceptions outlined later on)
● Each person must be willing to be
open and honest
● Conversation will flow freely when their
is trust
Make a Personal
Commitment
● Attend all meetings, prepare for them,
complete action items, and actively
participate in conversation
● Commitment is needed to keep the
connection & benefit all

8. Guidelines
Have Good
Communication
● Quality of conversation will determine
the success of each meeting
● Conversations need to be open & in
depth to be beneficial
● Building trust and commonality will
help with any communication barriers
Set Clear Ground
Rules
● Talk about frequency of meetings, level
of confidentiality, exit plan, etc.
● Start with these ground rules to avoid
future problems in the relationship

9. Guidelines
Define Mentorship
Goals and Objectives
● Determine what the objective is: skills
development, career growth,
networking, etc.
● Mentees should take ownership of
setting 1-3 goals, while mentors can
break down into manageable steps
● Track progress & adjust as needed
Plan Useful
Activities
● Work together to plan activities that can
help them achieve their goals
○ Ex: a mock interview
○ Ex: mini-360 review with manager,
peers, reports to identify
development areas
○ Ex: introduce mentee to senior
leaders or attend a local
conference together

10. What Development Areas Should We Focus On?
Skills Development
● Help the mentee learn a specific skill set
● Example: Practicing cold calling if the mentee wants to learn sales skills
Goal Setting/ Career Planning
● Help the mentee identify personal & professional goals, both short and long term
● Example: Brainstorm early career dreams and possible career moves
Problem Solving
● Help the mentee develop cognitive skills to strengthen their discovery process
● Example: Identify a real problem, brainstorm solutions, and discuss pro/cons for each
Networking
● Help the mentee expand their professional connections
● Example: Attend a professional conference or event together

11. Mentee Responsibilities
1. Commit to
Your
Development
4. Apply What
you Learn
3. Listen &
Seek Feedback
2. Be Honest &
Open
● Be responsible for
acquiring/improving your
skills and knowledge
● Discuss your mentoring
agreement
● Come prepared to your
meetings
● Be honest with your
goals, expectations,
challenges, and
concerns
● Build a supportive and
trusting environment
● Seek advise, opinion,
feedback, and direction
● Be open to constructive
criticism/ feedback
● Respect your mentor’s
time and resources
● Apply what you learn
back on the job
● Give feedback to your
mentor on what is
working and not
working

12. Mentor Responsibilities
1. Manage the
Process
4. Supporter3. Be a
Thought
Partner
2. Develop
your Mentee’s
Capabilities

13. Manage the Process
● Manage one-on-one meetings
● Ensure mentorship agreement is created & modify if necessary
● Agree on action steps between meetings & hold mentee accountable for completing them
● Participate in mentorship measurement and feedback efforts
Action items to be effective
● Ask three questions to capture feedback and emphasize the importance of applying learnings:
○ “What have you learned from today’s discussion?”
○ “What did I do as your mentor to help you learn?”
○ “How will/can you apply this learning?”
● Schedule one-on-one meetings at least two weeks in advance
● On a weekly basis, do a brief “check-in” with your mentee (phone call, coffee, etc.)
● Check-in with your mentee to encourage their attendance at mentor circles

14. Develop your Mentee’s Capabilities
● Clarify expectations set by their manager or others
● Help convert feedback into action
● Look for “developmental moments” and provide feedback
● Seek growth opportunities for your mentee and yourself
Action items to be effective
● Provide feedforward that is empowering, actionable and prepares your mentee for “the next time”:
○ Focus the conversation on how to be/do “right” in the future versus proving how they were “wrong” in the past
○ Share your positive suggestions and reframe issues as opportunities
● Ask your mentee why they agree with your thinking to ensure that they are engaged and not going through the motions
● During a discussion with your mentee ask “check-in” questions:
○ “How are you progressing on your development?”
○ “What leads you to believe you are making progress?”
○ “What obstacles hinder your progress?”
○ “Are these obstacles due to others, yourself or both?”
○ “Is there anything new that you are doing that requires additional practice?”

15. Be a Thought Partner
● Serve as a sounding board
● Challenge them to avoid old & unproductive mindsets
● Foster increased self-awareness & uncover blind spots
● Ask questions to discover potential solutions
● Shift conversations from presenting issues to real/below the surface issues
● Share insights, experiences, and ideas
Action items to be effective
● Ask questions to assist your mentee with self-awareness:
○ “Share with me feedback themes that you have received over the last year”
○ “Do you agree with this feedback?”
○ “What obstacles hinder your development?”
○ “Are these obstacles due to others, yourself or both?”
○ “When have you experienced “rapid learning”?”
● Find balance between:
○ Advocacy or sharing -- “here’s my opinion…”
○ Inquiry or exploring -- “what are your thoughts?

16. Supporter
● Create a safe and trusting relationship
● Help them feel comfortable in branching out & expanding their network
● Listen and provide encouragement
● Help them navigate through Tile
Action items to be effective
● Avoid the temptation to assist your mentee by assuming an intermediary role
● Assist your mentee with developing problem solving and relationships skills
● Celebrate successes and reinforce the use of new approaches, skills, etc.
● From time to time ask your mentee questions that demonstrate your support:
○ “How can I help?”
○ “What suggestions do you have for me?”
○ “What should we be doing more of or differently?”
● Encourage your mentee to establish a personal board of directors to share ideas, review career plans, etc. The board of
directors typically includes external individuals with whom the mentee has already established a relationship:
○ Local business and/or community leader
○ Trusted friend
○ Spouse/partner
○ Former colleague/classmate

17. Schedule
Start
July 1 Meeting
s
Tip: if you meet every 2 weeks, you can meet 7 times
End
Oct 4
6x

18. Mentee Prep for Your First Meeting
● Develop your “getting to know you” questions
○ What else would I like to know about my
mentor?
○ What else am I prepared to share about myself
to build trust and rapport?
○ Am I curious about anything that I know about
my mentor that deserves a follow-up?
● Start to think about what you want to be your
development areas
○ What consistent feedback have I received in
the last year (strengths & weaknesses)?
○ What assignments/projects have I like the
most? Found the most developmental?
○ What are the 2-3 things I want to accomplish
this year? Long-term?
○ Is there anything in my OKRs that I want to
share or focus on in this relationship?
Consider the following list of questions:
● What are the skills you want to develop?
● What strategies come to mind when looking at
situation?
● What do you see as possible solutions here?
● What outcomes are you after here? Are these
outcomes reasonable given the
circumstances?
● What resources are available to help you move
forward?
● What key players do you need help from?
● What forces may help and/or hinder you?
● What other information do you need to arrive
at a solution?
● What are the pros and cons of each solution?
● What is the first step you need to take to
achieve your preferred outcome?
● What alternative strategies should you
develop?
● How will you know you have mastered or
successfully enhanced a competency?
● How will you apply your new skill?

19. Your First Meeting
● Learn about your mentee and their mindset
○ I was very pleased to hear that we would be working together. Would you please tell me a bit more about
yourself? – in turn, you should share a bit about yourself
○ What is your short-term Tile aspiration? Long-term aspiration?
○ What is your educational and professional background and how did you get to where you are today?
○ What are the most interesting aspects of your job? Why did you pick this to concentrate on?
○ What do you want to be known for?
○ What gives you the greatest sense of job satisfaction?
○ What are two to three things you want to accomplish this year?
○ What do you hope to get out of our mentorship relationship?
● Setup ground rules and start working on Mentoring Agreement Form
○ Are there any ground rules you would like to set (e.g. confidentiality, openness, candor)?
○ What items would you like to discuss in these meetings (work-life balance, competency development,
short- and long-term goals)?
○ What should the regular meeting schedule to be? (where, when, frequency) and how should we
communicate between meetings?
○ Discuss objectives you want to accomplish and create target completion dates for each objective.

20. Your First Meeting
● Gauge their self-awareness and development needs
○ Are you comfortable sharing feedback you have received over the last
year?
○ Do you agree with this feedback?
○ Do you view the mentorship initiative as a potential way to close some of
these gaps?
○ What’s working and what’s not working with respect to the areas you
want to focus on for mentoring?
○ What do you regard as your major strengths?
○ What areas would you like to focus on for improvement?
○ Describe the area of responsibility that you find most frustrating.
○ What helps you most in your work?
○ What hinders you from achieving your goals?
● Offer yourself as an ally in their development
○ As a mentor, how can I make the greatest possible impact for you?
○ How will we know that mentoring is providing value?
● Wrapping Up
○ Discuss objectives you want to accomplish and create target completion
dates for each objective.

21. Mentorship Agreement
The agreement brings clarity to both parties goals and expectations for the relationship. It’s sole purpose is to benefit
the relationship and it will not be collected or reviewed by anyone else.
Sections
1. Goals: What do you hope to achieve?
2. Steps to Achieving Goals: How often should we meet? What activities should we complete?
3. Confidentiality: Are there any off limits topics?
4. Relationship termination clause: If either party feels the relationship is unproductive, it can be terminated
How to complete
1. Review during your first meeting
a. Should complete at least meeting frequency and confidentiality sections
b. Goals and steps to complete the goals might take some more time
2. Complete over your next couple meetings
3. You can modify as necessary

22. Topics to Cover Every
MeetingRemember, you are a sounding board for your mentee. Support them by listening, providing honest feedback, and
holding them accountable for reaching their expressed goals.
1. Go over any action items from the previous meeting
2. Catch up: personal or professional
3. Once a month review goals and steps to achieve goals from agreement
4. Provide and request feedback
5. Focus on development by asking questions
6. At the end, define action items and schedule your next meeting
1. After the meeting, reflect on how it went

23. Development Questions
a. What do you understand the issue to be?
b. What tells you that your assessment is correct? What are other people’s perceptions of this issue?
c. What assumptions are you making here?
d. What other ideas do you have?
e. How long has this been as issue?
f. What did you learn from past experiences that you didn’t expect to learn?
g. What are the reasons behind an issue?
h. Have you tried to resolve this issue before? Why or why not? If yes, what was the result?
i. What choices do you have?
j. What progress have you made?
k. What other ideas do you have?
l. How are you using the things/ideas we’ve spoken about?
m. What results are you looking for?

24. Self-Reflection Questions
a. Are you comfortable with the quality of your conversation with your mentor/mentee? If not, what can you do to change
this the next time you meet?
b. What commitments have you made to your mentor/mentee? To yourself?
c. What steps do you need to take to fulfill those? By when?
d. Mentee: What information should you share with your manager?
e. Mentee: What support do you need from your manager?
f. What would you like to cover at your next meeting?

25. Covering Sensitive Subjects
A successful mentorship is built on mutual respect, honesty, commitment, and trust.
Because of this some sensitive topics may come up.
Discuss with HR if they reveal information damaging to the company or workplace environment:
1. Sexual harassment
2. Workplace bullying
3. Conflicts of interest
If you’re unsure, just ask Lissa :)

26. Be an Effective Active Listener
Being an “active” listener means:
● Giving the other person your undivided attention
● Staying off your phone & computer, and avoiding disruptions
● Hearing the person out… avoid interrupting them
● Being aware of your non-verbal cues such as nodding and eye
contact
● Ensuring that you heard the person correctly. Try to paraphrase
after:
○ “As I understand…”
○ “So you’re saying that…”
○ “Let me see if I got that…”
○ “So, your three concerns are…”
○ “There seem to be a few issues…”

27. Thank you!
Questions?