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D74 toastmasters mentoring w shop 2016 slideshare version

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Mentoring for Growth Presentation to Toastmasters D74 - Division A 23 April 2016

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D74 toastmasters mentoring w shop 2016 slideshare version

  1. 1. Mentoring for Growth Toastmasters D74 Adolph Kaestner DTM. PDG
  2. 2. Cell Phones Thank You
  3. 3. Your Expectations Lets Learn and Have Fun
  4. 4. Mentoring in Toastmasters
  5. 5. The 8 TM Mentoring Programmes Speaking Skills Mentors e.g. Body Language, Voice, Stage Presence , Presentations, Microphone etc… Manual Assignment Mentors e.g. CC 1, 2 3 4 or Advanced Manual Mentors Individual Member Mentors One on One A to Z Mentoring
  6. 6. The 8 TM Mentoring Programmes Coordinator Mentors District Officer Mentors Club Officer Mentors Club Mentors D74 Contestant Mentors
  7. 7. Your Mentoring Experiences As Mentor As Mentee Current MenteesCurrent Mentors
  8. 8. Your Mentoring Wish Lists I Wish My MENTOR Would… I Wish My Mentee Would… Keep your Wish List Sheet for later
  9. 9. Personalities & Compatibility Who Are You ?
  10. 10. Personality Style Quiz Column 1 Column 2 Column 3 Column 4 Stubborn Persuasive Gentle Humble Competitive Obliging Playful Obedient Adventurous Life of Party Moderate Precise Determined Convincing Good Natured Cautious Assertive Optimistic Lenient Accurate Each row should have a 7, 5, 3, and 1; No ties are allowed. Total Score for all columns = 80 Source: - Merrill-Reid Social Styles
  11. 11. Personality Styles - Answers
  12. 12. Personality Styles Column 1  DIRECTORS:  firm  forceful  confident  competitive  decisive  determined  impatient  risk-takers. The Boss In Charge
  13. 13. Personality Styles Column 2  SOCIALISERS:  outgoing  optimistic  enthusiastic  in the centre  ideas  talk a lot …. about themselves! Always Happy Hour
  14. 14. Personality Styles Column 3  RELATERS:  genial  team players.  prefer stability  low risk  caring  likeable  timid. Mother Hen
  15. 15. Personality Styles Column 4  THINKERS:  self-controlled  considerate  analysis-high  emotion-low  clarity  order  stiff personality The Analysist
  16. 16. How Closed or Open are You?
  17. 17. Your Johari Window 1 Known by self Unknownby self Known by others Unknown by others Open area Blind area Hidden area Unknown area 1 2 3 4
  18. 18. Your Johari Window 2 Known by self Unknownby self Known by others Unknown by others ask Open area Blind area Hidden area Unknown area S E L F D I S c 1 2 3 4 F e e d b a c k
  19. 19. Your Johari Window 3 Known by self Unknownby self Known by others Unknown by others ask tell Open area shared discov. Blind area others' observation Hidden area Unknown area S E L F D I S 1 2 3 4 self-disclosure/exposure F e e d b a c k
  20. 20. Your Johari Window 4 Known by self Unknownby self Known by others Unknown by others ask tell Open area Blind area Hidden area Unknown area 1 2 3 4
  21. 21. Your Johari Window 5 Known by self Unknownby self Known by others Unknown by others ask tell Open area shared discov. Blind area others' observation Hidden area Unknown area S E L F D I S 1 2 3 4 self-disclosure/exposure F e e d b a c k
  22. 22. Openness & Sharing is the Key The Have to Know’s The Good to Know’s The Nice to Know’s
  23. 23.  Ann Rolfe www.mentoring–works.com  Robert Rosell www.qmr.com  Business Balls www.businessballs.com  Cliff F. Grimes http://www.accel-team.com  Jan Brause www.janbrause.co.uk  Toastmasters Mentoring Module Some of the Sources Used Thanks for the guidance!
  24. 24. What Is Mentoring Growth and Development
  25. 25. Even Eagles Need Mentors  -NB The Video Clip to large to add
  26. 26. Definitions - Training  Training The acquisition of knowledge, skills, and competencies as a result of the teaching of practical skills and knowledge that relates to specific useful tasks. Focus = Skills Development
  27. 27. Definitions - Coaching  Coaching The process by which the coach helps coachees to find their own solutions, by asking questions that give them insight into their situations without offering solutions. Focus = Performance Development
  28. 28. Definitions - Mentoring  Mentoring The Unselfish Sharing of Knowledge, Skill and Experience so as to enable the Mentee to Learn, Grow and Develop and the Mentor to be Fulfilled” Focus = Personal Development
  29. 29. Old vs. New Thinking  Old  Mentor Picks Mentee  Mentor is more Senior  One Mentor Only  Mentor Tells  Mentor Give Advice  One On One Relationship  For the Young  New  You look for Mentor  Age/Position irrelevant  Many Mentors  Mentor Sounding Board  Assist to Solve Problem  Many ways to mentor – groups etc.  For anybody needing to grow Make it work for all parties
  30. 30. The 4 Pillars Inquire – Share – Encourage - Care
  31. 31. Pillar # 1 – Inquire & Listen  Mentor  Listen  Ask Question  Guide  Challenge  Problem Solve  Provide Resources  Stimulate Ideas  Mentee  Ask Questions  Listen  Seek Clarification  Test Concepts  Priority is to Learn  Research  Ongoing Learning Skills = Questioning & Listening
  32. 32. Pillar # 2 – Share Skill = Giving Unselfishly SHARE •EXPERIENCES •CONFIDENCES •FEELINGS •CONTACTS •VALUES •RESOURCES •HAVE TO GOOD TO NICE TO
  33. 33. Pillar # 3 – Encourage  Mentor  Check Projects  Give Honest Feedback  Challenge  Share Own Mistakes  Take along to meetings & Business Functions  Celebrate Successes  Positive K I T A  Mentee  Manage the Process  Do Assignments  Active Learning  Try New Ideas  Find and Attend Free Seminars & W/Shops  Say Thank You Skill = Motivation
  34. 34. Pillar # 4 – Care  Mentor and Mentee  Allocating Time  Availability  Keeping Commitments  Sharing Resources  Support and Back-up  Trust Skill = Forgiveness  Mentor and Mentee  Communicate  Assist  Respect  Empathy
  35. 35. The 5th Pillar Imagination & Creativity
  36. 36. Effective Listening Hearing Listening
  37. 37. The 6 to 1 Rule 21 3 4 5 6
  38. 38. Questioning Techniques If you don’t ask – you won’t get
  39. 39. Questions are Powerful Tools 19 Different Types of Questions
  40. 40. The Roles of Mentor & Mentee A Mutually Beneficial Relationship
  41. 41. Expectations of your Mentee  NB The Video Clip to large to add
  42. 42. The Mentor The Conductor
  43. 43. The Role of a Mentor? A Mentor Serves as a Role Model , Tutor, and Confidante Offering Knowledge, Insight, Perspective and Wisdom Useful to the Mentee To Be Available To Share
  44. 44.  a trusted friend  a guide  a good listener  a responsive specialist  a reliable person  a sounding board  a networker  a role model A Mentor IS Mentors Practice Tough Love  a motivator  a resource  a tutor  a companion  a cheerleader  a confidant  a supporter  an advisor
  45. 45.  a guarantee to success  a protector for misconduct  a protector for poor performance  a parent  a foster parent  a baby sitter  a therapist / councillor  a parole office  a cool peer A Mentor IS NOT Mentors Must Not Cross The Line  a saviour  a bank or ATM  a taxi  a social worker  a personal advisor  a secretary  a psychologist  a nag  a lover
  46. 46.  Set better goals  Improve performance  Increase self awareness  Transition, move forward  Strengthen relationships  Develop strategies Mentors Help Mentees To The Helping Hand In The Land  Improve quality of life  Succeed in business  Build proficiencies  Improve communication  Be more creative  Improve environments
  47. 47. Mentor Responsibilities 1  Be totally trustworthy  Be an exceptional listener  Be available  Be a friend  Evaluate constructively  CRITICISE in private only  Give practical, usable input To Be Available To Share
  48. 48.  Be Confident  Be Positive  Be Patient  Be Flexible  If you don’t know – say so  Find out  Be source of reference Mentor Responsibilities 2 To Be Available To Share
  49. 49.  Help them grow  Play on comfort zones  Don’t clone them  Help them develop and polish their own style  Encourage & push (+ K.I.T.A.)  Improve Performance  Expose them to better ways of doing things  RECOGNISE achievements Mentor Responsibilities 3 To Be Available To Share
  50. 50. What Mentors Do 1  Set high expectations of performance  Offer challenging ideas  Help build self-confidence  Encourage professional behaviour  Offer friendship  Listen to personal problems  Confront negative behaviours and attitudes  Teach by example  Provide growth experiences
  51. 51. What Mentors Do 2  Offer quotable quotes / affirmations  Explain how the business works  Encourage winning behaviour  Coach their mentees  Offer wise counsel  Trigger self-awareness  Inspire their mentees  Share critical knowledge  Stand by their mentees in critical situations
  52. 52. What Mentors Do 3  Offer encouragement  Assist with their Mentee's careers  Plans the development of people  Reviews development plans  Requires that people develop  Gives instruction on the job  Corrects mistakes when they occur  Considers job rotation opportunities
  53. 53. What Mentors Do 4  provides time for development activities  develops replacement candidates  identifies people development needs  works with other development resources  places formal and informal resources  plans upward career paths  identifies promotion potential
  54. 54. Is to demonstrate that COURAGE Is not the absence of fear But Doing what one fears most The Mentors Challenge Stretch the Mentee to New Heights
  55. 55. W. I. I. F. Mentor  Test your knowledge and skills  See if you can share – secrets  Learn more skills yourself  Test your training skills  Test your giving  Test your listening skills  Test your leadership skills  Reward you for your efforts To Revel In The Growth Others
  56. 56. The Mentee Self Discovery & Exploring
  57. 57. They must be themselves NB The Video Clip to large to add
  58. 58. What is a Mentee? A Mentee Seeks To Learn , Understand, and Adopt New Skills, Concepts, Procedures, Tips and Practice Until these are Mastered The Willing and Grateful Learner
  59. 59. Responsibilities of Mentee  Be Eager to Learn – Self Study  Be Receptive to Feedback  Be Open to New Ideas  Practice what is suggested  Be Proactive – Don’t Wait  Be Honest with Mentor  Be Grateful Be Willing to Put In EXTRA Time
  60. 60. W. I. I. F. Mentee  Learn Faster  Learn More  Personal Sounding Board  Overcome Fears Faster  Build Confidence  Access to Resources  Achieve & Exceed Goals To Learn From Experience
  61. 61. W.I.I.F.CLUB  Members Know The Programme  Members Know Club Standards  Members Participate More - KITA  Members are More Satisfied  Members Stay Longer  Members Learn  Members Grow  Club achieves its DCP Goals and Status
  62. 62. Making Mentoring Work  Formal item on member needs analysis  Invite them ---- Sell the sizzle  Train them  Mentor  Mentee  Coordinator  MENTOR them  Evaluate them  Reward them
  63. 63. The Mentoring Meetings Making the Interventions Work
  64. 64. The Development Spectrum Different Solutions for Different Needs Instructor Coach Mentor Training Facilitating Teaching Skills for Specific Task Enabling Self Development Supporting to achieve Specified Goals
  65. 65. The 3 Phases of the Relationship Start Right and Gain Best Results Phase 1 Phase 2 Phase 3 Starting Relating Parting Initial contact Building rapport Defining the scope Clarifying roles Setting goals Negotiating agreement, contract and commitment Developing the relationship Continuous process of goal setting, action planning, implementing and review Decision-making Problem-solving Development and growth of both parties Evaluation of process Acknowledgement of contribution Closure and celebration Redefinition of the relationship
  66. 66. The Needs Analysis Know Where and Why you are going there
  67. 67. 1. Mentee Profile 2. Members Educational Record 3. 18 Reasons to Join Toastmasters 4. Members Goals 5. CC Assignment Completion Plan 6. Mentoring Agreement 7. Mentoring Meeting Record Sheet 8. Spreadsheet Record of Menttoring Meetings Some Mentoring Forms Adolph Kaestner - mentorZONE
  68. 68. Mentoring Pit Falls & Problems What Can Go Wrong - Will
  69. 69. 1. Unclear Strategic Value 2. Insufficient Lead Time and Planning 3. Under-resourcing 4. Inadequate Support 5. Not enough Training 1. Mentors 2. Mentees 3. Coordinator 6. Lack of Structure and Follow-up 7. Ineffective Monitoring, Feedback and Evaluation The 7 Fatal Flaws Not Taking It Seriously – Quick Fix
  70. 70. The Ripple Effect Be a Mentee – Become a Mentor  NB The Video Clip to large to add
  71. 71. Thank You  Web: www.adolph.co.za  Web: www.mentorzone.co.za  e-Mail adolph@adolph.co.za  Tel: 011- 794 - 5352  Cell: 082 - 493 - 9093

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