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  1. 1. Understanding Mentee Needs Valuing the Individual & Sharing the Experience
  2. 2. Good Mentoring <ul><li>Respects the uniqueness of the mentee </li></ul><ul><li>Focuses on the positive results </li></ul><ul><li>Allows mentees to “Do it their way.” </li></ul><ul><li>Takes into consideration mentee needs </li></ul>
  3. 3. Mentee Needs <ul><li>Adapting to change </li></ul><ul><li>Fostering positive self-image </li></ul><ul><li>Managing change </li></ul><ul><li>Dealing with gray areas </li></ul>
  4. 4. Adapting to Change <ul><li>During the mentoring process the mentee is asked to consider changes through receiving a challenging opportunity or through a personal insight </li></ul><ul><li>Change can bring on a (1) sense of loss over beliefs, behaviors, relationships, (2) fear of the unknown, (3) fear of failure, (4) anxiety of success and resulting expectations </li></ul><ul><li>Mentors Challenge: Recognize the needs of a person adapting to change </li></ul>
  5. 5. Fostering a Positive Self-Image <ul><li>Focusing on deficiencies makes it difficult to be motivated or make positive change </li></ul><ul><li>Mentors Challenge: Provide confidence building feedback </li></ul><ul><ul><li>DO </li></ul></ul><ul><ul><li>Give mentees a chance to vent </li></ul></ul><ul><ul><li>Provide ideas when appropriate or asked, refer as needed </li></ul></ul><ul><ul><li>DON’T </li></ul></ul><ul><ul><li>Provide advice for which you are not qualified </li></ul></ul><ul><ul><li>Be directive trying to solve mentee problems </li></ul></ul>
  6. 6. Managing Change Successfully <ul><li>A clear vision of the mentee’s situation after the change (context shifting) </li></ul><ul><li>Time to absorb the new vision and adjust behaviors </li></ul><ul><li>Developing productive coping mechanisms and adjustment strategies for stress of change </li></ul><ul><li>Time to consider the change and to own the change </li></ul><ul><li>Mentors Challenge: Supporting visioning process, displaying patience and modeling adjustment techniques </li></ul>
  7. 7. Dealing with Gray Areas <ul><li>There is not always a road map when helping someone grow and develop as a person </li></ul><ul><li>Mentee changes may not be dramatic </li></ul><ul><ul><li>Notice small or gradual changes </li></ul></ul><ul><ul><li>Read verbal and nonverbal cues </li></ul></ul><ul><li>Acknowledging clues may bring change to surface </li></ul><ul><li>Mentors Challenge: Look for small signs of change and don’t get discouraged </li></ul>
  8. 8. Common Pitfalls <ul><li>Criticizing </li></ul><ul><ul><li>Instead: Find constructive neutral alternatives </li></ul></ul><ul><li>Giving advice </li></ul><ul><ul><li>Instead: Listen, feedback emotions/use empathy </li></ul></ul><ul><ul><li>Instead: Assist with the problem solving process by sharing, modeling and teaching </li></ul></ul><ul><li>Rescuing people </li></ul><ul><ul><li>Instead: Assist people in understanding their situation and with generating solutions </li></ul></ul>
  9. 9. Examples <ul><li>Statement: </li></ul><ul><ul><li>“ I’m worried about our group project. I don’t want to get an “F” if other people don’t do their part.” </li></ul></ul><ul><li>Feeling </li></ul><ul><ul><li>Scared, maybe angry and anxious. </li></ul></ul><ul><li>Typical Intervention </li></ul><ul><ul><li>“ Don’t worry. This happens every year and it always works out just fine.” </li></ul></ul><ul><li>Effective Response </li></ul><ul><ul><li>“ You seem very concerned about the consequences. Let’s talk about it. I want to hear exactly what is troubling you.” </li></ul></ul>
  10. 10. Practice <ul><li>Work together in pairs to work through the following scenarios. Report out to the group. </li></ul>
  11. 11. Scenarios <ul><li>Feeling, Typical Intervention, Effective Response </li></ul><ul><ul><li>“I think volunteering is a waste of time. It isn’t doing me any good and I don’t want to do it.” </li></ul></ul><ul><ul><li>“I am so overwhelmed with all the need in the world, I know I will not be able to make a difference.” </li></ul></ul><ul><ul><li>“I don’t know how to write about my experience, I am such a failure at everything.” </li></ul></ul><ul><ul><li>“People just don’t understand me. I try to get my point across, but I am always ignored.” </li></ul></ul>
  12. 12. It’s a Partnership <ul><li>Although you may be the perceived “expert” the mentoring relationship should not be a hierarchy, i.e. junior/senior or top-down </li></ul><ul><li>Information is shared rather than given </li></ul><ul><li>Expectations should be discussed for both parties </li></ul><ul><li>You will get a lot from the mentoring process </li></ul>
  13. 13. References <ul><li>Shea, G. (2002), How to Develop a Successful Mentor Behaviors. California: Crisp Learning. </li></ul>