What / who is a mentor? What / who is a mentee? Is mentoring for everyone? Do you need a mentor now? Why or Why Not? Can anyone be a mentor? Why or Why Not? Have you ever been a mentor? Or had a mentor? Tell us about those experiences? How did the relationship begin? How did the relationship evolve? What role did (does) your mentor play in your life? What does this require from Mentors? What does the require from Mentees?
Honesty and Emotional Maturity Interpersonal, Communication, and Feedback Skills Knowledge of the Informal System and the Big Picture Technical Competence Passion to Develop Others Proactive Problem Solving Commitment to investing time and effort to make the mentoring relationship work What else???
Open to input, advice, counseling, coaching, and general help What is it that you can provide you mentee? Insight, New Perspective, Access Why is mentoring important? Why do mentees seek you out Growth and action oriented Accepting of feedback Accountable for their own learning and development Committed to investing time and effort to make the mentoring relationship work What else???
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Mentoring Overviewfor Company ABCSharing Lessons from OurBest Client Experiences: Martin McLaughlin December 14, 2011 1
Not Evaluative, but Developmental• Mentoring is a confidential relationship in which learning and experimentation can occur, skills can be developed, and in which results can be measured in terms of competencies gained and objectives achieved.• Mentors are influential people who significantly help you reach your major goals – benefiting the individual and the organization. Mentors are trusted and experienced teachers and counselors who help and guide another individual. Mentors accelerate the rate at which an Mentee learns. 2
Mentoring Guiding Principles (Our 10 Best Ideas)• Be Authentic (and Vulnerable)• Expand Mentoring Over a Life-Time (Balance Formal and Informal)• Change Perspective Prior to Changing Behaviors• Use a Mentoring Model to Sustain Momentum• Manage Comfort Zones and Manage Meetings• Act as Your Mentee’s Brand Manager• Focus on Passions, Greatness and Stretch Goals• Facilitate Discussions, Don’t Solve Problems• Transition Mentoring Speak into Mentoring Action• Act Consistent with Your Brand Identity 3
Be Authentic (and be Vulnerable) Don’t try to be anything or anyone else!!• Passion to Develop Others• Commitment to Investing Time and Effort• Honesty and Emotional Maturity• Interpersonal, Communication, and Feedback Skills• Technical Competence• Proactive Problem Solving• Open to Learning and Open to Networking 4
Mentoring Lifecycle Knowing How / When to Expand or Terminate a Relationship Informal Personal Functional or Networks Technical TP 4 Career Path TP 3 AssimilationProcess ofDevelopment TP 2 Formal TP 1 Internal External Mentoring ResourceObjective •Accelerate Learning •Accelerate Development •Gain/Retain Expertise •Expand Reach/InfluenceNeeds •Fit in Culture •Career Development •New Challenges •New ExperiencesRelationship •Buddy/Sponsor •Mentor •Technical Expert •Learning CommunityTransition •New Environment •Career Selection •Leveling Process •Community Outreach 5
Change Perspective Prior to Changing Behaviors From Transactional to Transformational• The Mentoring Walk – Coach – I walk behind, evaluate, and correct – Mentor – I walk next to you, share, and engage – Counsel – I walk in front of you to expose risks• Ownership and Accountability for their own learning, development, career• Change your Mentee’ conversation from “what can you do for me” to “what can I do for you”• Access (Experiences, Network, You) 6
Phases of Mentoring – Getting Started Getting Started (again)Reflecting and Planning andRepositioning Committing Getting Mentoring Focusing it Done Processes on YouCoaching and Implementing Refining and Observing Gaining Perspective 7
Getting Started – Mentee Asking for Help• Is it easy for you to ask for help? Receptive Active Listening Talking Observing Assertive Supporting Comfort Zone Leading• Why or why not? 8
Getting Started – Meeting Management• Before the Meeting: – Have agreed upon objectives and agenda – Have agreed on time and place to meet – Prepare your own process/questions you will ask, etc.• During the Meeting: – Stay on topic but be flexible – Use appropriate mentoring skills – Set next meeting date• After the Meeting: – Follow up appropriately (DWYSYWD) 9
Passions, Greatness, and Stretch Goals•How do your life / career goals stack up? Find the Passionate Expert within Your Mentee What Are What Can You You Passionate Be Best At? About? What Goals Will Guide me to Greatness? 10
Facilitating Discussions to Gain Perspective• Focus on Solving the Right Issue through Open, Focus, Close P L A N N I N G Open Invites ideas, explores options, identifies problem, etc. Divergent Thinking - anything is possible Focus Clarify information, combine ideas, and rank issues Convergent Thinking - It’s time to come together Close Reaching consensus and developing action plans 11
Mentoring Skills – Effective Feedback to Gain Perspective Giving & Receiving Effective Feedback Mentor Mentee• Be Specific• Identify Behaviors Understand It• Provide a Recent Example• Be Descriptive, Not Evaluative• Describe Both Strengths and Weaknesses Accept It•Provide Time to DiscussFeedback• Relate Feedback to BehaviorThat Can Be Changed Do Something•Focus on 1 or 2 Key Areas at a About It Time 12
Mentoring Skills – Staged Approach to Getting Things Done Action Who By When Status Comments (Mentee/Mentor) (Prioritize)Ob 1.se 2.rve 3.Pa 1.rt 2.ic 3.ipa 4.te 5.Co 1.nd 2.uct 3. 13
Act Consistent with Your Brand Identity• Act like the CEO of You Inc. and your mentor is your brand manager.• Act like it is your first day on the job everyday.• Act like everything thing you say and everything you do either builds your brand or detracts from your brand…because it does.• Act as the most important value contributor to the organization, because you are.• Act like an adult, but ask questions like a kid.• Act like you are the CEO of First Impressions.• Act like you love what you do…better yet, find something that you love about what you do and build on it.• Act in your functional role, but get closer to the revenue of your organization. 14