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Mentoring_Brussels_2015

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Mentoring_Brussels_2015

  1. 1. Brussels, 04.08.2015 Peter D. Schellinck
  2. 2. Objectives Meeting 1 to 3: Deliverables §  Our  mentoring  rela.onship  is  voluntary   §  Mentor  can  teach,  not  just  do   §  Mentor  and  mentee  are  accountable  for  their  par.cipa.on   §  Mentoring  is  a  partnership  and  a  formal  long  term  rela.onship   §  Career  Mentoring   §  Responsibility  of  confiden.ality,  trust  and  respect   1.  What  is  it  that  you  really  want  to  be  and  do?   2.  What  are  you  doing  really  well  that  is  helping  you  get  there?   3.  What  are  you  not  doing  well  that  is  preven.ng  you  from  geEng  there?   4.  What  will  you  do  different  tomorrow  to  meet  those  challenges?   5.  How  can  the  mentor  help  /  where  do  you  need  the  most  help?   Resources   Meeting 4 to 8: Deliverables Mentor:   •  Peter  Schellinck     Mentee:   •  …     Sponsor:   •  ….     Iden.fy  your  needs  and  wants   Invigorate  to  consider  new  approaches  and   other  ways  that  could  be  useful  for  you   and  your  organisa.on   Innovate  by  developing  crea.ve  solu.ons   with  your  team   Integrate  your  goals  with  your  team   Implement  an  agreed  course  of  ac.ons  and   monitor  progress  to  a  successful   outcome   Self-­‐discovery  and  unleashing  as  yet  unrealised  poten9al:   •  Uncover  your  leadership  skills   •  Stay  connected  to  your  vision  so  you  can  easily  walk  the  path  to  success   –  in  leadership,  in  your  business,  in  your  community,  personally  and   professionally   •  Achieve  team  synergy   •  Discover  and  understand  “Emo.onal  Intelligence”   •  Manage  cultural/organisa.onal/workplace  diversity   •  Develop  long-­‐term  career  and  personal  goals  for  work/life  balance   •  Iden.fy  stress  factors  and  develop  appropriate  stress  management   strategies   •  Iden.fy  a  range  of  ongoing  professional/personal  development  op.ons   •  Meeting 9 & 10: Deliverables •  Taylor  made  closing  sessions     •  Networking  incl.  one  on  one’s  with  2  renown  Board  Members   Scope  :   •  Create  a  “gi  culture”   •  Start  with  specific  work  needs   •  Make  it  two-­‐way   Results  and  Targets            Goals         •  At  all  .mes  the  mentor  must  listen  with  intent  to  understand  rather   then  respond.   •  The  mentor  should  always  be  there  for  the  mentee:  one  –  on  –  one,   phone  and  email.   •  Secure  that  all  important  human  feeling  of  well  being.   •  Mastering  and  embracing  change   •  Thinking  like  an  entrepreneur   •  Managing  your  own  career   •  Promo.ng  yourself   •  Lifelong  learning  and  wisdom   Charter
  3. 3. Proposed Initiatives - Timelines Aug + Sept! 2012! 1 + 1 Meetings! Oct 2012! ! 1 Meeting! Dec 2012! ! 2 Meetings! Jan 2013! ! 1 Meeting! 1 Network! Mar + Apr 2013! 1 + 1 Meeting! Jun + Jul + Sept + Oct + Dec! 2013! 1 + 1 + 1 + 1 Meetings! 1 Network! Initiatives deployment, quick-wins identification & implementation" Target and Timelines Validation of Synergies" Mentoring" Architecture" Mentoring" Operations" Reaching " Goals" Closure" Install! Design! Design Pre Mentoring Phase! Design! Install! Install! Control! Control! Control !Install Core Mentoring Phase! Install! Review Day ! Design! Install! Closing Day ! Control! Testing! Monitor and adjust! Monitor and adjust! Reporting and Follow through! Monitor and adjust!
  4. 4. Mentoring Architecture Diagnostics Seed Mentoring DEPENDENCY Core Mentoring DEVELOPING Self Mentoring EMPOWERING Resilience Co - Network ShareEmotional Intelligence Network DevelopmentCognitive power Goals Schedule Social component Knowledge component Install! Testing!Design! Monitor and adjust! Control!
  5. 5. Phases of our mentoring relationship Beginning the relationship • Being consistent and reliable • Showing willingness to listen • Focus on doing things together • Being aware of own feelings about age, cultural and lifestyle differences • Being non judgmental • Reach out, being available • Being open and honest about what one can, can’t or have to do Building trust • Being patient • Expecting setbacks • Setting limits around the frequency and duration of visits and encourage to broaden network • Being involved, yet keep perspective • Continue to be consistent and reliable • Continue to treat as capable Testing the relationship • Don’t take testing personally • Reinforce limits, if necessary • Continue to respect and treat as capable • Reaffirm intention to remain in the relationship • Endorse interest Increasing independence • Point out the shifts in behaviour that one is observing and reinforce efforts to seek support from others if need be • Continue to support whilst encouraging independence • Expect some setbacks as a natural part of this stage Dependency Developing Empowering
  6. 6. Deliverables! Mentoring Programme! Core Mentoring DEVELOPING Seed Mentoring DEPENDENCY Self Mentoring EMPOWERING •  The dynamics between and the specific role of the CEO and president. •  Identifying success factors of the presidency concerning group dynamics, visualizing improvements and working out the process for improvement. •  Describing the government culture that suits best the profile of the mentee. •  Non executive and independent Board membership analysis. •  Net work meetings to cross check board functioning efficiencies. •  GRC awareness and mitigation. " •  Target, personality and timelines validation. •  The analysis of the functioning of the board and the different committees. •  The importance of good governance by setting goals and evaluating its functioning. •  The personal development plan of the mentee. •  The experience to date of the mentee as president of the council. •  Workload, experience and current skills analysis. •  Positioning the mentor as a mirror to the mentee. •  Self assessment, re-profiling and amended CV. •  Defining the skills of the mentee to become a successful CEO and MoB + addressing the gaps. •  The roll of ethics and social responsibility of executives in our changing environment. •  Progressing and converting mentee to mentor. •  Entrepreneurial finishing touch •  Identifying the best place in the social and business environment for the next step. •  Good governance activist and skillful network development.
  7. 7. Phases of relationship development Developing rapport and building trust Predictability and consistency Testing Establish confidentiality Goal setting Reaching goals Closeness Affirming the uniqueness of the relationship Ups and downs Closure Positive Gradual closure Contact arrangements • Getting to know each other • Developing a sense of relationship purpose Rapport building and direction setting • High mutual learning Progress making • Celebrating success • Moving on to new sources of learning Winding down • Infrequently as sounding board Continuing informally
  8. 8. Establish a relaxed, yet business like atmosphere Gain consensus on the purpose of the meeting Explore the issues from the mentee’s perspective Clarify and elucidate Challenge assumptions Stimulate analysis Draw on own experience Build confidence / motivation Agree options for action / consideration Agree actions by both partners Agree milestones Summarise Outline agenda for next meeting Conducting the mentoring meeting
  9. 9. What makes a mentor/mentee? Why be a mentor?
  10. 10. Mentor expectations ›  A patient listener and eagle-eyed ›  Inspires trust ›  Gives advice without dictating actions ›  Encourages independence yet offers support ›  Offers constructive criticism as well as compliments ›  Open and honest ›  A good role model through actions and words ›  Willing to spend time, reach out, and share ›  An effective intermediary
  11. 11. Mentee expectations ›  Asks questions ›  Willing to be mentored ›  Strives to give his/her best at all times ›  Accepts criticism graciously ›  Learns from mistakes ›  Has courage to try new things ›  Accepts responsibilities ›  Open and honest ›  Respectful and grateful ›  Listens, watches, learns, grows
  12. 12. Why Mentor? ›  Satisfaction in knowing you had an impact on someone’s professional and personal development ›  Develop leadership skills and build confidence ›  A link with“the younger generation” ›  Get a fresh perspective from your mentee ›  Increase productivity ›  Help develop your professional network ›  Receive recognition from peers and superiors
  13. 13. Why Mentee? ›  Have an ally to help you through many hurdles ›  Benefit from another persons experiences ›  Opens networks that would otherwise be closed ›  Life-long help with career advancement ›  Practice for being a good mentor
  14. 14. Mentoring program ›  My way of “Mentoring” desires to affect higher rates of stability and satisfaction in a changing business landscape that calls my mentee into new collaborative relationships and new systems of delivery. ›  Mentoring is an effort to integrate the formation dimensions of Spiritual development, Business development, Intellectual development, and Human development as the mentee moves into a new phase of her life.
  15. 15. Life flow mentee

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