Mentoring
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Mentoring involves a well-defined relationship between an experienced mentor and a less experienced mentee, where both parties understand the mentee's goals and the mentor's role in helping achieve them. Key aspects of mentoring include an ongoing relationship focused on the mentee's development, agreed upon goals and timeline, and responsibilities for both the mentor to provide guidance and the mentee to consider advice and take action. Mentoring is not a single brief meeting, training, or daily assistance, but a committed relationship where the mentor uses their experience to help the mentee progress toward their career or professional goals.
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The document outlines an STM Mentoring Programme from 2017. It includes:
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3. The program matches mentors and mentees, supports initial meetings, evaluates outcomes, and provides resources to facilitate the relationships. Common pitfalls include unclear expectations and boundaries.
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The document outlines the objectives and deliverables of a mentoring program over multiple meetings. The program aims to help mentees with career mentoring, self-discovery, developing leadership skills, and long-term career goals. Mentors will provide guidance in areas like emotional intelligence, stress management, and professional development. The relationship will progress from an initial dependency phase to the mentee becoming empowered and able to self-mentor. Meetings will address challenges, validate goals, and monitor progress towards successful outcomes.
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The document provides guidance on establishing and maintaining an effective mentoring relationship. It defines mentoring and differentiates it from coaching. It outlines the qualities of a good mentor, including being approachable, supportive, and willing to learn. It also describes the skills needed, such as communication, broadening the mentee's horizons, and being a role model. The document then explains how a mentoring program works, highlighting the importance of establishing clear expectations, goals, and guidelines in the initial meetings. Potential pitfalls and outcomes of successful partnerships are also reviewed. Next steps outlined are for the mentor and mentee to arrange their first meeting and agree upon objectives and a timeline.
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Mentoring
- 1. Mentor this
- 2. What is mentoring Mentoring is a well-defined relationship that includes metrics that reflect the goals of the mentee. Both parties should clearly know what goals the mentee wants to accomplish, what the mentee plans to do, and how the mentor will help the mentee. Each person in this relationship has responsibilities and commitments
- 3. What is mentoring • The relationship: The person with more experience guides the less experienced person • Ongoing relationship • Relationship is focused on the protégé • How long will the mentorship last? • What are the protégé’s goals? • What ideas does the mentor have to help the protégé achieve the goals?
- 4. Metaphor • An SLA (Service Legel Agreement) • Don’t waste support calls on small daily issues • Call in when there’s a serious issue
- 5. Example • Robin and Pat decide on a mentorship • Robin is mentor, Pat is the protégé • Pat’s goals: • Obtain management position at current company • Pat’s responsibilities • Consider advice from Robin • Take the action(s) required to achieve goal • Keep notes for retrospective • Robin’s responsibilities • Use your experience to
- 6. Example • Pat is focusing on every day tasks • This may be immediately helpful, but is it at the expense of the larger goals?
- 7. What mentoring isn’t • Meeting for coffee • Training or tutoring • Pair programming • Sharing/Information exchange • Tinder! • Boss-Employee* • These relationships can have value outside of a mentorship This Photo by Unknown Author is licensed under CC BY- SA
- 8. What mentoring isn’t • Teaching the protégé a technical skill • Focusing on day to day tasks and goals • A single session
- 9. What mentoring isn’t • Why it is important to properly define the relationship • Protégés might not get a full mentored experience • Bad experiences • Mentors can claim achievements they haven’t accomplished
- 10. Tips for mentors • If protégés had your experience they wouldn’t need you • They are not a mini-me • Keep a written journal of the protégé’s progress
- 11. Tips for protégés • Be prepared to discuss what is and isn’t working strategy-wise for your career • Be prepared to listen to advice and criticism • Keep a written journal of your progress
- 12. Tips • Mentoring doesn’t have to be in person • Skype or video chats • Old fashioned smart phones • Compare progress notes
- 13. Mentors can also be protégés Protégés can also mentor
- 14. Finding a mentor • Ask your coworkers, manager, and company’s HR department • Your company may have a program • Look at social networking sites for people who offer mentorships • Join technical or career related email lists • WIT lists • Language lists • Advertise that you are looking for a mentor • Ask
- 15. Won’t you be my mentor? • Email or contact the person you would like to mentor you • Ask them to mentor you. Include details such as: • A loose definition of what you want to get out of the mentoring relationship • How often you would like to meet • When you want to achieve goals • Career elements you want to work on
- 16. Offering a mentorship • Social Networking • Where you feel comfortable posting • Blog, Twitter, Facebook, Linked-In • Announce during conference talks • Announce on professional and targeted email lists • Announce on company intranets and boards
- 17. Potential Issues • Employer-employee • Friend-friend • Parent-child • Family-family • https://prod.wp.cdn.aws.wfu.edu/sites/35/2018/03/Mentoring- Agreement-Form.pdf
- 18. When to end a mentorship • Ending a mentorship isn’t always negative! • Protégé has achieved their goal(s) • Don’t forget to celebrate • When the mentorship expires • You can renew it • Protégé isn’t making progress • Mentor is ineffective • Protégé refuses the vast majority of advice • Misconduct on part of either party