Purpose-Driven Mentoring: How to Find, Pick, and Create Powerful Mentor Relationships
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Learning Objective: Assess successful mentoring techniques Mentoring is a mutually beneficial practice that provides opportunities both for the mentor and mentee as well as paying dividends for employers. Corporations have discovered that the act of implementing strategic mentoring results in great short- and long-term value. Mentoring creates collaborations, bonds, and buy-in like no other relationship process. This seminar will help you engage in, find, and benefit from mentoring programs. At the end of this seminar, participants will be able to: a. Identify strategic mentoring solutions. b. Examine the benefit of reverse mentoring. c. Explore successful networking strategies that connect people. d. Examine mentoring activities and suggestions that enrich the experience. e. Explore ways to identify and pair successful mentoring matches.
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Purpose-Driven Mentoring: How to Find, Pick, and Create Powerful Mentor Relationships
- 1. Dermawan Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Aenean commodo ligula eget dolor. Aenean massa. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Donec quam felis, ultricies nec, pellentesque eu, pretium quis, sem. Nulla consequat massa quis enim. Approved for Public Release
- 2. Purpose-Driven Mentoring: How to Find, Pick, and Create Powerful Mentor Relationships Victor Brown, IBM Distinguished Engineer Denise Evans, Vice President, IBM Donnie Harper, Senior Vice President, Federal Reserve Bank of Richmond Claudeliah Roze, Principal Systems Engineer, Raytheon Company Approved for Public Release
- 3. 2/22/2019 Denise Evans, Moderator Vice President, Marketing IBM Corporation Victor Brown, Presenting Panelist Distinguished Engineer, CTO IBM Corporation Claudeliah Roze Principal Systems Engineer Raytheon Company Donovan Harper Senior Vice President Federal Reserve Bank of Richmond Approved for Public Release
- 4. This seminar will help you engage in, find, and benefit from mentoring programs. At the end of this seminar you will be able to: a. Identify strategic mentoring solutions. b. Examine the benefit of reverse mentoring. c. Explore successful networking strategies that connect people. d. Examine mentoring activities and suggestions that enrich the experience. e. Explore ways to identify and pair successful mentoring matches. Approved for Public Release Objectives
- 5. Purpose-Driven Mentoring Begins With… . Approved for Public Release YOUR. PURPOSE.
- 6. Approved for Public Release JOY: When Purpose Drives Mentoring
- 7. Discovering YOUR Purpose: Can you answer the following? What Does YOUR Success Look Like To You? What Unique Talents and Skills do YOU Bring to the Table? What would YOU like To Be Different In Three To Five Years? What Obstacles Are YOU Facing? How are YOU currently preparing for YOUR next level? Source: Fast Company https://www.fastcompany.com/40543989/the-best-mentors-ask-these-8-questions Approved for Public Release
- 8. Definitions . Mentoring - a relationship between two people with the goal of professional and personal development Mentor - a trusted counselor or guide who shares knowledge, experience, and advice with a less experienced person, or "mentee” Advocate – someone who is willing to champion your progress and who will use his or her internal political and social capital to move your career forward within an organization For CEO’s in formal mentoring programs (Harvard Business Review 2015): 84% said mentors had helped them avoid costly mistakes Approved for Public Release
- 9. Strategic Mentoring Focus Areas Approved for Public Release • Commitment • Respect • Patience • Follow through
- 10. Reverse mentoring – a less experienced, possibly younger employee mentors an older, more established employee Key benefits: • Prioritizes wealth of experiences over age • Breaks down barriers of status and position • Introduces new ways to solve old problems • Different points of view drive a new way of thinkingApproved for Public Release
- 11. Networking strategies Every gathering is an opportunity to network and meet mentors/mentees. • Attend events that bring together people you would not normally meet • Virtual events count as well • Social media can be a source- LinkedIn for example • Don’t hesitate to ask someone you admire or respect to be a mentor • It doesn’t have to be someone in your area of focus • You need more than one mentor so look outside of the box • Remember: it is a learning experience – Not all results will be positive so learn from those too • First impressions are lastingApproved for Public Release
- 12. Mentoring activities that enrich the experience • Define rules of engagement and enforce them • Discuss your situation • Share your development plans and get feedback • Set achievable goals • What, when, and how will you achieve a goal • Create a list of options and discuss them • Have a plan and stick to it • Commitment is key for both the mentor and mentee • Time is precious so don’t waste it • Mentoring is an ongoing relationship. Treat it as such • Respect is a two way street • Ask the right questions • Listen, Listen, Listen • Rome wasn’t built in a day… Be patient • Follow through on every commitment Approved for Public Release
- 13. Pairing --- No not Bluetooth Finding a good mentor is like looking for a good friend. It doesn’t happen instantly so be patient. • Look for mentors with which you have common interests • Quantity and type of mentors depend on your needs • It really goes beyond work • You can learn a lot from people that aren’t in your area of expertise • Community is as important as the workplace • Be willing to share • When and how should a mentoring relationship end Approved for Public Release
- 14. https://www.inc.com/lee-colan/reverse-mentoring-the-big-benefits-to-learning-from-younger- employees.html https://www.forbes.com/sites/jasonwingard/2018/08/08/reverse-mentoring-3-proven-outcomes-driving- change/#32d5bdd38b51 https://hbr.org/2017/02/what-the-best-mentors-do https://hbr.org/2018/02/good-mentors-help-you-work-through-strong-emotions https://hbr.org/2017/11/what-mentors-wish-their-mentees-knew https://www.fastcompany.com/40543989/the-best-mentors-ask-these-8-questions https://www.fastcompany.com/90188135/these-are-the-six-things-the-best-mentors-never-do https://www.fastcompany.com/40540798/eight-essential-rules-for-first-time-mentors https://www.centerformentoring.com/articles http://www.vault.com/blog/job-search/7-steps-to-a-great-mentorship http://productivemag.com/23/what-it-takes-to-be-successful-at-mentoring https://hbr.org/2011/08/keeping-great-people-with-thre.html Four golden rules of effective menteeship https://www.bmj.com/content/354/bmj.i4147 Find yourself a mentor - https://www.bmj.com/content/330/7497/s170?int_source=trendmd&int_medium=trendmd&int_campaign= trendmd References and key links Approved for Public Release
- 15. 2/22/2019 Victor Brown, Presenting Panelist Distinguished Engineer, CTO IBM Corporation Denise Evans, Moderator Vice President, Marketing IBM Corporation Claudeliah Roze Senior Systems Engineer Raytheon Corporation Donovan Harper Senior Vice President Federal Reserve Bank of Richmond Your Questions? Approved for Public Release
Editor's Notes
- References https://hbr.org/2017/02/what-the-best-mentors-do https://hbr.org/2018/02/good-mentors-help-you-work-through-strong-emotions https://hbr.org/2017/11/what-mentors-wish-their-mentees-knew https://www.fastcompany.com/40543989/the-best-mentors-ask-these-8-questions https://www.fastcompany.com/90188135/these-are-the-six-things-the-best-mentors-never-do https://www.fastcompany.com/40540798/eight-essential-rules-for-first-time-mentors https://www.centerformentoring.com/articles http://www.vault.com/blog/job-search/7-steps-to-a-great-mentorship http://productivemag.com/23/what-it-takes-to-be-successful-at-mentoring https://hbr.org/2011/08/keeping-great-people-with-thre.html Four golden rules of effective menteeship https://www.bmj.com/content/354/bmj.i4147 Find yourself a mentor - https://www.bmj.com/content/330/7497/s170?int_source=trendmd&int_medium=trendmd&int_campaign=trendmd
- Source: Fast Company What Does Success Look Like To You? The beauty of this question, which is another version of asking about the protégé’s goals, is that it can be adapted for big-picture scenarios or specific situations, says transformation management consultant Christie Lindor, author of The MECE Muse: 100+ Selected Practices, Unwritten Rules, and Habits of Great Consultants. Asking what success looks like can refer to long-term goals and planning. However, when applied to a specific situation, it can help determine what the immediate priorities are for a project or situation, she says. What Is The Outcome You Want? Similar to the previous question about what success looks like, this question is effective for situations where there is more than one equally viable solution or course of action, says Jennifer Labin, principal at mentoring consulting firm Terp Associates, and author of Mentoring Programs That Work. When you start with the specific outcome you want, the best action to take becomes clearer. For example, if you’re having a conflict with a team member, the best solution will be different if you want to try to repair the relationship versus if you think it’s hopeless and just want to get away from that person. “If [the protégé] is facing a really complicated situation, that is often the best question you can ask to help them lift their head up and start to look at the situation from an entirely new angle,” she says. What Do You Want To Be Different In Three To Five Years? Fain likes this question because it focuses the protégé on a long-term outcome while focusing in on areas that may require growth or change. Since the business world changes at such a fast pace today, focusing on a shorter window—perhaps three years—still allows enough time for creative, aspirational thinking without the distraction of how different the workplace might be at that time. The answers may reveal how the protégé wants to grow, or fundamental changes they need to make in order to achieve their goals, she says. What Are The Obstacles You’re Facing? Mentors can be invaluable in providing insight to overcome obstacles, Fain says. However, protégés may be reluctant to share the challenges they are facing, or may not have really thought them through. Asking about them outright allows the mentor to explore the challenges with which the protégé is struggling, and also discuss the individual’s strengths and weaknesses in addressing them. “Most of us know where we are weaker, and yet we haven’t been able to address it. Identifying what the obstacles are is a really great place to start,” she says. What Can You Control? Labin likes this question because it shifts the focus from ruminating about factors that are beyond the protégé’s control and onto what they can actually do about the situation. You might not be able to change an unfair corporate policy immediately, but you may be able to find short-term answers to help you deal with it while you work on longer-term solutions. What Are The Options You’ve Come Up With? When faced with obstacles or challenges, Lindor expects her protégés to also have some idea of how they’ll address them. Even if the protégé is struggling with what the right answers are, having at least a few ideas ensures that the individual has given the matter some thought and isn’t just relying on her for answers. “I facilitate a conversation where I allow them to discover the answer in a safe space, and they can walk away and own the solutions,” she says. “I can fill in gaps or, depending on the person, I may trigger another thought [or] chain of thought.” Tell Me More “We’ve all heard that saying, ‘There are typically three versions of every story—your story, their story, and the truth,'” she says. While not technically a question, this statement prompts the protégé for more detail about what led them to form their opinions or helped them reach a conclusion. That can help reveal biases or blind spots that are affecting their judgment. With the benefit of some objectivity and another degree of separation from the situation, the mentor can help them expand their thinking and possibly find new ways of looking at a situation, she says. What Are You Reading? Lindor asks about interests, hobbies, reading habits, and other similar questions to get to know her protégés on a more personal level. Doing so helps give her a more holistic understanding of who they are as people, she says. That can be important in helping to guide them to the right answers and insight, she says.
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