The document discusses when to consider coaching and mentoring programs. For coaching, it is recommended when developing specific employee competencies, improving underperforming talent, introducing new systems, or helping individuals acquire new skills. Mentoring is suggested for succession planning, developing diversity, more holistic employee growth beyond skills, retaining expertise from retiring staff, and balancing professional and personal development. The document provides examples of situations that warrant coaching versus mentoring approaches.

1. Mentoring Program

4. What will you Learn
1. What is Mentoring
2. Origin of Mentoring
3. Trends
4. Program Family
5. Benefits
6. Behavior & Traits Expected
7. Process
8. Ideas
9. Q & A

5. Definition
An experienced and trusted adviser”
…….(Oxford English Dictionary )
“A trusted counselor or
guide, tutor, coach”… …. (Merriam-
Webster's Collegiate Dictionary )

6. Origin of Mentor
• Mentor was a friend
and trusted
counselor of
Odysseus.
• When Odysseus left
for the Trojan War
he placed Mentor in
charge of his son
Telemachus.

7. Research
25% of Employees who had mentors
received a raise – versus only 5%
who did not have mentor.
Employees who received mentoring
were promoted “5″ times more
often than people who didn’t have
mentors.
 Now Imagine what Mentoring can
do for your career?

8. Famous Mentor Mentee
• Steve Jobs mentored Mark Benioff
CEO of Salesforce.com
• Andrew Carnegie mentored Charles
Schwab (first president of US Steel)
• Bill Gates was mentored by Dr. Ed
Roberts creator of Altair 8800
• Marissa Mayer currently Yahoo CEO
was mentored by Larry Page & Sergey
Brin

9. What is Mentoring Program
Connecting two people
where the experienced
person provides
SUPPORT, ENCOURAGEMEN
T and GUIDANCE for a
subject.

10. Three Spokes of Program
• Mentee :
–New TM Members
–Experienced TM Member
• Mentor
• Club
?
Sharing Knowledge & Experience

11. Benefits - New Mentee
Why should I take up Mentoring ?
Ease of Transition: +++++++
1. Learn the Program
2. Learn Club standards and customs
3. Develop Confidence – “ Big Brother”
4. Participate more – “Cheer Leader”
5. Quickly learn communication skills
6. Deliver Ice Breaker
7. Grow your Network – “Referral”
8. Agree on SMART Objectives – “Measured”

12. Benefits - Experienced Mentee
Developing Special Skills:
1. Refine skills
 Contest Time: Body Language, Pronunciation
 Speech Content; Delivery
2. Learn New skills
 Humour, Voice modulation

13. Benefits – Mentor
WIIFM
1. Learn from Mentees
2. Remain Productive
3. Do something for others
4. Receive recognition – club level
5.Sharpen skills
6.Reverse Mentoring
Remember:
“Teaching is twice Learning”

14. Benefits – Club
What is club’s benefit ?
1. Increase membership – (how)
2. Satisfied members
3. Retain members
4. Better Participation
5. Quality meetings
6. Achieve Goals faster – “DCP”
7.Result : Better than the Best
club – “Brand”

15. Qualities of Mentee
How should I behave ?
• Eager to learn
• Receptive – “Hungry”
• Interested
• Open to new ideas - Risk
• Loyal & Committed
• Gratitude

16. Qualities of Mentor
1.Time: Available
2.Empathy: Patient; Sensitive;
Respectful; Listener
3.Flexible & Willing
4.Supportive of the club
5.Knowledgeable
6.Confident

17. Mentoring Process – 1
What would Mentor do ?
1. Agree on Objectives and Time
2. Time with the new members
3. Orient the new members to club customs and
procedures
4. Explain how to initiate
5. Make Mentee aware of resources
6. Discuss Mentees Vision in TM (what & why)
7. Align your mentoring with his Vision (S/L)
8. Help with the ice breaker
9. Provide positive feedback
10.Explain responsibilities

18. Mentoring Steps -2
What would Mentor do ?
1. Help with speeches and other
assignments ( Inside & Outside Club)
2. Share how you benefitted
3. Invite Mentee to other events
4. Acknowledge progress – “Feedback”
5. Explain officers duty - DTM
6. Explain Speech Contest
7. Describe the TMI organization

19. Mentoring Senior TM
• Agree on
– Objectives ( Skill and Techniques)
– Milestone
– Time
• Feedback

20. Mentoring
Common Questions
• How Many Mentor: Recommended not more
than 1 - 3
• Who can be Mentor : You can be a mentor, think
of someone who inspired you, An experienced
TM
• Who should choose: Excom, You or Referral
• Excom: IPP is your Mentor; AG; DG
• When should you get mentor: Now is the right
time

21. My Message
• Discover your Mentor:
 TM
 Career
• Have more than one Mentor
• Excom: Create Mentor pool
• Excom: Assign mentors to members (inside +
Outside)
• Reverse Mentoring
• Insight: You may be asked questions you
may never have asked yourself ?

22. Q & A

23. Be the First to Recommend
• Go to LinkedIn
• Go to Interest and click on Companies
• Click on Companies Home and Enter
“Sales Gyan”
• Click on Product and click on
Recommend

25. • When a company is seeking to develop its employees in
specific competencies using performance management
tools and involving the immediate manager
• When a company has a number of talented employees
who are not meeting expectations
• When a company is introducing a new system or
program
• When a company has a small group of individuals (5-8)
in need of increased competency in specific areas
• When a leader or executive needs assistance in
acquiring a new skill as an additional responsibility
• When to consider mentoring:
• When a company is seeking to develop its leaders or
talent pool as part of succession planning
• When a company seeks to develop its diverse
employees to remove barriers that hinder their success
• When a company seeks to more completely develop its
employees in ways that are additional to the acquisition
of specific skills/competencies
• When a company seeks to retain its internal expertise
and experience residing in its baby boomer employees
for future generations
• When a company wants to create a workforce that
balances the professional and the personal
• When a company is seeking to develop its leaders or talent
pool as part of succession
planning
• When a company seeks to
develop its diverse employees to
remove barriers that hinder their
success
• When a company seeks to more
completely develop its employees
in ways that are additional to the
acquisition of specific
skills/competencies
• When a company seeks to retain
its internal expertise and
experience residing in its baby
boomer employees for future
generations
• When a company wants to create
a workforce that balances the
professional and the personal

26. • When to consider coaching:
• When a company is seeking to develop its employees in specific competencies using performance
management tools and involving the immediate manager
• When a company has a number of talented employees who are not meeting expectations
• When a company is introducing a new system or program
• When a company has a small group of individuals (5-8) in need of increased competency in specific
areas
• When a leader or executive needs assistance in acquiring a new skill as an additional responsibility
• When to consider mentoring:
• When a company is seeking to develop its leaders or talent pool as part of succession planning
• When a company seeks to develop its diverse employees to remove barriers that hinder their
success
• When a company seeks to more completely develop its employees in ways that are additional to
the acquisition of specific skills/competencies
• When a company seeks to retain its internal expertise and experience residing in its baby boomer
employees for future generations
• When a company wants to create a workforce that balances the professional and the personal