Mentor Mentoring

7/30/2019 Mentor Mentoring

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WHAT IS A MENTOR

A Mentor, in the Historical sense, is seenas someone who :

is a loyal friend, confidant and advisor

is a teacher, guide, coach and rolemodel

is entrusted with the care andadvancement of another

nurtures a person of talent and ability

represents skill, knowledge, virtue andaccomplishment


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DEFINITION OF MENTORING

Mentoring is a collaborative,mutually beneficial partnership

between aMentor(who possessesgreater skills, knowledge andexperience) and aMentee(who is

looking to increase his or her skills,knowledge and experience).


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MENTORSHIP

A mentor is an individual with expertise

who can help develop the career of a

mentee. The mentor guides, trains, advises,and promotes the career development of the

mentee.

Two types of mentoring functions:Career

Psychosocial


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Helps attract and keep the mosttalented people.

Contributes to the pool of talentedindividuals for senior positions inyour company.

Reduces recruiting and training costs.

Reduces expensive turnover.

Why Mentoring


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Main THREE Brand Qualities Of A

Mentor

1. CHARACTER

2. BEHAVIOUR

3. ATTITUDE


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CHARACTER TRAITS

INTEGRITY

DISCIPLINE

DEDICATION


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BEHAVIOURAL TRAITS

INTERPERSONAL SKILLS

COMMUNICATION SKILLS

LEADERSHIP QUALITIES

STRESS AND TIME MANAGEMENT


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ATTITUDE TRAITS

WINWIN SITUATION

KEEP THE END IN MIND

POSITIVE ATTITUDE


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TO BUILD A SUCCESSFUL RELATIONSHIP

ITS IMPORTANT THAT THE MENTOR IS:

** Empathic

** Able to build trust

** Respectful

** Open minded and

** Responsive


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Help new employees learn our culture andinner workings faster.

Help newly promoted staff understand andfulfill their new responsibilities faster.

Increase communication and strengthen

employee bonds. Our knowledge base is shared and built on.

Mentoring develops future leaders

OUR ORGANIZATION GAINS

A good mentoring program can:


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Help newly promoted staff understand

and fulfill their new responsibilitiesfaster. Pairing a person who has justbeen promoted into a new positionwith a person who knows that role,helps the newcomer understandtheir role and provides theconfidence they need to

perform well.

OUR ORGANIZATION GAINS

A good mentoring program can:


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Personal Satisfaction People want to feelvalued for their skills, their knowledge andtheir experience. Given the opportunity toshare them with a person who activelywants them is immensely rewarding.

Job Satisfaction A common problem forlonger-term employees is a loss of job

satisfaction. The employee becomes stale, theeveryday routines mechanical. Mentoringreconnects mentors to their own sense of anddrive for job satisfaction.

THE MENTEES GAINS


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Must be willing to learn.

Must be able to accept constructive feedback.

Must be willing to stretch to try new thingsand take risks.

Must be able to identify short term and long

range career goals and accept that those goalsmay change. Assume full responsibility fortheir own development.

MENTEE'S RESPONSIBILITIES


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Assume full responsibility for theirown development.

Ask for the appropriate help. Speak opening and concretely.

Keep the big picture in view.

Respect the Mentors suggestions.

Express appreciation for assistance.

MENTEE'S RESPONSIBILITIES


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Every one of us is ultimatelyresponsible for our own career.

However, it can help tremendously tohave someone to talk with who canprovide a listening ear and share

what theyve learned about theorganization and the things thathelped them succeed.

WHAT DOES THE MENTEE GET


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The most valuable and important

assets mentors contribute are alistening ear and a differentperspective.

WHAT DOES THE MENTEE GET


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MENTORS RESPONSIBILITIES?

Helps the Mentee feel closely identifiedwith their professional environment.

Help the Mentee through difficult

situations. Build up the self confidence of the Mentee.

Establish clear, open, two waycommunication with the Mentee.

Be a source of information andencouragement.


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Provide career guidance.

Help develop creative and independent

thinking. Plan to commit to a one-year

partnership.

It takes a while to develop the trust andrapport necessary to begin working onidentifying goals and an action plan to

achieve them.

MENTORS RESPONSIBILITIES?


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Most importantly, mentors need tohave the desire to share what they

have learned during their careerswith their partner (the Mentee).

Mentors must be willing to spend

time with the Mentee to develop agood working relationship that istrusting and honest.

WHAT DOES IT TAKE TO BE A MENTOR?


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QUALIFICATIONS FOR A MENTOR

Strong interpersonal skills.

Organizational knowledge. Exemplary supervisory skills.

Technical competence. Personal power and charisma.


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Status and prestige.

Willingness to be responsible forsomeone elses growth.

Ability to share credit.

Patience and risk taking.

QUALIFICATIONS FOR A MENTOR


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STRONG

INTERPERSONAL SKILLS

Look for a person who talksand listens.


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TECHNICAL COMPETENCE

Look for a person who has skills

the Mantee needs plus skills in atleast one other technical or

professional area.


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SKILLS

Giving Feedback.

Appraising Performance.

Planning Performance.

Modeling.

Delegating.


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Planning Performance

Helping others set objectives, create

action plans, estimate resourcerequirements, and schedule time.

Appraising Performance

Observing anothers performance,evaluating it, and determining the

appropriate type of feedback.


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Giving Feedback

Providing feedback that clearly

reinforces desired performance orcoaches to improve performance toagreed standards.

Modeling

Demonstrating desirable techniques for

task performance.


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Delegating

Determining appropriate tasks tobe delegated to a person capable ofperforming those tasks; negotiating

agreement on the tasks to be per-formed, time for completion,authorities to be consulted,

and resources to be used.


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WHERE TO FIND A MENTOR

Outstanding performers in yourcompany.

Leaders in your professionalorganizations.

College alumni.

Referrals through friends.


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SIX ROLES A MENTOR MIGHT PLAY

Advisor

Explainer

Coach

ValidatorSponsor

Protector


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LIFE CYCLE OF AMENTORING RELATIONSHIP

Initiation

CultivationSeparation

Redefinition

wv

x

u


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PHASE ONE:INITIATION

Mentor gains satisfaction fromthe fact that a younger employee isactively seeing her/his advice, whileMentee gains a sense of importancefrom her/his mentors attention.

The focus is on building rapport &establishing realistic expectations.

u


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PHASE TWO:CULTIVATION

Often the period of greatestsatisfaction and mutual satisfaction.

Mentor & Mentee have settled into acomfortable working relationship.

The focus is on making progress

toward the obtainment of practicalgoals.

v


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PHASE THREE:SEPARATION

Point at which formal mentoringends. Mentee has outgrown theneed for the mentors guidance.

The relationship no longer fills theneeds of either party.

The focus is on ending the relation-ship in an amicable manner.

w


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PHASE FOUR:DEFINITION

Relationship grows beyond theMentor/ Mentee stage. The twoindividuals relate to one another asfriends and peers.

The focus is on redefining andadjusting to the newly definedrelationship.

x


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Action Steps

Attach time limits to each behavior. Repeat specific behavior until mastered.

Review all previous behaviors.

Advance to next most difficult behavior.

Measure and evaluate.

Keep records (preferably visual).

Reinforce through reward andpunishment.

Use visual reminders (pictures & charts).

Remember: ("A small goal is enough!").


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ADVICE FOR SAME-GENDER

AND CROSS-GENDER MENTORING

Keep relationship professional

Be sensitive to other peoples reactions

and potential rumors

Avoid perception of personal relationship

Meet in public venuesTransparency of relationship


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FOUR POTENTIAL DYSFUNCTIONS

IN MENTORING RELATIONSHIPS

Psychosocial Career-related

Bad intent

toward other

Negative

Relations(bullies, enemies)

Sabotage

(revenge, silenttreatment, career

damage)

Good intent

toward other

Difficulty

(conflict, binds)

Spoiling

(betrayal, regret,mentor off fast

track)


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Action Steps

List specific behaviors. Be as systematic as possible.

Rank the behaviors in terms of their

complexity or degree of difficulty. Rank the behaviors in terms of

chronological order.

Begin with the least difficult behavior.

Advance to a more difficult behavior.

Break difficult behavior down intoseveral smaller behaviors.


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PROBLEMS WITH CROSS-GENDER MENTORING

Most common form of business mentoring:

male mentor and male mentee.

Other forms:

Male mentor and female mentee (most

common)

Female mentor and male mentee

Female mentor and female mentee (rare)


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Mentor Mentoring

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