MENTORING

Paul Choi, Goldman Sachs

OUR ROUTE MAP FOR TODAY

Why Mentoring?What is Mentoring?The Mentoring RelationshipTools, Techniques, Best Practices

Why Mentoring?

WHAT CEO’s SAY CONTRIBUTED TO THEIR SUCCESS

WORKPLACE EXPERIENCES:

Formal management training 20% Being given challenging assignments 50% Broadening of experience via tasks 65%

Having a mentor80%

Development seen as most beneficial by high performers:

stretching assignments strategic insight exposure to top people

a mentor McKinsey War for Talent 1997

WAR FOR TALENT

What is Mentoring?

Provide protégés with the foundational skills necessary for their future success within their given career path / choice.

Develop a community of prospective future professionals and leaders who give the protégé an edge on his or her professional career, as well as inspire, motivate and enlighten the next generation of leaders.

“Mentors are those special people in our lives who, through their deeds and work, help us and inspire us towards fulfilling our potential”

David Clutterbuck & David Megginson 1997

MENTORING

MENTORING IS…

A partnershipConfidentialPositive development activityUnderstanding and trustTwo way learning relationship

WHAT’S IN IT FOR THE MENTOR?

Own development, rethink one’s own skills and techniquesOpportunity to be challengedExchange of good practiceImprovement of one to one skills Insight into relationship skills with other contactsSatisfaction at seeing someone else growReverse Mentoring

WHAT CAN A MENTOR OFFER?

A broader, more strategic view of the businessHelp in developing networksAn impartial view of the protégés capabilities and help with

development opportunitiesInformal discussion of career paths and optionsTalking through day to day issues

The Mentoring Relationship

MENTOR / PROTÉGÉ FROM HELL

Protégés (form two groups) discuss for 5 minutes what a mentor from hell looks like

Mentors (form two groups) discuss for 5 minutes what a protégé from hell looks like

Inte

nsi

ty o

f L

earn

ing

Building Rapport

Setting Direction Making Progress Moving On

Time

PHASES OF THE MENTORING RELATIONSHIP

BUILDING RAPPORT

Creating the right environmentGetting comfortable with learning / helping styleDeveloping a shared sense of purposeSharing valuesAgreeing the “contract”

SETTING DIRECTION

Jointly agreeing on specific goals and milestonesExploring commitmentBeginning the dialogue of how to achieve goals

PROGRESS MAKING

Each party adapting style to changing needsProviding challenge and supportBeing availableStretching ones’ own intellect and abilityReflective dialogue and insight

WINDING DOWN

Recognising when it is time to encourage independenceDiscussing openly when and how to move onCelebrating success

Tools, Techniques, Best PracticesFor Protégés

PROTÉGÉ DRIVEN LEARNING

Traditional Teaching

Information and knowledge flows from teacher to learner – agenda set by teacher

Teacher provides feedback based on extrinsic observations – aims to build skills

Teacher identifies and provides opportunities to learn

Direction of learning

One-way - from

teacher to learner

Mentoring

Protégé drives the relationship and the agenda, and uses mentor to refine ideas and strategies

Protégé reflects, makes intrinsic observations and discusses with mentor – mentor aims to help make significant transitions

Protégé seizes opportunities to experiment

Direction of learning

Two-way -pro-actively driven by protégé

PROACTIVE PLANNING: VISION

Things I Really Enjoy Doing

What Brings Me Happiness / Joy

The Two Best Moments of My Past Week

Three Things I’d Do If I Won the Lottery

Issues or Causes I Care Deeply About

My Most Important Values

Things I Can Do at the Good-to-Excellent Level

What I’d Like to Stop Doing or Do as Little as Possible

PROACTIVE PLANNING: CAREER DEVELOPMENT

1 Who am I?What am I doing now?What have I done?My motivation, my credentials?

2 Where do I want to get to?My visionWhat’s happening out there?My needs, my priorities?The options?

3 How realistic is this?What can I offer?What could stop me?Where are the gaps?

4 How do I get there?Intelligence gathering?Building my skills, knowledge, competencies?Key experiences?Networking?Profile and reputation?

PREPARING FOR REGULAR MENTORING MEETINGS

1 Issues remaining from previous meeting

2 Issues on which I need guidance or a different perspective

(prioritize in terms of importance)

3 Examples and documents to help illustrate what I mean

4 Ideas and options

Tools, Techniques, Best PracticesFor Mentors

GUIDED DISCOVERY

Help protégés find their own solutions rather than dictating the answers

Use questioning techniques to guide them in discovering their solutions

The GROW model of questioning: Clarify the goal Raise awareness Explore Options Way Forward

GROW: Review an Experience

Clarify the goalRaiseawareness

Explore options Way forward

G R O W

What were you trying to achieve?

What happened?

What did you do / what did you say?

What worked well?

What did you achieve?

What problems did you encounter?

What aspects had you not anticipated?

What, if anything, would you do differently next time?

What would you continue to do, or build on for next time?

What have you learnt from the experience?

What are the next steps?

Who can you enlist to support you?

What is the timing?

GROW: Explore an issue

What are you trying to achieve?

What is happening now?

Where do you want to be?

What have you done about it?

What is working well?

What are the obstacles?

Are shorter term goals needed to reach the end goal?

What options have you thought of?

What are the pros / cons of those options?

Where could you get additional information? How will that add value?

Who are the key players?

What are the next steps?

Who can you enlist to support you?

What is the timing?

Clarify the goalRaiseawareness

Explore options Way forward

G R O W

THE MENTORING MEETING

Establish a relaxed, yet learning like atmosphere

Gain consensus on the purpose of the meeting

Explore the issues from the protégé’s perspective

Clarify the goalRaiseawareness

Explore options

Way forward

Summarize and agree on next steps

G R O W

AFTER THE MEETING

Questions to check effectiveness of meeting : % of talking - 80% protégé ? who asked the questions? who found the solutions? who did the creative thinking?

Write up notes summarising the meeting: learning achieved actions issues for next session how well did the meeting run?

Tools, Techniques, Best PracticesFor Both Parties

CHECKLIST FOR FIRST MEETING

1 Introduction and Background

Share information on: Career history Current role and working relationships – boss, direct reports, peers,

clients, others Interests outside of work

2 Protégé’s Career and Development Goals

Where do you want to get to in your career? Where do you want to be in 3 years?

What are your strengths or enablers that might help you in getting there? What are your weaknesses or obstacles that might hinder your progress? What are the main areas you would like to focus on:

–For your current role?–In preparation for future jobs?

3 Mentor’s Helping Style

How would you like to help? (e.g. by providing feedback, sharing experiences, being a sounding board, brainstorming, guiding, coaching)

Prior examples of having helped someone develop

4 Expectations from the relationship

What will make this a satisfying relationship for both of us? What do we expect to learn from each other? How often will we meet? Who will take responsibility for arranging the

meetings? Do we want to set any ground rules? (e.g. confidentiality, honest

feedback, things to avoid, what we will tell others, etc.) How will we check if this is the ‘right’ relationship for both parties? How will we resolve concerns on either side? Do we believe our expectations match?

5 Next Steps What issues do we want to begin working with now? What do we do between now and the next meeting? When will we meet next? What will we cover in the next meeting?

KEY MESSAGES TO REMEMBER

Effective mentors talk 20% of the time or less Mentors should help protégés find their solutions Protégés should drive the relationship Meet regularly - at least once every 4-6 weeks “No fault divorce” – Review relationship after two meetings. If this is not

the right relationship, mentor should help protégé think through what he or she needs in a mentor

Maintain confidentiality, but do not guarantee it – Illegal / Unethical issues might need to be reported

Have clear objectives for each meeting and actions plans for between them

Meetings should ideally last 60-90 minutes. Put an extra half hour in calendar to allow for overruns

Deal with both short term problems and long term development Mentoring helps both parties

QSA Events Networking Events

Oct – Dec 2010

5 Oct

- Official Launch of QSA (P)

19 Oct - Mentor Protégé Program - Networking Gathering

2 Nov - Inclusion Recruitment Conference (M/P)

19 Nov - Movie Night- Prayers for Bobby

16 Nov

- Leo Burnett and FinS - The P!NK Dollar Survey

Nov / Dec - End of term party 21 Dec - Holiday Celebration

Jan – Mar 2010

Jan

- Q- Ta lk - Movie Night (TBC)

18 Jan - Business Showcase (TBC) - Networking Gathering

Feb - Q- Ta lk - Movie Night

15 Feb - Business Showcase (TBC) - Networking Gathering

Mar - Social Event - Semester Ends

15 Mar - Business Showcase (TBC) - Networking Gathering

Program Components10 Program Requirements for the Mentor / Protégé

2010 Program

1. 27 Oct - Training workshop pre- mentorship program - Hosted by Goldman Sachs

YES YES Team / Group ALL Mentors Protégés

- To help students make the most use of the program - Tips and advice on do’s and don’ts - Training by Big-Name Corporate Management

2. 2 Nov 2010 - Inclusion Recruitment Conference

Optional YES Face to Face

3. Oct-Dec - Career Development Planning for Protégé

YES YES E-Mentoring

4. 1st Semester - Work based training- one day program

YES YES Face to Face

OR Nov - Internship at Mentor's Company / Corporation - Tour Mentor's business offi ce

5 16 Nov Eve

- Social Networking - FinS Monthly / DROP

YES YES Face to Face ALL Mentors Protégés

6 20 Dec - Provide feedback on the eff ectiveness of the mentoring partnership via anonymous survey(s) - Provided by QSA / FinS

YES

YES E-mail to QSA / FinS

7 TBC Jan - Tour Protégé’s Campus - TBC-on Campus Activity / Exhibition

YES YES Team / Group ALL Mentors Protégés

# Date OR Due Date

Event Steps Mentor Protégé How Engaged

Program Components10 Program Requirements for the Mentor / Protégé

2011 Program

8 Jan-Feb 2011

- TBC / Attend experience sharing organized by QSA

YES YES Team / Group ALL Mentors

Protégés

9 Feb - UPDATE / Career Development Planning for Protégé

YES YES E-Mentoring

10 15 Mar - Evaluation Form - Mentors and Protégés

YES YES E-Mentoring

15 Mar - Graduation - Celebrate end of Program - Certificates / Gifts - FinS Event

YES YES E-Mentoring or Group

# Date OR Due Date

Event Steps Mentor Protégé How Engaged

1- Turn Off the Computer and Get Out and Meet People.2- Be Proactive Not Reactive.3- Be Specific About What You Want to Pursue, Being Vague Will Get You Nowhere.4- Make a First Great and Lasting Impression.5- Being Shy is not Going to Get You Anywhere.6- Tap Into the Strength of the Weak Concept- Those who know you the least will give you the strongest recommendations. The people who know you the best are going to be the least helpful.7- Stay Positive & Motivated There is great opportunity in front of you and you should take advantage.

Networking Principles