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THE FIRST 100 DAYSPractical webinar topics to enhance your mentoring conversation.

WELCOME

Welcome:

Amanda and Morgan

Mentees AND Mentors

Partnerships (for those of you online today)

Your tour guide today:

Gilly Johnson

Education, Sport, Defence Force, Business (and dairy-beef farmer … that’s a story for another day)

18 years in business, with 15 of these dedicated to mentoring

Worked across Australia with individuals from graduates to senior executives, across all types of industries and professions

My passion: encouraging you to make the most of a mentoring opportunity by learning togrow and develop great mentoring conversations and relationships.

© AUSTRALIAN MENTOR CENTRE, 2004 - 2018. 2

TODAY’S MENU

Engaging in the webinar – don’t sit back there and check your emails

Linking this webinar to YOUR mentoring relationship

Connects to your experiences to date AND what’s coming next for you

First 100 Days Webinar - unplugged:

Mentoring 101 - understanding the fit for mentoring in the workplace

Mentoring Roles - identifying the steps to being a great mentee and mentor

Partnership Tactics - learning how to create and sustain a successful mentoring relationship

Conversation Frameworks - creating meaningful mentoring conversations

Managing Risks - managing the risks of a formal mentoring partnership

First 100 Days - setting your mentoring partnership up for success


ENGAGING IN THE WEBINAR

Don’t be shy – be involved as this helps us to share our learning and be more interactive.

Activities include:

Content information

Chat discussions

Polls

Personal reflections

Actions to take forward

So – we’d love it if you would:

Mono-task

Contribute

If we have an IT problem – sit tight!


THE PATTERN OF A MENTORING PARTNERSHIP

The first hundred days was a term coined by President Franklin D Roosevelt on 24 July 1933 in a radio address. He was actually talking about

the 100 day session of the United States Congress and not the first 100 days of his administration, as

it has widely become known.


Middle 200 days

THE FIRST 100 DAYS PROVIDES OPPORTUNITIES TO …

Clarify your understanding of mentoring

Gain clarity on the mentee and mentor roles

Identify how to create a great mentoring partnership

Learn about frameworks that can help your conversations

Troubleshoot any mentoring partnership risks

Set your partnership up for success in the long term


LET’S START WITH YOUR QUESTIONS …


MENTORING 1O1 – LET’S DELVE A BIT SHALL WE FIRST?

Let’s start with this …


EXPLORING MENTORING DEFINITIONS …

‘Mentoring in the workplace is a form of personalised learning – one where the mentee, under the umbrella of the focus of a program, charts their own development pathway. Mentors offer an out-of-the reporting line ‘safe space’ for mentees to reflect, explore, grow, learn and develop.’ (Johnson, 2018)

‘Mentoring is off-line help by one person to another in making significant transitions in knowledge, work or thinking.’ (Megginson and Clutterbuck, 1995)

And one of the important aspects about mentoring is ...

‘The quality of the relationship, whether it is informal or part of a formal programme, is the critical factor in relationship success.’ (Ragins, Cotton and Miller, 2000)


WHAT THE LITERATURE SAYS …

‘… out of the reporting line …’

‘… formal in the sense that it is part of a structured program – there is both organisational purpose and relationship purpose …’

‘… one where the power and authority of the mentor are either irrelevant to the relationship or are purposefully “parked” by the participants; where the experience gap rather than the status gap drives the processes of learning and career management …’

(The Situational Mentor, Clutterbuck & Lane, p43)


THE FIT FOR MENTORING...


YouMentoring

Training

Managing Coaching

Supervising

Counselling

70:20:10 AND MENTORING ...

"Mentoring is a brain to

pick, an ear to listen,

and a push in the right

direction."

- John Crosby

(Image source: http://sustainability.baxter.com)


http://sustainability.baxter.com/

Mentoring is given different meanings in different contexts.

It is often used to cover almost any form of help given by one person to another.

My current concept of mentoring is: where two people develop a trusting relationship with regular interaction, and one, by listening and questioning,

makes use of experience to assist the other, particularly to learn skills and generally to develop

more ably and quickly.

(Bernard Teague, AO, 2008,

To develop a systematic approach to mentoring for the Australian judiciary -Armenia, Italy, France, Belgium, Netherlands, U.K., Ireland, Canada, USA; Churchill

Trust Scholar)

https://www.churchilltrust.com.au/media/fellows/TEAGUE_Bernard_2008.pdf

© AUSTRALIAN MENTOR CENTRE, 2004 - 2018.

HOW WE ARE THINKING ABOUT MENTORING …

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http://us.123rf.com/450wm/joingate/joingate1405/joingate140500050/28220119-selection-of-

handdrawn-elements-and-typefaces-with-messages-about-ideas-and-blue-sky-thinking-in-a-s.jpg?ver=6

https://www.churchilltrust.com.au/media/fellows/TEAGUE_Bernard_2008.pdf

A QUICK PAUSE IN ACTION …


MENTORING ROLES –MENTEES & MENTORS …



MULTIPLE RELATIONSHIPS IN MENTORING

Mentee

Mentor

Manager

Mentoring Program Coordinator


Consider:

• Confidentiality

• Codes of Conduct

• Existing relationships

• Existing policy & protocol

• Organisational expectations

• Behaviour and values

WHAT MENTORS WANT FROM MENTEES …

‘I expect the mentee to have some clear ideas of what they would like to gain from the relationship (eg. Some defined questions or topics they would like to cover) and to be

organised enough to schedule and attend meetings on time.’

~

‘Mentee needs to have at least some idea about areas they need to talk through, and how they would like to manage the relationship.’

~

‘My expectation is for regular meetings throughout the course of the year. These would be a structured but informal discussion of the current issues they are facing as well as their

professional plans for the future. Respect and trust from both sides. Listening from both sides; honest sharing and open conversations.’

(‘What Mentor’s Want’, Mentor Responses, 2011)


GOOD MENTEE PRACTICE … Identifying your areas of focus – your mentor can help you to clarify these

Preparing for mentoring conversations – making contact prior to a conversation

Following through – taking action on points raised and agreed actions

Maintaining commitment – it’s your career – it’s your opportunity

Providing feedback– sharing your growth and development

Staying connected – even when time and workloads make it challenging

Being open - embracing and cultivating new ideas, attitudes and ways of thinking

Maintain confidentiality and privacy of conversations **


STRATEGIES FOR SUCCESS ...

To ‘solidify’ your learning – this is a great article for mentees:

Making Mentoring Work for You – 10 Strategies for Success


WHAT MENTEES WANT …

‘Good listener –doesn’t make it about “them”.

Good empathy and can see things from other’s perspectives;

easy to approach; non-judgemental.’

‘Someone that I can actually learn from and help change certain thinking processes.’

(‘What Mentee’s Want’, Mentee Response, 2011)


WHAT MENTEES WANT OF MENTORS ...

Use your experience to provide guidance and advice.

Demonstrate commitment through your accessibility, quality time, active listening and reflection (engagement!).

Be open and frank—demonstrate effective communication.

Balance listening and advice – avoid ‘leaping’ in too quickly with answers/advice –‘listen with the intent to understand’

Share your resources to help us develop our skills.


Ment

or Listening

Questioning

Responding


CORE SKILLS AS A MENTOR …

Listening with the intent to

understand not to

respond.

Using your experience to

ask deep questions that

elicit reflection and

challenge your mentee.

Responding in a way that

keeps the conversation

about the mentee.

CLARITY OF ROLE


YouMentoring

Training

Managing Coaching

Supervising

Counselling

Remember that you may hold

multiple roles at the same time.

Each role shares qualities such

as communication skills,

interpersonal skills, content

expertise, empathy, relationship

building etc.

What changes is the focus,

reason, scope, boundaries,

expectations, outcomes, reporting

and assessment requirements of

each role.

23

Accepting that this is not a managerial or formal training relationship so there is lesshierarchy and formal direction – you are not responsible in an operational sense for yourmentee

Understanding that this is a confidential relationship between you and your mentee but stillwithin the Codes of Conduct of your organisation

Using a Mentoring Partnership Agreement to set the direction and course of your partnership

Helping your mentee to focus on both their day to day needs and future development needs– encourage them to take up the opportunity to explore and prepare for the future


PROTOCOLS THAT WILL ASSIST YOU INCLUDE …

To ‘solidify’ our learning – we encourage you read this article:

Mentoring to Develop Strategic Leaders

STRATEGIES FOR SUCCESS ...


AND A BIT ABOUT DISTANCE …


A QUICK PAUSE IN ACTION …


PARTNERSHIP TACTICS–WE NEED TO DO WHAT?



Selection & Matching

Meeting your partner

Getting to know one another

Agreeing on a focus

Setting up logistics

Meeting on a monthly basis

Intentional mentoring

conversations

Celebrating progress

Winding up & next steps


WHAT A FORMAL PARTNERSHIP LOOKS LIKE …


THE SUCCESSFUL PARTNERSHIP HAS ...

Progress | Growth

Mutual Esteem

Social Congruence

Safety in Conversation

Physical Commitment

Hierarchy of Mentoring Needs

30

Mentoring Partnership

Agreement

Mentee Areas of Focus

Partnership Health Checks

YOUR TOOLS …

Your Mentoring Hub has a range of tools to help you to build and maintain your mentoring partnership.


GAINING AGREEMENT …A Mentoring Partnership Agreement (MPA) helps a

mentoring partnership to have:

Purpose

Shared expectations

Agreed ‘logistics’

Boundaries and confidentiality

Measurable goals/areas of focus

Shared values

Roles of others

Methodology of monitoring

Commitment to one another

Your MPA sets the scene for your unique partnership!


SOME THOUGHTS FROM OTHER PARTNERSHIPS …

Partnership Tips

If you need to cancel – reschedule at the

same time

Get a standing meeting in the diary –

don’t worry if you don’t know what

you’re talking about

Walk and talk – get out and exercise while having your mentoring

conversation

Go to an event together – eg.

leadership breakfast

Use a semi-formal agenda – have some

guide points

Use email in between – it’s a great way to write in more depth

and have time to reflect in between

conversations


Your mentoring focus areas could include:

• Personal (confidence in …)

• Job Role (competent at …)

• Professional (positioning for …)

• Career (identifying next steps …)

• Industry (connecting to …)


IDEAS FOR MENTEE FOCUS AREAS …

FocusPersonal branding

Technical skills

Leadership Influencing

Communication

Confidence

SO WHAT DO YOU WANT TO WORK ON?

When you look forward to the next 12 months what areas do you want to grow and develop in?

Personally?

Professionally?

Work environment?

Skill based?

Experience level?

Leadership?

General support?

There are a range of tools to help you ...


The PLUS means thinking about innovative activities such as:

Creating a personal resource library (eg. articles, texts, websites, blogs, thought leaders ...)

Growing your personal brand eg. online brand via LinkedIN

Rehearsing a difficult conversation and then debriefing this (lessons learned)

Identifying opportunities for direct ‘observation in action’ and review (workplace visits)

Attending an event together eg. Leadership breakfast

Identifying someone ‘hard to meet’ and meeting them

Networking with other mentoring partnerships

Inviting a guest speaker to a mentoring conversation

Reviewing documents such as resumes to assess your ‘written’ personal brand

Reviewing desired position descriptions and identifying developmental opportunities

Be creative when thinking about actions that support your ambitions!

ACTION PLUS IDEAS IN PARTICULAR …


CONVERSATION FRAMEWORKS–THAT SOUNDS LIKE A PLAN!



BALANCING THE CONVERSATION …

ReactiveThis is happening now ...

‘Expectations only partly met.

I was surprised that many of the issues my mentee wanted to

discuss related to day to day tensions in the office, rather than longer term career positioning.’

(Mentor)

Proactive

What does this mean for the future?


FRAMEWORKS TO ASSIST

GROW Framework

Goal

Reality

Options

What/Will (future)


Egan’s Skilled Helper Model

https://au.pinterest.com/explore/six-thinking-hats/

http://www.gla.ac.uk/media/media_414500_en.pdf

Ask yourself four questions:

What would I like to discuss about this topic? (Conversation)

What actions could I do that would help me develop? (Action)

What new learning or development might be useful? (Research)

What results will help me to measure/identify if change/growth has happened? (Results)


GOING INTO A LITTLE MORE DETAIL …

Conversation ActionResearch/New

LearningResults

Career planning

Personal branding

Transition to leadership

Emotional intelligence

Influencing others

Networking

Challenging conversations

Working with different personalities

Making the transition from small business to corporate

Transition to management/first supervision role


LET’S TAKE SOME TOPICS …

HERE’S SOMETHING WE PREPARED EARLIER FOR YOU!


MANAGING RISKS – I DON’T LIKE THE SOUND OF THAT?



OVERCOMING CHALLENGES …

What challenges do you think you might face this year?

I didn't feel I could be completely honest about my teething problems in the workforce.

Time management and maintaining contact.

Finding activities to propose to the mentor.

I didn't feel I gained what I thought what I should. Whether or not, this is a result of me not putting enough in could be a sincere possibility!

Too busy to find the time.


Partnership Agreement

1 month

3 months

(First 100 days)

Mid point touch base

Final 50 days

End point/wrapping

up


KEEPING TRACK OF PROGRESS ...

45

SUPPORT PATHWAYS …

Mentoring concern

Mentoring

Partner

Resolved

Not resolvedMentoring Program

Coordinator

Advice on further actions


If you have an issue or mentoring concern:

1. Speak with your mentoring partner first

2. If not resolved, seek further advice from Mentoring Program

Coordinator

Note: this program includes a ‘no fault’ exit if circumstances indicate this is the best

outcome for a partnership.

OUR FIRST 100 DAYS– LET’S GET THIS SHOW ON THE ROAD!



Connect at least twice each month in the next 100 days (so that’s about 6-7 times)

Use the first meeting agenda guide to help guide your conversation

Complete your Mentoring Partnership Agreement and provide a copy to your Mentoring Program Coordinator

Put in place a conversation schedule for the next 3-6 months – set a ‘standing mentoring appointment’

Identify at least 3-5 key mentoring areas of focus AND the results you want to achieve

Identify at least 1-2 areas for some ‘quick wins’

TO MAKE THE MOST OF THE FIRST 100 DAYS …


QUICK WINS AND GAPS …


One activity you can do is to identify any quick wins

and gaps to focus on for the next 100 days.

This might include activities/conversations/development

that relates to:

• Personal (confidence in …)

• Job Role (competent at …)

• Professional (positioning for …)

• Career (identifying next steps …)

• Industry (connecting to …)

Activities and questions to include might be:

1. What is happening in the mentee’s job role in

the next 2 months – how could the mentoring

conversation support this?

2. What is happening in the mentee’s personal

development in the next 2 months – what

gaps/areas might benefit from some focussed

intent?

3. What professional areas could do with a brush

up still? Have they developed their online

professional profile yet?

4. How is the mentee feeling about their career –

do you need to do some intensive planning?

5. Have the mentee’s networks developed? If yes

– what is their strategy to enhance this? If not –

how might you start this?

GET ONLINE AND ACCESS A BUNCH OF RESOURCES


THE POWER AND REACH OF MENTORING …

‘A graduate of Sydney and Stanford Universities, Manning Bancroft was a 19 year-old student when he founded AIME as a tiny ‘start-up’ based on the principle that if Aboriginal students had the support of a peer mentor - someone just a little bit older who was on their side, someone who believed in them - they would have a better chance of success.

In 2005, when he founded AIME, Jack had just 25 university mentors and 25 high school students, but he had a driving passion to succeed,” Prof Lloyd says.

Today AIME is working with 6,000 mentees and 1,800 mentors across 37 locations and in partnership with 18 Australian universities. We’re proud to be a part of one of the most scalable, cost effective and successful mentoring programs in the world.’

https://wannachangetheworld.raisely.com/


www.unisa.edu.au/Media-Centre/Releases/Australias-youngest-Honorary-Doctor-makes-giant-

strides-in-Indigenous-success/#.WESCsrJ96Uk

https://wannachangetheworld.raisely.com/

http://www.unisa.edu.au/Media-Centre/Releases/Australias-youngest-Honorary-Doctor-makes-giant-strides-in-Indigenous-success/#.WESCsrJ96Uk

A QUICK - FINAL - PAUSE IN ACTION …


AND THAT’S A WRAP … Mentoring 101 - understanding the fit for mentoring in the

workplace

Mentoring Roles - identifying the steps to being a great mentee and mentor

Partnership Tactics - learning how to create and sustain a successful mentoring relationship

Conversation Frameworks - creating meaningful mentoring conversations

Managing Risks - managing the risks of a formal mentoring partnership

First 100 Days - setting your mentoring partnership up for success


TODAY’S NEXT STEP (45 MINS)…


We are encouraging you to continue the momentum of

this webinar by dialling off and dialling into a call with

your mentoring partner for the next 30-40 minutes.

In this call you might:

• Find out more about each other – spend time getting

to know each other

• Identify how you both feel about this mentoring

opportunity – what are your questions? Expectations?

• Discuss the areas of interest for development of the

mentee – what sorts of things do they want to grow

and develop in?

• And finally – put in place a time for your next

mentoring conversation!

TAKE HOME MESSAGES – A SHORT POLL

Take a moment of reflection and then please complete the short poll …

Your thoughts and one key take home message and ACTIVITY in the chat box.


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