0. MENTORING Paul Choi, Goldman Sachs

1. The Mentoring Relationship Tools, Techniques, Best Practices
OUR ROUTE MAP FOR TODAY
Why Mentoring?
What is Mentoring?
The Mentoring Relationship
Tools, Techniques, Best Practices
What is mentoring Slide 4
Value Slides 5,7,8
Dev rel over time + roles slides & 24
Skills and techniques slides
Summary slides 25, 26, 27

2. Why Mentoring?

3. 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 mentor 80%

4. WAR FOR TALENT
Development seen as most beneficial by high performers:
stretching assignments
strategic insight
exposure to top people
a mentor
McKinsey War for Talent 1997

5. What is Mentoring?

6. 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

7. MENTORING IS…
A partnership
Confidential
Positive development activity
Understanding and trust
Two way learning relationship

8. WHAT’S IN IT FOR THE MENTOR?
Own development, rethink one’s own skills and techniques
Opportunity to be challenged
Exchange of good practice
Improvement of one to one skills
Insight into relationship skills with other contacts
Satisfaction at seeing someone else grow
Reverse Mentoring

9. WHAT CAN A MENTOR OFFER?
A broader, more strategic view of the business
Help in developing networks
An impartial view of the protégés capabilities and help with development opportunities
Informal discussion of career paths and options
Talking through day to day issues

10. The Mentoring Relationship

11. 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

12. PHASES OF THE MENTORING RELATIONSHIP
Intensity of Learning
Building Rapport
Setting Direction
Making Progress
Moving On
Time

13. Creating the right environment
BUILDING RAPPORT
Creating the right environment
Getting comfortable with learning / helping style
Developing a shared sense of purpose
Sharing values
Agreeing the “contract”
Liar’s Poker – by Michael Lewis
From Geek to Man
When Michael first arrived at the sales desk at Solomon, his new mentor (Jungle guide) first built rapport with him by taking an interest in him. One of his first lessons was when he told Michael to short Solomon

14. Jointly agreeing on specific goals and milestones Exploring commitment
SETTING DIRECTION
Jointly agreeing on specific goals and milestones
Exploring commitment
Beginning the dialogue of how to achieve goals
Next, Jungle Guide tried to help Michael in setting direction –
They agreed that there were tow things Michael needed to do
Learn the laws of the jungle
Work with small clients, learn the ropes, then move on to bigger clients
He told Michael to start ‘smiling & dialing’ – cold calling. When Michael wasn’t making much progress, the mentor decided he needed to get him started, and asked him to call Herman – the Austrian banker who wanted to do business with Solomon.

15. Each party adapting style to changing needs
PROGRESS MAKING
Each party adapting style to changing needs
Providing challenge and support
Being available
Stretching ones’ own intellect and ability
Reflective dialogue and insight
Once rapport and direction were in place, the mentor then provided wisdom and support by exploring issues or reviewing experiences.
The funniest example was the AT&T bond sale to Herman – the corporate bond trader had convinced Michael to sell AT&Ts to Herman, which Michael did, thinking that it was genuinely a good deal.
Jungle Guide knew that michael was making a mistake – but decided not to tell Michael for two reasons – 1) Law of the jungle, 2) He wanted Michael to learn from his mistake.
Once the client was blown up, the mentor explained some rules of the jungle to Michael.

16. Recognising when it is time to encourage independence
WINDING DOWN
Recognising when it is time to encourage independence
Discussing openly when and how to move on
Celebrating success
Over time, Michael became more and more independent – and he also developed a relationship with a senior trader in New York who advised him regularly. The mentor knew it was time to wind down the relationship and keep up the ‘friendship’.
It is important to wind down and move on – particularly in formal mentoring relationships.

17. Tools, Techniques, Best Practices
For Protégés

18. PROTÉGÉ DRIVEN LEARNING
Traditional Teaching
Mentoring
Direction of learning
Direction of learning
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
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
One-way - from teacher to learner
Two-way -pro-actively driven by protégé
Unlike the traditional coaching model where the coach controlled the relationship and directly built skills, the mentoring model calls for the protégé to take control. The best way to derive maximum benefit from a mentor is for the protégé to be very clear on what they want. protégé thinks things through, does initial preparation, develops goals and ideas – then uses mentor as a :
Sounding board
Network Facilitator
Coach
Guardian

19. 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

20. PROACTIVE PLANNING: CAREER DEVELOPMENT1
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 vision What’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?

21. PREPARING FOR REGULAR MENTORING MEETINGS1
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

22. Tools, Techniques, Best Practices
For Mentors

23. The GROW model of questioning:
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
Guided discovery is a very powerful way to create buy-in and ownership
In simple language – make it look like it is their idea. This works beautifully with highly opinionated bosses and senior people as well.
Whether senior or junior, people don’t like to be told what to do.
If they are told, they will sometimes agree and sometimes not – but if they discover the answer themselves, they’ll own it, and implement it!
Questioning is an excellent way to guide protégés towards discovery
The GROW model just helps in organizing the questioning in a logical sequence.
G can be used to either review an experience or to explore an issue.

24. GROW: Review an Experience
Clarify the goal
Raise
awareness
Explore options
Way forward
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?
The first few times, if you keep this in sight, it helps in ensuring the logical sequencing and in making sure nothing is left out.

25. G R O W GROW: Explore an issue Clarify the goal Raise awareness
Explore options
Way forward
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?

26. G R O W THE MENTORING MEETING
Establish a relaxed, yet learning like atmosphere
Gain consensus on the purpose of the meeting G R O W
Explore the issues from the protégé’s perspective
Clarify the goal
Raise
awareness
Explore options
Way forward
Summarize and agree on next steps

27. Questions to check effectiveness of meeting :
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?
1 min min

28. Tools, Techniques, Best Practices
For Both Parties

29. CHECKLIST FOR FIRST MEETING1
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?

30. 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 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

32. Program Components 10 Program Requirements for the Mentor / Protégé 2010 Program

33. Program Components 10 Program Requirements for the Mentor / Protégé 2011 Program

34. Networking Principles
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.