1. Mentoring: Foundation of the Enlisted Force
Air Education and Training Command
Mentoring: Foundation of the Enlisted Force
Leadership: Getting The Job Done
MSgt Ken Lewis
12 SFS
23 Aug 2002
MSgt Luis Adams 12 CES/CEOIEE
MSgt Jerry Chaplin AETC/LGMTS
I n t e g r i t y - S e r v i c e - E x c e l l e n c e

2. OVERVIEW MENTEE DIFFERENCES LEADERSHIP KEYS FINDING A MENTEE
PERSONALITY OF A LEADER
LEADER’S INVENTORY
MENTORING KEYS
MENTORING LEVELS
FINDING A MENTOR
REASONS TO MENTOR
MENTEE DIFFERENCES
FINDING A MENTEE
SUGGESTIONS FOR MENTORING
MENTORING MISTAKES
MYTHS AND FEARS
MENTORING DEATH
CLARIFICATION AND INSTRUCTIONS

3. LEADERSHIP KEYS
It will take a lifetime to learn and apply laws of leadership to your life
Focus time and energy on what makes a positive impact in the lives of people
Learn how to fail... successfully
Leadership is leadership; no matter where you go or what you do
Leadership is influence
Lead best by example
If you are leading and no one is following, you are only going for a walk
If it is lonely at the top, go back and get somebody
Focus on your strengths
Compensate for your weaknesses
Know what referral agencies and resources are available

4. PERSONALITY OF A LEADER
MANAGER
ADMINISTERS
A COPY
MAINTAINS
FOCUSES ON SYSTEM/STRUCTURE
CONTROLS
SHORT RANGE VIEW
WANTS HOW AND WHEN
SEES ONLY THE BOTTOM LINE
IMITATES
ACCEPTS THE STATUS QUOE
FOLLOWS THE CROWD
DOES THINGS RIGHT
LEADER
DUPLICATES
IS ORIGINAL
DEVELOPS
FOCUSES ON PEOPLE
TRUSTS
LONG RANGE PERSPECTIVE
KNOWS WHAT AND WHY
WATCHES THE HORIZON
ORIGINATES
CHALLENGES IT
HIS OWN PERSON
DOES THE RIGHT THING

5. LEADER’S INVENTORY Elements: (Critical attributes)
Mission: Primary task to perform
People: Those who perform the primary task
Traits: (Essential to effective leadership)
Foundation of distinguishing characteristics to approach
leadership situations
Integrity, Loyalty, Commitment, Energy, Decisiveness,
Selflessness
Style: (How you get people to perform)
Direct: Tell them to do the task
Sell/Coach: Convince them to do the task
Participate/Support: Do the task with them
Delegate: Have someone else do the task

6. LEADER’S INVENTORY Methods: (Procedures, plans,or systems used)
Set goals
Provide training and technical guidance
Motivate subordinates
Reward and punish as needed
Maintain channels of communication
Principles: (Rules of conduct or ethical behavior)
Know yourself: personality, quirks, peeves, etc
Know your job: technical competency
Set a positive example: walk the talk
Accept responsibility: maturity
Traits: Style:
A strong desire to achieve Directive
A desire to influence others Selling
A high energy level Participating
Persistence Delegating
Task competence
Good interpersonal skills Methods:
Self confidence Set goals
A willingness to act Provide training and guidance
A tolerance for stress Motivate subordinates
A high degree of flexibility Reward and punish as needed
Know your people Maintain channels of communication
Display character
Endeavor to win Principles:
Communicate Know Yourself/Job
Cast Vision Set a positive example
Model Courage Accept responsibility

7. LEADER’S INVENTORY Skills: (Talents and activities) Develop a plan
Study leadership
Observe other leaders in action
Practice leadership
Evaluate and adapt your plan
Role Model: (What others see in you)
Commitment: devotion to duty
Integrity: Highest personal and professional standards
Mentorship: Counselor or guide
Traits: Style:
A strong desire to achieve Directive
A desire to influence others Selling
A high energy level Participating
Persistence Delegating
Task competence
Good interpersonal skills Methods:
Self confidence Set goals
A willingness to act Provide training and guidance
A tolerance for stress Motivate subordinates
A high degree of flexibility Reward and punish as needed
Know your people Maintain channels of communication
Display character
Endeavor to win Principles:
Communicate Know Yourself/Job
Cast Vision Set a positive example
Model Courage Accept responsibility
Power: (Your relationship with others)
Positional: Based on your position
Personal: Respect, admiration

8. LEADERSHIP AND MENTORSHIP
Bridge the gap. Leadership and Mentorship are cousins.
Mentoring can reduce the probability of leadership failure, provide needed accountability, and empower a responsive, potential laborer.

9. MENTORING KEYS Mentoring is a relational experience through
which one person empowers another by
sharing God-given resources Paul Stanley and Robert Clinton, Connection
Mentoring is a positive dynamic that enables
people to develop potential
Is a key to retaining airmen
Take a genuine interest in the success of
our people
It comes from the heart
Map out a career path

10. MENTORING LEVELS LEVEL ONE - Impression (Least Effective)
The leader impresses the followers
Little or no relationship
Requires only the WILL of the leader
Leader must WANT to leave an
impression

11. MENTORING LEVELS LEVEL TWO - Influence (Possibly Effective)
The leader influences the followers
Some relationship with the followers
Requires the WILL of the follower
Follower must WANT to be influenced

12. MENTORING LEVELS LEVEL THREE - Impact (Most Effective)
The leader impacts the followers
Requires an intimate RELATIONSHIP
Requires the WILL of both
Agree to accountability and growth

13. FINDING A MENTOR Are they:
Objective, lovingly honest, and balanced source
of feedback for questions?
Open and transparent with their own struggles?
Modeling their teachings?
Chief cheerleader or chief critic?
Teaching AND answering questions?
Successful in your eyes?
Open to two-way communication/learning?
Want to see you develop and succeed?

14. REASONS TO MENTOR Instill values in your mentees
Develop their leadership skills
Open their minds to greater possibilities
Increase their self-image through your willingness to invest time
Counsel them on life’s critical issues

15. REASONS TO MENTOR
Encourage service and a giving mentality (you model this by mentoring)
Decrease self-centeredness (for all involved)
Strengthen your relationship
Increase value of your life by leaving a legacy
Paul and Timothy vs. Saul and David

16. MENTEE DIFFERENCES Feelings Thinking Relationships Results Talking
WOMEN
Feelings
Relationships
Talking
Detail
Empathy
Holistic
MEN
Thinking
Results
Doing
Big Picture
Problem Solving
Categorical
Knowing this information may help improve 80% of the mishaps incur as you meet with the same sex.

17. FINDING A MENTEE Can you believe 100% in this person?
Do you naturally enjoy talking with them?
Will you be able to give without reservation?
Will you love them as a brother or sister?
Do you admire their potential as a leader?
Is this person teachable…eager to learn?
Does this person admire you?
Is this person self-motivated even though
not always confident?

18. SUGGESTIONS FOR MENTORING
Focus on your mentees--be specific for them
Try to make the sessions as interesting as possible for your mentees, but don’t be surprised or discouraged if they don’t communicate great excitement
If teaching, read at least a week ahead--that will give you time to digest the material and focus on current situations that could be useful
Prepare in advance--some optional experiences will require planning
Think through each session before it begins

19. SUGGESTIONS FOR MENTORING
Let your mentees discover as much as possible through questions and discussion as opposed to merely “telling” them everything
If your schedule require missing a session, reschedule as soon as possible--show mentees you value the time together
A casual atmosphere is a good idea-over a meal
Meeting times will vary--start and end on time
--punctuality is a strong leadership value
Maintain confidentiality with things your mentees say
--you might be surprised at their sensitivity to hearing their remarks surface from some other source--if you have multiple mentees, encourage them to keep confidence as well

20. MENTORING MISTAKES Failure to start
Thinking they must be a master of principles before they can share them
Unwillingness to make mentoring a high priority so time is not regularly scheduled
Thinking sessions must occur in a formal or academic setting
Failure to think specifically about their mentees

21. MENTORING MISTAKES
Using parental authority in a heavy-handed way when mentoring their own children
Unwillingness to be transparent and vulnerable
Making the session longer than interest span of their mentees
Turning the session into a lecture or a sermon rather than a quality exchange
Expecting to see immediate and/or unrealistic changes in their mentees

22. MENTORING MYTHS & FEARS
1. I do not have; time, ability, etc
2. I am too; old, busy, etc
3. I have to be; perfect, more organized
4. I do not have the right; personality, gifts
5. I do not have enough; money, know-how
6. I am afraid that; no one would want me
7. As a mentor I must be able to;
teach, understand the next generation…

23. MENTORING DEATH
Talk over you head or out of you league--if you do not know, admit it and refer the question or situation
Inappropriate Relationships
Secret rendezvous
Opposite sex
Your agenda, not theirs

24. CLARIFICATIONS AND INSTRUCTIONS
Use a wide variety of options to keep experiences fresh and exciting
Feelings of fear and inadequacy are normal, learn together
The best mentoring relies heavily on the natural relationship and exchange between mentor and mentee
When mentoring more than one person at a time, assure sessions are equally valid either for single or multiple mentees
If you mentor more than one, forming groups similar in age and interests may help

25. CLARIFICATIONS AND INSTRUCTIONS
“Ancient Wisdom” has a place--let the Word do the work
Personal experiences are valuable and better than reading other’s successes
Be willing to admit past mistakes and lessons learned--knowledge NOT experience is the best way to learn
Encourage mentees that mistakes are not the end, they are steps to growth
Be accountable for everything you do and say

26. SUMMARY LEADERSHIP KEYS MENTEE DIFFERENCES PERSONALITY OF A LEADER
LEADER’S INVENTORY
MENTORING KEYS
MENTORING LEVELS
FINDING A MENTOR
REASONS TO MENTOR
MENTEE DIFFERENCES
FINDING A MENTEE
SUGGESTIONS FOR MENTORING
MENTORING MISTAKES
MYTHS AND FEARS
MENTORING DEATH
CLARIFICATION AND INSTRUCTIONS

27. Questions?

28. THE END
… or just the beginning?