1. Mentoring Within LDP’s Matt Lebeck

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4. Starting questions Do you find that many of your program issues are rooted in the relationship between the LDP and the manager they work for? Do your LDP’s give you feedback that their assignment managers aren’t good enough? Do your assignment managers give similar feedback about the LDP’s? Is this relationship between LDP’s and their assignment managers sometimes a source of tension? 4

5. The Silver Bullet... 5

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7. The Premise Mentoring is a key component of your programs in terms of learning and perceptions Success in mentoring = success in your program You can influence that by focusing on several key mentoring items during your program and the recruiting process 7

8. How do we define mentoring? Mentoring is a process where an individual provides career functions and psychosocial functions to another. Kram (1985), Mentoring at Work. 8 Sponsorship, exposure-and- visibility, coaching, protection, and challenging assignments Role modeling, acceptance-and- confirmation, counseling, and friendship

9. LDP Design Work experience Formal training Mentoring relationship 9

10. Mentoring Research 10 Is mentoring a good thing? Is mentoring good for your organization? Is mentoring good for your LDPs? Is mentoring good for your managers?

11. Mentoring Benefits 11 Good for your business Greater employee commitment Increase in job satisfaction More positive job attitudes Increased retention Decreased workforce anxiety Better succession planning Good for your LDPs LDP Success Higher job satisfaction More promotions More recognition Higher pay More positive attitudes Greater career success Good for your Managers Increased job satisfaction Higher recognition More positive attitudes Greater career success Skill enhancement Culturally independent Gender independent Age independent Role independent

12. Mentoring Research 12 Can mentoring be bad? Dysfunctional Relationship Distancing / Manipulative Behavior Ineffective Relationships Marginally Effective Relationship Poor Fit Negative relationship continuum

13. Mentoring Research 13 70% of mentors have had a relationship on this negative continuum Expectation gaps are the significant contributor Dysfunctional Relationship Distancing / Manipulative Behavior Ineffective Relationships Marginally Effective Relationship Poor Fit Negative relationship continuum

14. Mentoring Research 14 Negative effects of “Bad Mentoring” Positive effects of “Good Mentoring” LDP’s: Lack of psychosocial support from Manager Managers: LDP lack of effort, not open to coaching / feedback

15. Mentoring Research 15 Negative effects of “Bad Mentoring” Positive effects of “Good Mentoring” Spend your time removing the negative instead of trying to add more positive.

16. Design Factors 16 What specific factors lead to program effectiveness?

17. Design Factors 17 Model of the Role of Formal Mentoring Characteristics on Perceived Program Effectiveness (Allen, Eby & Lentz, 2006) Voluntary Participation Match Input Receipt of Training Training Hours Training Quality Training Input into Mentoring Process Mentor Commitment Program Understanding Perceived Program Effectiveness

18. Design Factors 18 Model of the Role of Formal Mentoring Characteristics on Perceived Program Effectiveness (Allen, Eby & Lentz, 2006) Voluntary Participation Match Input Receipt of Training Training Hours Training Quality Training Input into Mentoring Process Mentor Commitment Program Understanding Perceived Program Effectiveness

19. Focus for Success 19 Aligned expectations Training Good Manager / LDP fit Match input Minimization of negative impacts Strong program effectiveness

20. Training 20 Misaligned expectations Hearing it from schools Hearing from internet and social media Past experiences Hearing it from us during recruiting Hearing it from us during their program Align, actively untrain, then retrain and reinforce

21. Match Input 21 What are you trying to achieve? Informal mentoring Formal mentoring Best response was when they selected each other

22. The Takeaway 22 Mentoring has many positive benefits and is likely part of our programs today, intentionally or not. It’s more important to eliminate the negative parts of your program than to add additional positive parts. Align expectations through training. Recognize that you have to align your wants, untrain, retrain, and reinforce. Create good LDP/manager fit by using a matching process where both sides have input. Program Effectiveness

23. Thank you for your time! 23

24. Thank you for your time! 24