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Career Development and Management for Women: Mentoring A cooperative RIAM-SNV Rwanda-RAUW project funded by Canadian Cooperation Dr Shirley Randell AM.

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Presentation on theme: "Career Development and Management for Women: Mentoring A cooperative RIAM-SNV Rwanda-RAUW project funded by Canadian Cooperation Dr Shirley Randell AM."— Presentation transcript:

1 Career Development and Management for Women: Mentoring A cooperative RIAM-SNV Rwanda-RAUW project funded by Canadian Cooperation Dr Shirley Randell AM

2 SNV Rwanda Objectives of the Workshop To further participants understanding of mentoring To canvas the benefits of mentoring to both mentors and mentees To share experiences of mentoring To practice key mentoring skills To gain commitment to participating in the Rwandan Career Management and Development for Women Program

3 SNV Rwanda What is mentoring? (I) The original Mentor was the wise and trusted friend of Odysseus the Greek god. Mentor was trusted with the care, education and development of Telemachus, Odysseus only son and heir. Mentoring is a process in which a more experienced person helps a less experienced person develop his or her goals and skills. It is about helping another person learn, rather than teaching them.

4 SNV Rwanda What is mentoring? (II) Mentoring is a two-way professional relationship: both parties benefit It is based on mutual trust and respect It occurs at all levels of the professional ladder It focuses on behaviour not on personality

5 SNV Rwanda What is mentoring? (III) Mentoring is a form of career development –It contributes to professional development and mobility –It maximises skills of experienced people –It makes institutions more dynamic –It confronts different issues in stages of career and life –It eases transitions from one stage to another

6 SNV Rwanda Mentoring leads to … Promotion is not necessarily the primary intent of a mentoring programme BUT mentoring can also be directly linked to career success (Hudson Report, Breaking the Cultural Mould) because of its emphasis on making a person feel valued and confident, and offering them a unique measure of personal support. –Individuals with mentors receive more promotions, advance at a faster rate and report more career satisfaction

7 SNV Rwanda Your goals for mentoring Why have you been asked and why are you interested in becoming a mentor? What can you offer? (personally as well as professionally) What do you hope to gain?

8 SNV Rwanda Benefits of mentoring (I) For you – the mentor? Enhances your skills in leadership, counselling, listening and modelling Learn new perspectives and approaches Extends professional networks Demonstrates expertise and share knowledge Achieves professional recognition Makes a positive contribution to others Source: The Growth Connection

9 SNV Rwanda Benefits of mentoring (II) For you – the mentor? Provides opportunities to reflect upon and articulate your role Enhances knowledge of other areas of service Provides opportunities to test new ideas Renews enthusiasm for your role as experienced professionals Produces satisfaction from contributing to the mentees development

10 SNV Rwanda Benefits of mentoring (I) For the mentee? –Develops knowledge, skills, potential and confidence –Encourages self-directed learning –Promotes career mobility and more opportunities, and eases transitions –Complements ongoing formal study and/or training and development activities –Provides a supportive environment in which successes and failures can be evaluated : Source: The Growth Connection and various

11 SNV Rwanda Benefits of mentoring (II) For the mentee? –Develops new networks – develops visibility inside/outside an organisation –Challenges to use talents and share expertise –Provides assistance with ideas, goal setting and career development My mentor has helped my to leverage off my achievements and learn strategies to be successful Yek-Ling Chong Citigroup

12 SNV Rwanda Key mentoring skills – what makes a good mentor? (I) Listening actively: maintain eye contact and give your mentee your full attention Building trust Giving guidance in determining goals; help your mentee identify life direction(s) – never push Encouraging: mentors are supportive. No matter how painful the mentees experience, mentors continue to encourage them to learn and improve their situation

13 SNV Rwanda Key mentoring skills – what makes a good mentor? (II) Practicality; give insight about keeping on task and setting goals and priorities Educate for success; by fostering success in others Relationship management / constructive criticism; focus behaviour – never on character or personality. Mentors care about mentees personal and professional development Learning quickly Leadership: mentors give specific advice, from personal experience, and encourage while giving mentee responsibility for self- learning Courtesy of The Connecticut Mentoring Partnership and the Business and Legal Reports, Inc. Best Practices in HR, Issue 653, September 30, 1999.

14 SNV Rwanda Responsibilities and expectations (I) As a mentor, you are expected to … –Be available for regular face-to-face meetings –Allocate time and energy –Be a resource / provide feedback –Help the mentee develop a learning plan –Follow-through on commitments or renegotiate appropriately

15 SNV Rwanda Responsibilities and expectations (II) You are not expected to … –Do the work of the mentee –Develop a friendship with the mentee –Be an expert in every conceivable management area

16 SNV Rwanda The mentoring agreement (I) The mentoring agreement serves as the backbone of the mentoring relationship To have one agreed from the outset is a very helpful foundation on which to build your relationship Use this during your first discussion with your mentee/prot é g é to help guide your discussion

17 SNV Rwanda The mentoring agreement (II) The following points may be helpful: How will you help your prot é g é achieve his/her goals? How will your ensure he/she remains accountable for his/her development? What is your ideal schedule for meeting (day, time, place, frequency … )? How will you both measure progress?

18 SNV Rwanda The mentoring agreement (III) Questions to ask to generate discussion: How can we define the limits and boundaries of our relationship? How can we come to closure and terminate our relationship? What should we do if we decide that we are not compatible

19 SNV Rwanda Stages in a mentoring relationship 1. Building a relationship 2. Setting goals 3. Working towards goals / deepening the engagement 4. Planning for the future

20 SNV Rwanda Different learning styles People learn and develop very differently, with their own learning styles. –Reflectors learn by looking at a situation from different angles –Activists learn best from hands-on experiences –Pragmatists find practical uses for ideas and theories –Theorists prefer combining large amounts of information into models, concepts and theories

21 SNV Rwanda Mentoring and Women (I) Results in the public sector show –Development of links and rejection of isolation –Specific responses to womens needs and expectations Work / life balance Career strategies and means to overcome institutional barriers –A source of inspiration Notable successes on the part of the mentor

22 SNV Rwanda Mentoring and Women (II) Women have different needs to many men: –Women need more support in terms of institutional legitimacy, professional development, and more encouragement –Women place a greater stake on learning –Womens personal development follows a different model to that of men and they have a different psychological profile in which qualities of empathy, inclusion, integration and consensus are emphasised.

23 SNV Rwanda Setting smart goals Specific Measurable Attainable Realistic Time-bound

24 SNV Rwanda Conflict can arise Conflict can arise in any relationship and usually arises from misunderstanding or differing opinions Understand the difference between conflict and personal attack: if conflict is the result of a professional challenge it can have positive results When conflict becomes personal it ceases to be about the original issue of professional development

25 SNV Rwanda Handling Conflict (II) In order to successfully manage a conflict situation you need to: Remain considerate: develop a supportive rather than aggressive or defensive environment and never speak down to your mentee Focus your discussion: understand clearly what you want to happen

26 SNV Rwanda Handling Conflict (III) Withhold judgements: listen openly to other opinions: difference does not mean attack Speak precisely: stay solution focused and ensure your conversation remains on present issues Remain balanced: check the meaning of messages you are giving and receiving Seek to identify a common goal through compromise

27 SNV Rwanda Giving constructive feedback Defined by a clear purpose Specific and descriptive Relevant Actionable Timely Balanced

28 SNV Rwanda Mentoring is … A relationship that involves sharing in one another s development A contribution to creating a robust professional community, a culture of change that generates and sustains reform, and promotes national development in Rwanda

29 SNV Rwanda Ongoing support for Mentors Access to written and online resources Access to mentoring coordinators Opportunities to meet with other participants to learn and share Opportunities to develop new skills Opportunities for feedback and to review mentoring relationship Opportunities to celebrate and for recognition

30 SNV Rwanda

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