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1 Mentoring the Mentor Sharing Lessons from Our Best Client Experiences: Rich Steel and Martin McLaughlin February 22, 2007.

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Presentation on theme: "1 Mentoring the Mentor Sharing Lessons from Our Best Client Experiences: Rich Steel and Martin McLaughlin February 22, 2007."— Presentation transcript:

1 1 Mentoring the Mentor Sharing Lessons from Our Best Client Experiences: Rich Steel and Martin McLaughlin February 22, 2007

2 2 Expectations Provide insight in mentoring practices across industries, companies and cultures Share your lessons with us… engage in a conversation Reach out to someone who can use you…right now Have fun and try something new

3 3 Not Evaluative, but Developmental Mentoring is a confidential relationship in which learning and experimentation can occur, skills can be developed, and in which results can be measured in terms of competencies gained and objectives achieved. Mentors are influential people who significantly help Mentees reach their major goals – benefiting the individual and the organization. Mentors are trusted and experienced teachers and counselors who help and guide another individual. Mentors accelerate the rate at which a Mentee learns.

4 4 1.Be Authentic (and Vulnerable) 2.Expand Mentoring Over a Life-Time (Balance Formal and Informal) 3.Change Perspective Prior to Changing Behaviors 4.Use a Mentoring Model to Sustain Momentum 5.Manage Comfort Zones and Manage Meetings 6.Flex Your Style to Meet Your Mentees Needs 7.Act as Your Mentees Brand Manager 8.Focus on Passions, Greatness and Stretch Goals 9.Facilitate Discussions, Dont Solve Problems 10.Practice Real Mentoring Skills Mentoring Guiding Principles (Our 10 Best Ideas)

5 5 1. Be Authentic (and be Vulnerable) Dont try to be anything or anyone else!! Passion to Develop Others Commitment to Investing Time and Effort Honesty and Emotional Maturity Interpersonal, Communication, and Feedback Skills Technical Competence Proactive Problem Solving Open to Learning and Open to Networking

6 6 2. Expand Mentoring Over a Lifetime Accelerate Learning Fit in Culture Buddy/Sponsor New Environment Objective Needs Relationship Transition Accelerate Development Career Development Mentor Career Selection Gain/Retain Expertise New Challenges Technical Expert Leveling Process Expand Reach/Influence New Experiences Learning Community Community Outreach Internal External Assimilation Career Path Functional or Technical Personal Networks TP 2 TP 3 TP 4 Formal Informal TP 1 Process of Developme nt Mentoring Resource

7 7 3. Change Perspective Prior to Changing Behaviors From Transactional to Transformational The Mentoring Walk Ownership and Accountability for their own learning, development, career Change your Mentee conversation from what can you do for me to what can I do for you Access (Experiences, Network, You)

8 8 Getting Started (again) Getting Started (again) Getting it Done Getting it Done Gaining Perspective Gaining Perspective Focusing on the Mentee Focusing on the Mentee Mentoring Processes Reflecting and Repositioning Planning and Committing Implementing and Observing Coaching and Refining 4. Use a Mentoring Model to Sustain Momentum

9 9 5. Manage Comfort Zones and Manage Meetings Is it easy for you to ask for help? Why or why not? Comfort Zone ReceptiveActive Listening Observing Supporting Talking Assertive Leading

10 10 Before the Meeting: –Have agreed upon objectives and agenda –Have agreed on time and place to meet –Prepare your own process/questions you will ask, etc. During the Meeting: –Stay on topic but be flexible –Use appropriate mentoring skills –Set next meeting date After the Meeting: –Follow up appropriately (DWYSYWD) 5. Manage Comfort Zones and Manage Meetings

11 11 6. Flex Your Style to Meet Your Mentees Needs Situational Mentorship HighVariesLowHigh ModerateLow Motivation Competenc e Development Level: 4321 Support Direction Style 4 Style 3 Style 2 Style 1 Coaching Delegatin g Supporting Directing

12 12 7. Act as Your Mentees Brand Manager What is personal branding? Why focus on personal branding? –Its a You World so help your Mentee go out and Connect, Engage, and Build You Tube My Space Linked-In Blogging

13 13 7. Act as Your Mentees Brand Manager What could you do to help your Mentee build and communicate their personal brand? –Help them Find the Passionate Expert within !!! –Get them to be good at telling engaging stories!!! –Help them Script the first 30 seconds because they are the VP, Director, and CEO of First Impressions!!! –Help them get visible by encouraging them to fill their calendars, never eat alone – go kiss 100 frogs and start tomorrow!!!

14 14 What Are You Passionate About? What Can You Be Best At? What Goals Will Guide me to Greatness? Find the Passionate Expert within Your Mentee How do your life / career goals stack up? 8. Focus on Passions, Greatness and Stretch Goals

15 15 9. Facilitate Discussions, Dont Solve Problems Focus on Solving the Right Issue through Open, Focus, Close Invites ideas, explores options, identifies problem, etc. Divergent Thinking - anything is possible Open Focus Close NINNALPG Clarify information, combine ideas, and rank issues Convergent Thinking - Its time to come together Reaching consensus and developing action plans

16 16 Giving & Receiving Effective Feedback 10. Practice Real Mentoring Skills Mentee Mentor Be Specific Identify Behaviors Provide a Recent Example Understand It Be Descriptive, Not Evaluative Describe Both Strengths and Weaknesses Provide Time to Discuss Feedback Accept It Relate Feedback to Behavior That Can Be Changed Focus on 1 or 2 Key Areas at a Time Do Something About It

17 17 1.Stop Talking 2.Stop Thinking 3.Parrot 4.Paraphrase 5.Reflect Underlying Feelings And one bonus thought: 6. Pay attention to non-verbals, even on the phone, by , text message and instant message 10. Practice Real Mentoring Skills

18 18 (Mentee/Mentor) CommentsStatusBy WhenWhoAction (Prioritize) Practice Real Mentoring Skills

19 19 Understanding Styles is Critical (e.g. MBTI, DISC) –What type is best at being a Mentor? –What type is best at being a Mentee? –If I am a certain type, should I look for the same type, or an opposite type? –Are certain types better suited for certain careers/jobs? –Does my type stay the same forever? –Can I flex my style to better match or fit my Mentor/Mentee? Bonus Thought: Communication and Personality Styles

20 20 Prepare to meet with your mentee –Plan and send your agenda –Call / your mentee to set up the first / next meeting If you dont have a mentee, we can help… Review webinar material Plan for your first / next mentor meeting Meet / listen / facilitate / learn / help your mentee build their brand / and enjoy the experience!!! Next Steps Beyond the Webinar

21 21 Help Your Mentee Act Consistently with their Brand Act like the CEO of You Inc. and you (their mentor) are their brand manager. Act like it is their first day on the job everyday. Act like giving value is the key to success…because it is. Act like they are working for tips. Act like an adult, but ask questions like a kid. Act like they are the CEO of First Impressions. Act like they love what they do…better yet, find something that they love about what they do and build on it. And for you: Continue to make a difference and pay it forward!!


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