6MENTORINGProvide 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
7MENTORING IS…A partnershipConfidentialPositive development activityUnderstanding and trustTwo way learning relationship
8WHAT’S IN IT FOR THE MENTOR? Own development, rethink one’s own skills and techniquesOpportunity to be challengedExchange of good practiceImprovement of one to one skillsInsight into relationship skills with other contactsSatisfaction at seeing someone else growReverse Mentoring
9WHAT CAN A MENTOR OFFER?A broader, more strategic view of the businessHelp in developing networksAn impartial view of the protégés capabilities and help with development opportunitiesInformal discussion of career paths and optionsTalking through day to day issues
11MENTOR / PROTÉGÉ FROM HELL Protégés (form two groups) discuss for 5 minutes what a mentor from hell looks likeMentors (form two groups) discuss for 5 minutes what a protégé from hell looks like
12PHASES OF THE MENTORING RELATIONSHIP Intensity of LearningBuilding RapportSetting DirectionMaking ProgressMoving OnTime
13Creating the right environment BUILDING RAPPORTCreating the right environmentGetting comfortable with learning / helping styleDeveloping a shared sense of purposeSharing valuesAgreeing the “contract”Liar’s Poker – by Michael LewisFrom Geek to ManWhen 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
14Jointly agreeing on specific goals and milestones Exploring commitment SETTING DIRECTIONJointly agreeing on specific goals and milestonesExploring commitmentBeginning the dialogue of how to achieve goalsNext, Jungle Guide tried to help Michael in setting direction –They agreed that there were tow things Michael needed to doLearn the laws of the jungleWork with small clients, learn the ropes, then move on to bigger clientsHe 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.
15Each party adapting style to changing needs PROGRESS MAKINGEach party adapting style to changing needsProviding challenge and supportBeing availableStretching ones’ own intellect and abilityReflective dialogue and insightOnce 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.
16Recognising when it is time to encourage independence WINDING DOWNRecognising when it is time to encourage independenceDiscussing openly when and how to move onCelebrating successOver 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.
18PROTÉGÉ DRIVEN LEARNING Traditional TeachingMentoringDirection of learningDirection of learningInformation and knowledge flows from teacher to learner – agenda set by teacherTeacher provides feedback based on extrinsic observations – aims to build skillsTeacher identifies and provides opportunities to learnProtégé drives the relationship and the agenda, and uses mentor to refine ideas and strategiesProtégé reflects, makes intrinsic observations and discusses with mentor – mentor aims to help make significant transitionsProtégé seizes opportunities to experimentOne-way - from teacher to learnerTwo-way -pro-actively driven by protégéUnlike 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 boardNetwork FacilitatorCoachGuardian
19PROACTIVE PLANNING: VISION Things I Really Enjoy DoingWhat Brings Me Happiness / JoyThe Two Best Moments of My Past WeekThree Things I’d Do If I Won the LotteryIssues or Causes I Care Deeply AboutMy Most Important ValuesThings I Can Do at the Good-to-Excellent LevelWhat I’d Like to Stop Doing or Do as Little as Possible
20PROACTIVE PLANNING: CAREER DEVELOPMENT 1Who am I? What am I doing now? What have I done? My motivation, my credentials?2Where do I want to get to? My vision What’s happening out there? My needs, my priorities? The options?3How realistic is this? What can I offer? What could stop me? Where are the gaps?4How do I get there? Intelligence gathering? Building my skills, knowledge, competencies? Key experiences? Networking? Profile and reputation?
21PREPARING FOR REGULAR MENTORING MEETINGS 1Issues remaining from previous meeting2Issues on which I need guidance or a different perspective(prioritize in terms of importance)3Examples and documents to help illustrate what I mean4Ideas and options
23The GROW model of questioning: GUIDED DISCOVERYHelp protégés find their own solutions rather than dictating the answersUse questioning techniques to guide them in discovering their solutionsThe GROW model of questioning:Clarify the goalRaise awarenessExplore OptionsWay ForwardGuided discovery is a very powerful way to create buy-in and ownershipIn 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 discoveryThe 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.
24GROW: Review an Experience Clarify the goalRaiseawarenessExplore optionsWay forwardWhat 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.
25G R O W GROW: Explore an issue Clarify the goal Raise awareness Explore optionsWay forwardWhat 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?
26G R O W THE MENTORING MEETING Establish a relaxed, yet learning like atmosphereGain consensus on the purpose of the meetingGROWExplore the issues from the protégé’s perspectiveClarify the goalRaiseawarenessExplore optionsWay forwardSummarize and agree on next steps
27Questions to check effectiveness of meeting : AFTER THE MEETINGQuestions 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 achievedactionsissues for next sessionhow well did the meeting run?1 min min
28Tools, Techniques, Best Practices For Both Parties
29CHECKLIST FOR FIRST MEETING 1Introduction and BackgroundShare information on:Career historyCurrent role and working relationships – boss, direct reports, peers, clients, othersInterests outside of work2Protégé’s Career and Development GoalsWhere 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?3Mentor’s Helping StyleHow 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 develop4Expectations from the relationshipWhat 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?5Next StepsWhat 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?
30KEY MESSAGES TO REMEMBER Effective mentors talk 20% of the time or lessMentors should help protégés find their solutionsProtégés should drive the relationshipMeet 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 mentorMaintain confidentiality, but do not guarantee it – Illegal / Unethical issues might need to be reportedHave clear objectives for each meeting and actions plans for between themMeetings should ideally last minutes. Put an extra half hour in calendar to allow for overrunsDeal with both short term problems and long term developmentMentoring helps both parties
32Program Components 10 Program Requirements for the Mentor / Protégé 2010 Program
33Program Components 10 Program Requirements for the Mentor / Protégé 2011 Program
34Networking 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.