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The Mentoring Relationship Tools, Techniques, Best Practices

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Presentation on theme: "The Mentoring Relationship Tools, Techniques, Best Practices"— Presentation transcript:

0 MENTORING Paul Choi, Goldman Sachs

1 The Mentoring Relationship Tools, Techniques, Best Practices
OUR ROUTE MAP FOR TODAY Why Mentoring? What is Mentoring? The Mentoring Relationship Tools, Techniques, Best Practices What is mentoring Slide 4 Value Slides 5,7,8 Dev rel over time + roles slides & 24 Skills and techniques slides Summary slides 25, 26, 27

2 Why Mentoring?

WORKPLACE EXPERIENCES: Formal management training 20% Being given challenging assignments 50% Broadening of experience via tasks 65% Having a mentor 80%

4 WAR FOR TALENT Development seen as most beneficial by high performers: stretching assignments strategic insight exposure to top people a mentor McKinsey War for Talent 1997

5 What is Mentoring?

6 MENTORING Provide 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

7 MENTORING IS… A partnership Confidential Positive development activity Understanding and trust Two way learning relationship

Own development, rethink one’s own skills and techniques Opportunity to be challenged Exchange of good practice Improvement of one to one skills Insight into relationship skills with other contacts Satisfaction at seeing someone else grow Reverse Mentoring

9 WHAT CAN A MENTOR OFFER? A broader, more strategic view of the business Help in developing networks An impartial view of the protégés capabilities and help with development opportunities Informal discussion of career paths and options Talking through day to day issues

10 The Mentoring Relationship

Protégés (form two groups) discuss for 5 minutes what a mentor from hell looks like Mentors (form two groups) discuss for 5 minutes what a protégé from hell looks like

Intensity of Learning Building Rapport Setting Direction Making Progress Moving On Time

13 Creating the right environment
BUILDING RAPPORT Creating the right environment Getting comfortable with learning / helping style Developing a shared sense of purpose Sharing values Agreeing the “contract” Liar’s Poker – by Michael Lewis From Geek to Man When 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

14 Jointly agreeing on specific goals and milestones Exploring commitment
SETTING DIRECTION Jointly agreeing on specific goals and milestones Exploring commitment Beginning the dialogue of how to achieve goals Next, Jungle Guide tried to help Michael in setting direction – They agreed that there were tow things Michael needed to do Learn the laws of the jungle Work with small clients, learn the ropes, then move on to bigger clients He 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.

15 Each party adapting style to changing needs
PROGRESS MAKING Each party adapting style to changing needs Providing challenge and support Being available Stretching ones’ own intellect and ability Reflective dialogue and insight Once 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.

16 Recognising when it is time to encourage independence
WINDING DOWN Recognising when it is time to encourage independence Discussing openly when and how to move on Celebrating success Over 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.

17 Tools, Techniques, Best Practices
For Protégés

Traditional Teaching Mentoring Direction of learning Direction of learning Information and knowledge flows from teacher to learner – agenda set by teacher Teacher provides feedback based on extrinsic observations – aims to build skills Teacher identifies and provides opportunities to learn Protégé drives the relationship and the agenda, and uses mentor to refine ideas and strategies Protégé reflects, makes intrinsic observations and discusses with mentor – mentor aims to help make significant transitions Protégé seizes opportunities to experiment One-way - from teacher to learner Two-way -pro-actively driven by protégé Unlike 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 board Network Facilitator Coach Guardian

Things I Really Enjoy Doing What Brings Me Happiness / Joy The Two Best Moments of My Past Week Three Things I’d Do If I Won the Lottery Issues or Causes I Care Deeply About My Most Important Values Things I Can Do at the Good-to-Excellent Level What I’d Like to Stop Doing or Do as Little as Possible

1 Who am I? What am I doing now? What have I done? My motivation, my credentials? 2 Where do I want to get to? My vision What’s happening out there? My needs, my priorities? The options? 3 How realistic is this? What can I offer? What could stop me? Where are the gaps? 4 How do I get there? Intelligence gathering? Building my skills, knowledge, competencies? Key experiences? Networking? Profile and reputation?

1 Issues remaining from previous meeting 2 Issues on which I need guidance or a different perspective (prioritize in terms of importance) 3 Examples and documents to help illustrate what I mean 4 Ideas and options

22 Tools, Techniques, Best Practices
For Mentors

23 The GROW model of questioning:
GUIDED DISCOVERY Help protégés find their own solutions rather than dictating the answers Use questioning techniques to guide them in discovering their solutions The GROW model of questioning: Clarify the goal Raise awareness Explore Options Way Forward Guided discovery is a very powerful way to create buy-in and ownership In 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 discovery The 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.

24 GROW: Review an Experience
Clarify the goal Raise awareness Explore options Way forward What 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.

25 G R O W GROW: Explore an issue Clarify the goal Raise awareness
Explore options Way forward What 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?

Establish a relaxed, yet learning like atmosphere Gain consensus on the purpose of the meeting G R O W Explore the issues from the protégé’s perspective Clarify the goal Raise awareness Explore options Way forward Summarize and agree on next steps

27 Questions to check effectiveness of meeting :
AFTER THE MEETING Questions 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 achieved actions issues for next session how well did the meeting run? 1 min min

28 Tools, Techniques, Best Practices
For Both Parties

1 Introduction and Background Share information on: Career history Current role and working relationships – boss, direct reports, peers, clients, others Interests outside of work 2 Protégé’s Career and Development Goals Where 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? 3 Mentor’s Helping Style How 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 develop 4 Expectations from the relationship What 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? 5 Next Steps What 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?

Effective mentors talk 20% of the time or less Mentors should help protégés find their solutions Protégés should drive the relationship Meet 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 mentor Maintain confidentiality, but do not guarantee it – Illegal / Unethical issues might need to be reported Have clear objectives for each meeting and actions plans for between them Meetings should ideally last minutes. Put an extra half hour in calendar to allow for overruns Deal with both short term problems and long term development Mentoring helps both parties


32 Program Components 10 Program Requirements for the Mentor / Protégé 2010 Program

33 Program Components 10 Program Requirements for the Mentor / Protégé 2011 Program

34 Networking 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.

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