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MENTORING Paul Choi, Goldman Sachs. OUR ROUTE MAP FOR TODAY Why Mentoring? What is Mentoring? The Mentoring Relationship Tools, Techniques, Best Practices.

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Presentation on theme: "MENTORING Paul Choi, Goldman Sachs. OUR ROUTE MAP FOR TODAY Why Mentoring? What is Mentoring? The Mentoring Relationship Tools, Techniques, Best Practices."— Presentation transcript:

1 MENTORING Paul Choi, Goldman Sachs

2 OUR ROUTE MAP FOR TODAY Why Mentoring? What is Mentoring? The Mentoring Relationship Tools, Techniques, Best Practices

3 Why Mentoring?

4 WHAT CEO’s SAY CONTRIBUTED TO THEIR SUCCESS WORKPLACE EXPERIENCES:  Formal management training20%  Being given challenging assignments50%  Broadening of experience via tasks65%  Having a mentor80%

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

6 What is Mentoring?

7 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 MENTORING

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

9 WHAT’S IN IT FOR THE MENTOR? 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

10 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

11 The Mentoring Relationship

12 MENTOR / PROTÉGÉ FROM HELL 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

13 Intensity of Learning Building Rapport Setting Direction Making ProgressMoving On Time PHASES OF THE MENTORING RELATIONSHIP

14 BUILDING RAPPORT Creating the right environment Getting comfortable with learning / helping style Developing a shared sense of purpose Sharing values Agreeing the “contract”

15 SETTING DIRECTION Jointly agreeing on specific goals and milestones Exploring commitment Beginning the dialogue of how to achieve goals

16 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

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

18 Tools, Techniques, Best Practices For Protégés

19 PROTÉGÉ DRIVEN LEARNING Traditional Teaching 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 Direction of learning One-way - from teacher to learner Mentoring 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 Direction of learning Two-way - pro-actively driven by protégé

20 PROACTIVE PLANNING: VISION 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

21 PROACTIVE 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?

22 PREPARING FOR REGULAR MENTORING MEETINGS 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

23 Tools, Techniques, Best Practices For Mentors

24 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

25 GROW: Review an Experience Clarify the goal Raise awareness Explore options Way forward GROW 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?

26 GROW: Explore an issue 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? Clarify the goal Raise awareness Explore options Way forward GROW

27 THE MENTORING MEETING Establish a relaxed, yet learning like atmosphere Gain consensus on the purpose of the meeting Explore the issues from the protégé’s perspective Clarify the goal Raise awareness Explore options Way forward Summarize and agree on next steps GROW

28 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?

29 Tools, Techniques, Best Practices For Both Parties

30 CHECKLIST FOR FIRST MEETING 1Introduction and Background Share information on:  Career history  Current role and working relationships – boss, direct reports, peers, clients, others  Interests outside of work 2Protégé’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? 3Mentor’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 4Expectations 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? 5Next 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?

31 KEY MESSAGES TO REMEMBER 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

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

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

35 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. Networking Principles


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