1. Leadership Academy

2. Estimated time for this training is 3 hours, including one 15-minute break Welcome and your expectations Mentoring fundamentals and ground rules Group mentoring – session topics Effective mentoring skills Group dynamics and facilitation Preparing for group mentoring Resources Self-assessments 2

3. Non attribution Confidentiality Be fully present Be self-responsible Listen, listen, listen… and listen some more Be open to new information and ideas Use activities and group exercises as an opportunity for growth Own your communication – use I language Accept the speakers frame of reference as true to him or her 3

4. Have you been a Mentor before? What was positive about the experience? What could have been better? Have you been a Mentee? What was positive about the experience? What could have been better? 4

5. Address the importance of mentoring and explore mentoring benefits Describe group mentoring, including similarities with and differences from one- on-one mentoring Outline proposed group mentoring session topics and brainstorm on additional topics 5

6. Aging Workforce Increasing employees entering retirement, leaving an inexperienced workforce – mentoring reduces the gap as experienced mentors empower mentees Retention Five year study by Capital Analytics on Sun Microsystems found both mentors and mentees were 20% less likely to leave Productivity ASTD study – training alone increased manager productivity by 24%; it increased by 88% when combined with mentoring and coaching 6

7. Traditional Mentoring One-on-one relationship between a more experienced (senior) Mentor and a less experienced (junior) Mentee 7 Group Mentoring Collective mentoring relationships include senior-to-junior and peer mentoring

8. Group of mentees Similar roles, similar levels, similar challenges One or more Mentors, many Mentees Efficiency one to many Planned and flexible topics Some structure with room for burning issues The wisdom of groups Learn from Mentors and from each other 8

9. Mentors gain opportunities to share expertise, leave a legacy and enhance leadership skills Mentees experience diverse views from many rather than one Everyone gains leadership and career development opportunities Everyone wins! 9

10. Session NumberTopic Session OneBuilding trust and relationships Session TwoCommunication and listening skills Session ThreeNetworking and building professional relationships Session FourTeam building behaviors and leadership skills for all Session FiveExploring career opportunities Session SixWhats next? 10

11. Discuss the importance of mentoring goals and partnership between Mentors and Mentees List key skills and behaviors for effective mentoring Discuss role of manager and mentor; highlight actions and activities of mentors Assess own strengths and areas for growth re: key mentoring behaviors 11

12. 12 Mentors Guide mentees in selecting goals and action plans Teach mentees how the organization works Encourage mentees to share knowledge with the group Coach mentees to maximize strengths and address areas for development Ask questions that will help build trust Mentees Ask questions Seek guidance Learn from your mentor Share with other mentees to maximize strengths and address areas for development Both Be flexible Be open Maintain confidentiality Invest in relationships

13. Mentor v. Manager MentorManager Shares relevant expertise and experience Gives information needed to solve problems Uses expertise to develop the mentees Uses expertise to find the solutions Holds mentees accountable for taking an active role in own career Holds staff accountable for executing defined solutions Listens, helps build confidence, shares own successes/failures Listens, provides answers, directs activities 13

14. Share on developing or maintaining your network of valuable contacts Provide feedback to build confidence Help new people learn the ropes How? Doing what? Creating/maintaining trust Listening actively/asking open-ended questions Networking/relationship building 14

15. Be honest. Tell the truth Respect the dignity of every person and acknowledge that every person is entitled to their own views Make things right when youve gone off- course, as quickly as you can Address tough issues directly, acknowledge the unsaid, and be courageous in conversation 15

16. Trust breaks down when individuals: Break promises Violate confidentiality Treat others unfairly Say one thing, but do another Withhold information from others Exclude others from activities 16

17. 17 To do that, you must… …identify the root of distrust …share perceptions …integrate components of trust into your relationship

18. Active Listening Ask follow-up questions Manage your facial expressions Use your voice; vary loudness depending on emotions Use your posture; leaning forward to listen intently Make good eye contact Open-ended questions create space for conversation… Closed-ended questions can limit conversation 18

19. Listening and asking open-ended questions Giving and receiving feedback Building trust Networking and facilitating Coaching/guiding 19 Improving Your Communications Skills… Enables the Conversation

20. 20 Networking Skills Share networking approaches that work for you Maintaining your contacts and keeping in touch Using social networking tools Building Relationships with Mentees Group mentoring may be a springboard for one-on-one relationships Only offer this if you have time and can deliver

21. Introductions Preparing for Group Mentoring Mentee Self-Assessment Handout self-assessment questions Do self-assessment during this breakout In pairs, discuss what you will do to prepare 21

22. 22 Active engagement/active participation Bring your questions to each session Active listening means listening to everyone Adhering to the ground rules sets the tone You will have help from mentors and facilitators

23. Effective facilitation is all about: Staying in tune with the group, watching behaviors, gauging interest levels Listening for what is said and what is not Inviting engagement from participants Facilitators will help 23

24. Facilitation Strategies – Mentor Breakout Cont. Making statements – draw out information Using self-disclosure – carefully share information about oneself; Mentors should do this carefully so they dont dominate the group Utilizing silence – wait; dont jump in with comments; allow silence to remain as people think and experience emotions Linking mentees comments – build on what others have mentioned in the past 24

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26. Feedback During Mentoring Sessions Components of Feedback Conversations Developmental FeedbackPositive Feedback State unacceptable behaviorState behavior and its value Note the behaviors impact on productivity or the environment Note its impact on productivity or the environment Describe alternate behaviors or desired outcomes State your appreciation Set goals for the futureEncourage continuation of positive behavior Source: Corporate Executive Board (2007). A Managers Guide to Providing Informal Feedback. 26

27. What three things do you want to give to this experience? 1. 2. 3. What three things do you want to take away from this experience? 1. 2. 3. 27 Something to Think About Before Your First Session…

28. 28 Questions and Final Remarks

29. Mentoring Resources Books Be Your Own Mentor Sheila Wellington, Catalyst The Elements of Mentoring W. Brad Johnson and Charles R. Ridley Group Mentoring SharePoint site http://placeholder.com Contains all the materials used in class, plus articles and other resources 29

30. Your name How long youve been in the organization Where do you work (which office) Fun fact most people dont know about you Setting the stage for the first Group Mentoring session Setting the stage for the first Group Mentoring session 30