1. MENTORING 1 Mentoring Assisting Your Climb Up The Corporate Ladder

2. MENTORING 2 Agenda Introduction Types of Mentors Mentor Overview and Benefits Protégé Overview and Benefits Finding a Mentor Point of View: Mentor Point of View: Protégé Q&A

3. MENTORING 3 A Mentor Is Experienced Honest Open Impartial Available Trustworthy Enthusiastic A Resource An Advisor A Sounding Board

4. MENTORING 4 A Mentor Is Not A Psychiatrist Your Career Planner Necessarily an Executive Someone who tells you what to do Your problem fixer

5. MENTORING 5 A Mentor Can Be In your area or major In a different area or major Student, TA, Prof, Advisor, Counselor Any level in a company Work Peer (full-time, intern, co-op) Your manager Your friend From a different company

6. MENTORING 6 Mentoring Question: What do I really want from this relationship? Self assessment is the first step What are the goals and objectives??

7. MENTORING 7 Who am I? How do I see myself? How do ‘they’ see me? What am I aiming for? Execute!! Begin with the end in mind! Right person, wrong seat Myers-Briggs Resume 7 Habits of Highly Effective People Stephen Covey Right person, Right seat MENTOR 360 Just Do it Knowledge Relationships

8. MENTORING 8 Help req’d in job Looking for different job Personal Issues Difficult boss Career development Marital / Divorce Difficult peers Job training Bored / Need a change Child Issues - Teenager - Child daycare Aging parents Abuse Medical Families Self Internal (current organization) External Desire Stepping stone to future goal Affecting work (high level) Must share with boss as it can affect job performance and potentially work hours Psychologist Friends/Family Spiritual Outside counseling resources Internal External Self Assessment, 360 Retrain Redeploy Why do you think you need a mentor? Promotion Opportunities Visibility Career Advice Help in my job Personal Issues Self Assessment to Identify the ‘Why’

9. MENTORING 9 When Do You Need a Mentor? Throughout your educational experiences Throughout your internships & co-ops Throughout your full-time professional career When looking for self improvement When looking for skills improvement

10. MENTORING 10 Types of Mentoring Peer Mentoring Small Group Mentoring 1:1 Mentoring –Formal (Assigned) –Informal

11. MENTORING 11 Types of Mentors Technical Work Life Balance Personal Growth Career Growth Short Term Long Term

12. MENTORING 12 Types of Mentors Technical: –How do I do my job better? –How do I use computer aided design? –How do I ….? –Who knows how to do this?

13. MENTORING 13 Types of Mentors Work Life Balance: –How do I make time for family and work? –How do I best further my education and work? –I am ready to start my family and will have a small child at home. How have you dealt with these challenges? –How do I deal with the responsibility of an ageing parent?

14. MENTORING 14 Types of Mentors Personal growth: –How do I develop better people skills? –How do I develop communication skills? –How do I build my own self confidence? –How do I succeed as a woman in engineering?

15. MENTORING 15 Types of Mentors Career growth: –What career path tools are available? –How can I broaden my job responsibilities? –What skills do I need to develop? –What assignments do I need to have to get to my career goal? –How can I be more successful in interviews?

16. MENTORING 16 Mentoring vs. Networking Mentors Network Friends Family Co-workers Acquaintances Neutral Specific Often professional “I really just need to talk” Generic Warm In any circle Goal- oriented

17. MENTORING 17 Mentoring Overview Mentoring relationships do not need to be long term The more mentors the better Mentoring relationships help people break through ‘organizational silos’

18. MENTORING 18 Mentoring Overview Mentoring relationships need concrete goals and objectives Mentoring relationships empower a person to take charge of their own development

19. MENTORING 19 Mentors Benefit Too Realizing how much they DO know Opportunity for personal growth Realizing that they share more with others than they realize Opportunity to give back Opportunity to feel more accomplished in their career

20. MENTORING 20 Benefits of Being a Mentor Learning from your protégé Opportunity to meet someone new Realizing that you share more with others than you realize Feedback that you might not otherwise have access to

21. MENTORING 21 Benefits of Being a Protégé Opportunity to extend your network Development of a support system Gaining different opinions and outlooks

22. MENTORING 22 How to Be a Protégé Ask yourself – What do you REALLY want from this relationship? Provide your mentor with a resume prior to your first meeting Ask for what you want. Be proactive. Be honest with yourself. It doesn’t need to take more time It doesn’t have to be formal

23. MENTORING 23 How to Be a Protégé Listen, Listen, Listen Be conscious of offerings from Mentor (time!) Show appreciation for offerings from Mentor Be prepared for meetings/discussions – often this is above and beyond regular responsibilities If a meeting is planned and you don’t have anything to discuss, reschedule!

24. MENTORING 24 How to Be a Protégé Share your experiences, personality, interests and accomplishments Ask about the same from the Mentor Offer to visit each other’s location and share travel if applicable

25. MENTORING 25 Starting the Relationship Set up initial meeting Be prepared with a self-introduction. –A 30-second introduction that tells: Who you are What you do Whom you work for and The impact of your work Be comfortable bragging about what you have done without being too boastful. Tell your story. Share WHY you’ve approached them

26. MENTORING 26 Relationship Building Start small. Let the relationship evolve. Build rapport over time Try subtlety – leave the word ‘mentor’ out of the conversation Celebrate your successes together Not all good people make good mentors

27. MENTORING 27 Goal Setting Set Goals individually – alone – Why do you want a Mentor Participate in goal setting training/review together Agree up norms of relationship and level of formality on goal setting and attainment

28. MENTORING 28 Goal Setting Share initial goals with each other Initiate building relationship –1-2 meetings Further define, refine and agree upon goals together

29. MENTORING 29 Moving On Mentoring relationships may have a finite or undefined duration Goals are achieved A mentoring relationship may not have chemistry or be a good fit Be honest when it’s time to move on Thank the mentor for their time Remember that the wrong mentor today may be a good resource in the future

30. MENTORING 30 Official GM Mentoring Programs GM Mentoring Program –For new employees (start date after 6/1/2000) –Lasts 1 years –“show them the ropes” AGW Mentoring program –For Active and Associate AGW Members –Lasts 1 year –Voluntary

31. MENTORING 31 External Mentors Other Alliance Groups Online – Mentornet.net

32. MENTORING 32 Informal Mentoring Your own informal mentoring network –The person who sits over the wall –Your mom –Your dad –Your manager –Your officemate –A former manager –A member of your religious community –A member of your social circle –Etc!!!

33. MENTORING 33 How to Find an Informal Mentor Decide what you need Who has the skills that you want to acquire Who has had the experience that you’re seeking Who knows the skills and pre-requirements to the position you wish to attain Who is the best manager Who is the most effective at meeting Who has their ear to the ground

34. MENTORING 34 How to Find an Informal Mentor Look for someone who can assess your performance (career specific) Look for someone in your network Mention your needs to your network. They may be able to suggest someone. Pick someone who you get along with Don’t pick someone who will only praise you OR be overly critical Approach someone you respect and ask

35. MENTORING 35 Mentor’s Point of View –Be Proactive…take the initiative to keep in touch –Keep in touch regularly, formally and informally –Mentors can learn a lot from their protégés…make sure to provide feedback/learning opportunities –Be specific about goals, help you need –Know when it’s not working…and bring closure –Be realistic about your expectations of the relationship

36. MENTORING 36 –Communication –Take an Active Role –Two Way Street –‘Bring It’ Factor –Give Back Protégé’s Point of View

37. MENTORING 37 Question and Answers

38. MENTORING 38 References “Strategies: Creating A Mentoring Culture”, R. Emelo and L. M. Francis. Paragon Leadership International Execunews Oct. 28, 2004 http://www.envoynews.com/paragon/e_article000 196424.cfm Be Your Own Mentor: Strategies from Top Women on the Secrets of Success, Sheila Wellington and Catalyst, with Betty GM Affinity Group for Women http://agw.gm.com/