1. Dr. Liz Selzer President/CEO Mentor Leadership Team

3. Copyright 2010 Dr. Liz Selzer Mentors  reinforces accomplishments;  expands a mentor’s sphere of influence;  enhances communication skills and learning;  provides a way to reciprocate or give back;  promotes leaving a legacy;  increases recognition;  allows for investment;  increases the personal satisfaction of making a difference.

4. Copyright 2010 Dr. Liz Selzer Mentees  expands a mentee’s sphere of influence;  enhances communication and decision-making skills;  improves time management and career development;  reduces burnout by helping individuals find an integrated work-life balance;  helps mentees better manage work through ambiguity and constantly changing environments;  increases confidence and faster learning of organizational culture, skills, and attitudes;  promotes visibility;  increases the feeling of being valued.

5. Copyright 2010 Dr. Liz Selzer Organizations  give organizations a recruiting edge;  increases participation and engagement of employees;  helps in the management of stress and change while promoting higher productivity;  aligns the organization’s goals with the personal goals of the employees;  raises productivity through specific goal setting;  reduces turnover and enhances satisfaction;

6. Copyright 2010 Dr. Liz Selzer Organizations  enhances communication and reduces organizational silos;  provides a faster and more robust transfer of knowledge and skills;  provides for better succession planning;  promotes organizational brand identity;  offers inclusion through more positive relationships within a diverse organizational culture.

7. Copyright 2010 Dr. Liz Selzer  The Emerging Workforces study cites that 77% of companies that support mentoring saw an increase in retention and an increase in performance. Turnover reduced by 20% with mentoring programs in place, but 35% of employees who do not receive regular mentoring look for another job within 12 months.  Workforce Management cites that 96% of surveyed businesses reported mentoring as an important developmental tool.  In a study done by Manchester Incorporated, the ROI is typically six times the cost when coaching and mentoring is provided to those in management—well worth the effort. Managerial productivity increased by 88% when mentoring was involved, versus only a 24% increase with training alone; 71% of Fortune 500 companies use mentoring to assure learning occurs in their organizations.

8. Copyright 2010 Dr. Liz Selzer  “A brain to pick, an ear to listen, and a push in the right direction” The Uncommon Individual Foundation  A reciprocal and collaborative learning relationship between two or more people who share mutual accountability for helping a mentee work toward integrated personal, spiritual and professional development and work synergistically toward organizational goals.

10. Relationship type Should a mentor do it? Differs from a formal mentor in that: Unique benefits: Why you want one: Formal MentorYesNAThe relationship transcends. Goals are accomplished. Long term character is developed. Maximize efforts, power of relationship.

11. Relationship type Should a mentor do it? Differs from a formal mentor in that: Unique benefits: Why you want one: Informal MentorYesThe relationship is not formalized through a program. Voluntary. Requires intentionality related to personal learning goals. Does not rely on a formal program. Allows for learning in a number of venues. Life-long learning.

12. Relationship type Should a mentor do it? Differs from a formal mentor in that: Unique benefits: Why you want one: CoachYes There is often more mutuality in mentoring than in coaching. Coaching is more prescribed and focuses most on performance and skill evaluation than on personal transformation. Coaches are often outside hires, and have specific skills. Focus is on goals. Can come from outside the organization so do not have the organizational bias. Specific goal achievement.

13. Relationship type Should a mentor do it? Differs from a formal mentor in that: Unique benefits: Why you want one: SupervisorNot preferred in a formal program Supervisors are often assigned and have to work with a variety of people. The bond found in mentoring may not always develop, but Is important none the less. Position allows for daily interaction and influence. Help with day to day efforts.

14. Relationship type Should a mentor do it? Differs from a formal mentor in that: Unique benefits: Why you want one: SponsorYesSponsors do not have to have a long term relationship. Many mentors are sponsors. They may also set up sponsoring situations. Can advocate without a long term relationship. Visibility, advancement, encouragement, confidence.

15. Relationship type Should a mentor do it? Differs from a formal mentor in that: Unique benefits: Why you want one: LeaderMay be more removed than in a formal program Leaders have a different authority. Someone who influences people(s) toward a goal. Inspiration, tie to purpose.

16. What will you do?

17. Questions?