Presentation on theme: "Mentoring: Foundation of the Enlisted Force"— Presentation transcript:
1Mentoring: Foundation of the Enlisted Force Air Education and Training CommandMentoring: Foundation of the Enlisted ForceLeadership: Getting The Job DoneMSgt Ken Lewis12 SFS23 Aug 2002MSgt Luis Adams 12 CES/CEOIEEMSgt Jerry Chaplin AETC/LGMTSI n t e g r i t y - S e r v i c e - E x c e l l e n c e
2OVERVIEW MENTEE DIFFERENCES LEADERSHIP KEYS FINDING A MENTEE PERSONALITY OF A LEADERLEADER’S INVENTORYMENTORING KEYSMENTORING LEVELSFINDING A MENTORREASONS TO MENTORMENTEE DIFFERENCESFINDING A MENTEESUGGESTIONS FOR MENTORINGMENTORING MISTAKESMYTHS AND FEARSMENTORING DEATHCLARIFICATION AND INSTRUCTIONS
3LEADERSHIP KEYSIt will take a lifetime to learn and apply laws of leadership to your lifeFocus time and energy on what makes a positive impact in the lives of peopleLearn how to fail... successfullyLeadership is leadership; no matter where you go or what you doLeadership is influenceLead best by exampleIf you are leading and no one is following, you are only going for a walkIf it is lonely at the top, go back and get somebodyFocus on your strengthsCompensate for your weaknessesKnow what referral agencies and resources are available
4PERSONALITY OF A LEADER MANAGERADMINISTERSA COPYMAINTAINSFOCUSES ON SYSTEM/STRUCTURECONTROLSSHORT RANGE VIEWWANTS HOW AND WHENSEES ONLY THE BOTTOM LINEIMITATESACCEPTS THE STATUS QUOEFOLLOWS THE CROWDDOES THINGS RIGHTLEADERDUPLICATESIS ORIGINALDEVELOPSFOCUSES ON PEOPLETRUSTSLONG RANGE PERSPECTIVEKNOWS WHAT AND WHYWATCHES THE HORIZONORIGINATESCHALLENGES ITHIS OWN PERSONDOES THE RIGHT THING
5LEADER’S INVENTORY Elements: (Critical attributes) Mission: Primary task to performPeople: Those who perform the primary taskTraits: (Essential to effective leadership)Foundation of distinguishing characteristics to approachleadership situationsIntegrity, Loyalty, Commitment, Energy, Decisiveness,SelflessnessStyle: (How you get people to perform)Direct: Tell them to do the taskSell/Coach: Convince them to do the taskParticipate/Support: Do the task with themDelegate: Have someone else do the task
6LEADER’S INVENTORY Methods: (Procedures, plans,or systems used) Set goalsProvide training and technical guidanceMotivate subordinatesReward and punish as neededMaintain channels of communicationPrinciples: (Rules of conduct or ethical behavior)Know yourself: personality, quirks, peeves, etcKnow your job: technical competencySet a positive example: walk the talkAccept responsibility: maturityTraits: Style:A strong desire to achieve DirectiveA desire to influence others SellingA high energy level ParticipatingPersistence DelegatingTask competenceGood interpersonal skills Methods:Self confidence Set goalsA willingness to act Provide training and guidanceA tolerance for stress Motivate subordinatesA high degree of flexibility Reward and punish as neededKnow your people Maintain channels of communicationDisplay characterEndeavor to win Principles:Communicate Know Yourself/JobCast Vision Set a positive exampleModel Courage Accept responsibility
7LEADER’S INVENTORY Skills: (Talents and activities) Develop a plan Study leadershipObserve other leaders in actionPractice leadershipEvaluate and adapt your planRole Model: (What others see in you)Commitment: devotion to dutyIntegrity: Highest personal and professional standardsMentorship: Counselor or guideTraits: Style:A strong desire to achieve DirectiveA desire to influence others SellingA high energy level ParticipatingPersistence DelegatingTask competenceGood interpersonal skills Methods:Self confidence Set goalsA willingness to act Provide training and guidanceA tolerance for stress Motivate subordinatesA high degree of flexibility Reward and punish as neededKnow your people Maintain channels of communicationDisplay characterEndeavor to win Principles:Communicate Know Yourself/JobCast Vision Set a positive exampleModel Courage Accept responsibilityPower: (Your relationship with others)Positional: Based on your positionPersonal: Respect, admiration
8LEADERSHIP AND MENTORSHIP Bridge the gap. Leadership and Mentorship are cousins.Mentoring can reduce the probability of leadership failure, provide needed accountability, and empower a responsive, potential laborer.
9MENTORING KEYS Mentoring is a relational experience through which one person empowers another bysharing God-given resources Paul Stanley and Robert Clinton, ConnectionMentoring is a positive dynamic that enablespeople to develop potentialIs a key to retaining airmenTake a genuine interest in the success ofour peopleIt comes from the heartMap out a career path
10MENTORING LEVELS LEVEL ONE - Impression (Least Effective) The leader impresses the followersLittle or no relationshipRequires only the WILL of the leaderLeader must WANT to leave animpression
11MENTORING LEVELS LEVEL TWO - Influence (Possibly Effective) The leader influences the followersSome relationship with the followersRequires the WILL of the followerFollower must WANT to be influenced
12MENTORING LEVELS LEVEL THREE - Impact (Most Effective) The leader impacts the followersRequires an intimate RELATIONSHIPRequires the WILL of bothAgree to accountability and growth
13FINDING A MENTOR Are they: Objective, lovingly honest, and balanced sourceof feedback for questions?Open and transparent with their own struggles?Modeling their teachings?Chief cheerleader or chief critic?Teaching AND answering questions?Successful in your eyes?Open to two-way communication/learning?Want to see you develop and succeed?
14REASONS TO MENTOR Instill values in your mentees Develop their leadership skillsOpen their minds to greater possibilitiesIncrease their self-image through your willingness to invest timeCounsel them on life’s critical issues
15REASONS TO MENTOREncourage service and a giving mentality (you model this by mentoring)Decrease self-centeredness (for all involved)Strengthen your relationshipIncrease value of your life by leaving a legacyPaul and Timothy vs. Saul and David
16MENTEE DIFFERENCES Feelings Thinking Relationships Results Talking WOMENFeelingsRelationshipsTalkingDetailEmpathyHolisticMENThinkingResultsDoingBig PictureProblem SolvingCategoricalKnowing this information may help improve 80% of the mishaps incur as you meet with the same sex.
17FINDING A MENTEE Can you believe 100% in this person? Do you naturally enjoy talking with them?Will you be able to give without reservation?Will you love them as a brother or sister?Do you admire their potential as a leader?Is this person teachable…eager to learn?Does this person admire you?Is this person self-motivated even thoughnot always confident?
18SUGGESTIONS FOR MENTORING Focus on your mentees--be specific for themTry to make the sessions as interesting as possible for your mentees, but don’t be surprised or discouraged if they don’t communicate great excitementIf teaching, read at least a week ahead--that will give you time to digest the material and focus on current situations that could be usefulPrepare in advance--some optional experiences will require planningThink through each session before it begins
19SUGGESTIONS FOR MENTORING Let your mentees discover as much as possible through questions and discussion as opposed to merely “telling” them everythingIf your schedule require missing a session, reschedule as soon as possible--show mentees you value the time togetherA casual atmosphere is a good idea-over a mealMeeting times will vary--start and end on time--punctuality is a strong leadership valueMaintain confidentiality with things your mentees say--you might be surprised at their sensitivity to hearing their remarks surface from some other source--if you have multiple mentees, encourage them to keep confidence as well
20MENTORING MISTAKES Failure to start Thinking they must be a master of principles before they can share themUnwillingness to make mentoring a high priority so time is not regularly scheduledThinking sessions must occur in a formal or academic settingFailure to think specifically about their mentees
21MENTORING MISTAKESUsing parental authority in a heavy-handed way when mentoring their own childrenUnwillingness to be transparent and vulnerableMaking the session longer than interest span of their menteesTurning the session into a lecture or a sermon rather than a quality exchangeExpecting to see immediate and/or unrealistic changes in their mentees
22MENTORING MYTHS & FEARS 1. I do not have; time, ability, etc2. I am too; old, busy, etc3. I have to be; perfect, more organized4. I do not have the right; personality, gifts5. I do not have enough; money, know-how6. I am afraid that; no one would want me7. As a mentor I must be able to;teach, understand the next generation…
23MENTORING DEATHTalk over you head or out of you league--if you do not know, admit it and refer the question or situationInappropriate RelationshipsSecret rendezvousOpposite sexYour agenda, not theirs
24CLARIFICATIONS AND INSTRUCTIONS Use a wide variety of options to keep experiences fresh and excitingFeelings of fear and inadequacy are normal, learn togetherThe best mentoring relies heavily on the natural relationship and exchange between mentor and menteeWhen mentoring more than one person at a time, assure sessions are equally valid either for single or multiple menteesIf you mentor more than one, forming groups similar in age and interests may help
25CLARIFICATIONS AND INSTRUCTIONS “Ancient Wisdom” has a place--let the Word do the workPersonal experiences are valuable and better than reading other’s successesBe willing to admit past mistakes and lessons learned--knowledge NOT experience is the best way to learnEncourage mentees that mistakes are not the end, they are steps to growthBe accountable for everything you do and say
26SUMMARY LEADERSHIP KEYS MENTEE DIFFERENCES PERSONALITY OF A LEADER LEADER’S INVENTORYMENTORING KEYSMENTORING LEVELSFINDING A MENTORREASONS TO MENTORMENTEE DIFFERENCESFINDING A MENTEESUGGESTIONS FOR MENTORINGMENTORING MISTAKESMYTHS AND FEARSMENTORING DEATHCLARIFICATION AND INSTRUCTIONS