Management Mentors, Inc. 2007 Mentoring Presentation for the Boston Chapter of the Association of Government Accountants January 21, 2016 All rights reserved. Copyright © Management Mentors, Inc. 2016 All rights reserved. Copyright © Management Mentors, Inc.

Management Mentors, Inc. 2007 “The meeting of two personalities is like the contact of two chemical substances. If there is any reaction, both are transformed.” -Carl Gustav Jung All rights reserved. Copyright © Management Mentors, Inc. 2016 All rights reserved. Copyright © Management Mentors, Inc.

Mentoring True or False Management Mentors, Inc. 2007 Mentoring True or False Q1. Mentoring Relationships need to be close and last a long time. FALSE. Informal mentoring has the above characteristic but formal mentoring is for a defined period of time and may or may not be close. All rights reserved. Copyright © Management Mentors, Inc. 2016 All rights reserved. Copyright © Management Mentors, Inc.

Mentoring True or False Management Mentors, Inc. 2007 Mentoring True or False Q2. Mentoring benefits the mentor as much as the mentoree. TRUE. It is a mutually beneficial relationship. All rights reserved. Copyright © Management Mentors, Inc. 2016 All rights reserved. Copyright © Management Mentors, Inc.

Mentoring True or False Management Mentors, Inc. 2007 Mentoring True or False Q3. There is no way of predicting or controlling a mentoring relationship. FALSE. Pairs go through phases as they deepen their interaction and focus on development All rights reserved. Copyright © Management Mentors, Inc. 2016 All rights reserved. Copyright © Management Mentors, Inc.

Mentoring True or False Management Mentors, Inc. 2007 Mentoring True or False Q4. Being a coach to someone is the same thing as being a mentor. FALSE. Although they share some characteristics, they are different. All rights reserved. Copyright © Management Mentors, Inc. 2016 All rights reserved. Copyright © Management Mentors, Inc.

Management Mentors, Inc. 2007 Coaching Vs. Mentoring Coaching Tied to business objectives Goals established Results measured Can be remedial Coach responsible for results Report to mentoree manager Focused on performance Mentoring Tied to business objectives Goals established Results measured Is never remedial Mentor facilitates No interaction with mentoree manager Focused on development All rights reserved. Copyright © Management Mentors, Inc. 2016 All rights reserved. Copyright © Management Mentors, Inc.

Mentoring True or False Management Mentors, Inc. 2007 Mentoring True or False Q5. Good mentoring relationships will not run into difficulties. FALSE. The number one issue is time All rights reserved. Copyright © Management Mentors, Inc. 2016 All rights reserved. Copyright © Management Mentors, Inc.

Mentoring True or False Management Mentors, Inc. 2007 Mentoring True or False Q6. Having a mentoring relationship ensures career success. FALSE. The mentoree ensures their own success. The mentor facilitates their development. All rights reserved. Copyright © Management Mentors, Inc. 2016 All rights reserved. Copyright © Management Mentors, Inc.

Mentoring True or False Management Mentors, Inc. 2007 Mentoring True or False Q7. For a mentoring relationship to be successful there must be chemistry between the two partners. TRICK QUESTION: In informal mentoring chemistry does operate but in formal mentoring compatibility is what operates. All rights reserved. Copyright © Management Mentors, Inc. 2016 All rights reserved. Copyright © Management Mentors, Inc.

The Meaning of Mentoring Management Mentors, Inc. 2007 The Meaning of Mentoring A developmental relationship whereby “a mentor oversees the career and development of another person (the mentoree)… through teaching, counseling, providing psychological support, protecting and, at some times, promoting or sponsoring.” Michael Zey, The Mentor Connection, pg. 7 All rights reserved. Copyright © Management Mentors, Inc. 2016 All rights reserved. Copyright © Management Mentors, Inc.

Formal & Informal Mentoring Management Mentors, Inc. 2007 Formal & Informal Mentoring Formal Tied to business objectives Goals established Results measured Mentoring time-bound Open to all Mentors & mentorees are paired-compatibility Mentoree Manager involved Training provided Mentoring Coordinator Informal Goals unspecified Access limited & may exclude Mentors & mentorees self-select-chemistry Mentoree manager not involved No training Mentoring may last for years All rights reserved. Copyright © Management Mentors, Inc. 2016 All rights reserved. Copyright © Management Mentors, Inc.

Management Mentors, Inc. 2007 Involvement What are my expectations of: Mentor Mentoree What are my Mentor or Mentoree’s expectations of me? All rights reserved. Copyright © Management Mentors, Inc. 2016 All rights reserved. Copyright © Management Mentors, Inc.

Management Mentors, Inc. 2007 Involvement Examples of Mentoree Expectations of Mentor: Committed Provides time to meet Listens Provides resources Guidance Confidentiality All rights reserved. Copyright © Management Mentors, Inc. 2016 All rights reserved. Copyright © Management Mentors, Inc.

Management Mentors, Inc. 2007 Involvement Examples of Mentor Expectations of Mentoree: Committed Comes prepared for meetings Has a focus on what they want to work on Is open to feedback Is respectful of mentor’s time All rights reserved. Copyright © Management Mentors, Inc. 2016 All rights reserved. Copyright © Management Mentors, Inc.

Management Mentors, Inc. 2007 Mentoring Roles Teacher Model behavior Inform Confirm and Disconfirm Coach Prescribe Question Sponsor Promote Support Protect Referral Agent Open doors All rights reserved. Copyright © Management Mentors, Inc. 2016 All rights reserved. Copyright © Management Mentors, Inc.

Management Mentors, Inc. 2007 Mentoring Roles Encourager Affirm Inspire Challenge Counselor Listen Probe Clarify Advise Friend Accept Relate Respect All rights reserved. Copyright © Management Mentors, Inc. 2016 All rights reserved. Copyright © Management Mentors, Inc.

Management Mentors, Inc. 2007 Mentoree Roles Learner Listen Observe Complete Tasks Integrator Incorporate mentor’s ideas Think globally Apply what is learned Risk-taker Willing to try new things Open to change and new ideas Shares the “real” issues with mentor . All rights reserved. Copyright © Management Mentors, Inc.

FORMULA FOR A SUCCESSFUL MENTORING RELATIONSHIP Management Mentors, Inc. 2007 FORMULA FOR A SUCCESSFUL MENTORING RELATIONSHIP 2007 All rights reserved. Copyright © Management Mentors, Inc. 2016 2007 All rights reserved. Copyright © Management Mentors, Inc.

Management Mentors, Inc. 2007 Key Guidelines Mutually respectful interpersonal relationship Appropriate quantity and quality Using partnership building activities Trust All rights reserved. Copyright © Management Mentors, Inc. 2016 All rights reserved. Copyright © Management Mentors, Inc.

Management Mentors, Inc. 2007 Mentor’s Boundaries Mentors Create a safe learning environment Meet in neutral, professional areas Deliver on what is promised Respect uniqueness of mentoree All rights reserved. Copyright © Management Mentors, Inc. 2016 All rights reserved. Copyright © Management Mentors, Inc.

Mentoree’s Boundaries Management Mentors, Inc. 2007 Mentoree’s Boundaries Mentorees Respect mentor’s time Never put mentor and manager at odds Take responsibility for actions and learning Maintain confidences of mentor All rights reserved. Copyright © Management Mentors, Inc. 2016 All rights reserved. Copyright © Management Mentors, Inc.

STAGES IN A MENTORING RELATIONSHIP Management Mentors, Inc. 2007 STAGES IN A MENTORING RELATIONSHIP 2007 All rights reserved. Copyright © Management Mentors, Inc. 2016 2007 All rights reserved. Copyright © Management Mentors, Inc.

Stage 1: Creating Desire to build connection Both present “best sides” Both exploring how they will communicate Negotiations around ground rules Mentor perceived as Teacher Mentee perceived as Learner All rights reserved. Copyright © Management Mentors, Inc. 2016

Stage 2: Building Partners begin to work on goals Confidence builds to allow for progress to take place Both partners become aware of each other’s abilities/limitations Mentee begins to exert his/her own ideas/thoughts All rights reserved. Copyright © Management Mentors, Inc. 2016

Stage 3: Achieving Mentoring is developing expertise in goal areas Both partners more collaborative in development process Relationship may feel more like a peer one One or either party may begin to feel less invested All rights reserved. Copyright © Management Mentors, Inc. 2016

Stage 4: Moving On Mentee is more directly in control Mentor serves more as a sounding board rather than being very active Mentee may feel s/he has outgrown the relationship Mentor may feel s/he has done all they can for mentee Appointments missed or shorter

Management Mentors, Inc. 2007 Mentoring Agreement Critical tool to create and maintain an effective mentoring relationship All rights reserved. Copyright © Management Mentors, Inc. 2016 All rights reserved. Copyright © Management Mentors, Inc.

Twofold Purpose Negotiate what you will work on together Negotiate the ground rules of the relationship

Negotiate what you will work on together: What specific area of knowledge or skill sets will you focus on? Who will do what in order to accomplish these areas of development? What resources can be useful? What’s the timeframe for accomplishing? How will you measure/know when you’re done?

Negotiate the ground rules How often will you meet and for how long? (Golden standard: every other week for 1 to 1 ½ hours for 12 months) How will meetings be scheduled and by whom? How do we define confidentiality between us? How do we each want to receive feedback How do we want to approach each other if there’s a problem in the relationship?

Management Mentors, Inc. 2007 “The journey is the reward.” Taoist Saying All rights reserved. Copyright © Management Mentors, Inc. 2016 All rights reserved. Copyright © Management Mentors, Inc.