Mentoring: Foundation of the Enlisted Force Air Education and Training Command Mentoring: Foundation of the Enlisted Force Leadership: Getting The Job Done MSgt Ken Lewis 12 SFS 23 Aug 2002 MSgt Luis Adams 12 CES/CEOIEE MSgt Jerry Chaplin AETC/LGMTS I 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

OVERVIEW MENTEE DIFFERENCES LEADERSHIP KEYS FINDING A MENTEE PERSONALITY OF A LEADER LEADER’S INVENTORY MENTORING KEYS MENTORING LEVELS FINDING A MENTOR REASONS TO MENTOR MENTEE DIFFERENCES FINDING A MENTEE SUGGESTIONS FOR MENTORING MENTORING MISTAKES MYTHS AND FEARS MENTORING DEATH CLARIFICATION AND INSTRUCTIONS

LEADERSHIP KEYS It will take a lifetime to learn and apply laws of leadership to your life Focus time and energy on what makes a positive impact in the lives of people Learn how to fail... successfully Leadership is leadership; no matter where you go or what you do Leadership is influence Lead best by example If you are leading and no one is following, you are only going for a walk If it is lonely at the top, go back and get somebody Focus on your strengths Compensate for your weaknesses Know what referral agencies and resources are available

PERSONALITY OF A LEADER MANAGER ADMINISTERS A COPY MAINTAINS FOCUSES ON SYSTEM/STRUCTURE CONTROLS SHORT RANGE VIEW WANTS HOW AND WHEN SEES ONLY THE BOTTOM LINE IMITATES ACCEPTS THE STATUS QUOE FOLLOWS THE CROWD DOES THINGS RIGHT LEADER DUPLICATES IS ORIGINAL DEVELOPS FOCUSES ON PEOPLE TRUSTS LONG RANGE PERSPECTIVE KNOWS WHAT AND WHY WATCHES THE HORIZON ORIGINATES CHALLENGES IT HIS OWN PERSON DOES THE RIGHT THING

LEADER’S INVENTORY Elements: (Critical attributes) Mission: Primary task to perform People: Those who perform the primary task Traits: (Essential to effective leadership) Foundation of distinguishing characteristics to approach leadership situations Integrity, Loyalty, Commitment, Energy, Decisiveness, Selflessness Style: (How you get people to perform) Direct: Tell them to do the task Sell/Coach: Convince them to do the task Participate/Support: Do the task with them Delegate: Have someone else do the task

LEADER’S INVENTORY Methods: (Procedures, plans,or systems used) Set goals Provide training and technical guidance Motivate subordinates Reward and punish as needed Maintain channels of communication Principles: (Rules of conduct or ethical behavior) Know yourself: personality, quirks, peeves, etc Know your job: technical competency Set a positive example: walk the talk Accept responsibility: maturity Traits: Style: A strong desire to achieve Directive A desire to influence others Selling A high energy level Participating Persistence Delegating Task competence Good interpersonal skills Methods: Self confidence Set goals A willingness to act Provide training and guidance A tolerance for stress Motivate subordinates A high degree of flexibility Reward and punish as needed Know your people Maintain channels of communication Display character Endeavor to win Principles: Communicate Know Yourself/Job Cast Vision Set a positive example Model Courage Accept responsibility

LEADER’S INVENTORY Skills: (Talents and activities) Develop a plan Study leadership Observe other leaders in action Practice leadership Evaluate and adapt your plan Role Model: (What others see in you) Commitment: devotion to duty Integrity: Highest personal and professional standards Mentorship: Counselor or guide Traits: Style: A strong desire to achieve Directive A desire to influence others Selling A high energy level Participating Persistence Delegating Task competence Good interpersonal skills Methods: Self confidence Set goals A willingness to act Provide training and guidance A tolerance for stress Motivate subordinates A high degree of flexibility Reward and punish as needed Know your people Maintain channels of communication Display character Endeavor to win Principles: Communicate Know Yourself/Job Cast Vision Set a positive example Model Courage Accept responsibility Power: (Your relationship with others) Positional: Based on your position Personal: Respect, admiration

LEADERSHIP 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.

MENTORING KEYS Mentoring is a relational experience through which one person empowers another by sharing God-given resources Paul Stanley and Robert Clinton, Connection Mentoring is a positive dynamic that enables people to develop potential Is a key to retaining airmen Take a genuine interest in the success of our people It comes from the heart Map out a career path

MENTORING LEVELS LEVEL ONE - Impression (Least Effective) The leader impresses the followers Little or no relationship Requires only the WILL of the leader Leader must WANT to leave an impression

MENTORING LEVELS LEVEL TWO - Influence (Possibly Effective) The leader influences the followers Some relationship with the followers Requires the WILL of the follower Follower must WANT to be influenced

MENTORING LEVELS LEVEL THREE - Impact (Most Effective) The leader impacts the followers Requires an intimate RELATIONSHIP Requires the WILL of both Agree to accountability and growth

FINDING A MENTOR Are they: Objective, lovingly honest, and balanced source of 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?

REASONS TO MENTOR Instill values in your mentees Develop their leadership skills Open their minds to greater possibilities Increase their self-image through your willingness to invest time Counsel them on life’s critical issues

REASONS TO MENTOR Encourage service and a giving mentality (you model this by mentoring) Decrease self-centeredness (for all involved) Strengthen your relationship Increase value of your life by leaving a legacy Paul and Timothy vs. Saul and David

MENTEE DIFFERENCES Feelings Thinking Relationships Results Talking WOMEN Feelings Relationships Talking Detail Empathy Holistic MEN Thinking Results Doing Big Picture Problem Solving Categorical Knowing this information may help improve 80% of the mishaps incur as you meet with the same sex.

FINDING 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 though not always confident?

SUGGESTIONS FOR MENTORING Focus on your mentees--be specific for them Try to make the sessions as interesting as possible for your mentees, but don’t be surprised or discouraged if they don’t communicate great excitement If teaching, read at least a week ahead--that will give you time to digest the material and focus on current situations that could be useful Prepare in advance--some optional experiences will require planning Think through each session before it begins

SUGGESTIONS FOR MENTORING Let your mentees discover as much as possible through questions and discussion as opposed to merely “telling” them everything If your schedule require missing a session, reschedule as soon as possible--show mentees you value the time together A casual atmosphere is a good idea-over a meal Meeting times will vary--start and end on time --punctuality is a strong leadership value Maintain 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

MENTORING MISTAKES Failure to start Thinking they must be a master of principles before they can share them Unwillingness to make mentoring a high priority so time is not regularly scheduled Thinking sessions must occur in a formal or academic setting Failure to think specifically about their mentees

MENTORING MISTAKES Using parental authority in a heavy-handed way when mentoring their own children Unwillingness to be transparent and vulnerable Making the session longer than interest span of their mentees Turning the session into a lecture or a sermon rather than a quality exchange Expecting to see immediate and/or unrealistic changes in their mentees

MENTORING MYTHS & FEARS 1. I do not have; time, ability, etc 2. I am too; old, busy, etc 3. I have to be; perfect, more organized 4. I do not have the right; personality, gifts 5. I do not have enough; money, know-how 6. I am afraid that; no one would want me 7. As a mentor I must be able to; teach, understand the next generation…

MENTORING DEATH Talk over you head or out of you league--if you do not know, admit it and refer the question or situation Inappropriate Relationships Secret rendezvous Opposite sex Your agenda, not theirs

CLARIFICATIONS AND INSTRUCTIONS Use a wide variety of options to keep experiences fresh and exciting Feelings of fear and inadequacy are normal, learn together The best mentoring relies heavily on the natural relationship and exchange between mentor and mentee When mentoring more than one person at a time, assure sessions are equally valid either for single or multiple mentees If you mentor more than one, forming groups similar in age and interests may help

CLARIFICATIONS AND INSTRUCTIONS “Ancient Wisdom” has a place--let the Word do the work Personal experiences are valuable and better than reading other’s successes Be willing to admit past mistakes and lessons learned--knowledge NOT experience is the best way to learn Encourage mentees that mistakes are not the end, they are steps to growth Be accountable for everything you do and say

SUMMARY LEADERSHIP KEYS MENTEE DIFFERENCES PERSONALITY OF A LEADER LEADER’S INVENTORY MENTORING KEYS MENTORING LEVELS FINDING A MENTOR REASONS TO MENTOR MENTEE DIFFERENCES FINDING A MENTEE SUGGESTIONS FOR MENTORING MENTORING MISTAKES MYTHS AND FEARS MENTORING DEATH CLARIFICATION AND INSTRUCTIONS

Questions?

THE END … or just the beginning?