Mentoring Objectives At the end of the session, participants will be able to: Differentiate between the terms mentoring, mentee, sponsor & role model Differentiate between the terms mentoring, mentee, sponsor & role model Identify the motives for mentoring Identify the motives for mentoring Describe the benefits/challenges of mentoring Describe the benefits/challenges of mentoring Appreciate mentors motivation and concerns Appreciate mentors motivation and concerns Structuring the mentoring roles Structuring the mentoring roles ELDP mentoring model ELDP mentoring model

Session Outline Definition of the terms – Mentoring Definition of the terms – Mentoring - Mentee - Mentee - Sponsor - Sponsor - Role model - Role model Motives for mentoring Motives for mentoring Benefits/challenges of mentoring Benefits/challenges of mentoring Structuring the mentoring roles Structuring the mentoring roles ELDP mentoring model ELDP mentoring model

Sponsor An active booster or advocate for any number of people. E.g. sponsor can finance an event, activity or recommend for promotional opportunities or establish scholarship funds.

Role model Person who is held in high esteem by any number of people sometimes without even knowing that he/she is being viewed in this favorable light. Sometimes can perform the same function as sponsor.

What is Mentoring? A structure and series of processes designed to create effective mentoring relationships, guide the desired behaviour change of those involved and evaluate the results for mentees, the mentors and the organization

Functions of a Mentor Act as a source of information on the mission and goals of the organization Act as a source of information on the mission and goals of the organization Provide insight into the organization’s philosophy of human resource development Provide insight into the organization’s philosophy of human resource development Tutor specific skills, effective behaviour and how to function in the organization Tutor specific skills, effective behaviour and how to function in the organization Give feedback on observed performance Give feedback on observed performance Coach activities that will add to experience and skill development Coach activities that will add to experience and skill development Serve as confidant in times of personal crisis and problems Serve as confidant in times of personal crisis and problems Assist the mentee in plotting a carrier path Assist the mentee in plotting a carrier path Meet with the mentee at agreed time intervals for feedback and planning Meet with the mentee at agreed time intervals for feedback and planning Agree to a no fault conclusion between the mentee and the natural boss. Agree to a no fault conclusion between the mentee and the natural boss.

What are the motives for mentoring? Need for leadership. Most leaders became highly proficient through learning from experience Need for leadership. Most leaders became highly proficient through learning from experience Linking the theory-based formal education to the real world mgt and administrative needs Linking the theory-based formal education to the real world mgt and administrative needs Disenchantment with traditional training Programs Disenchantment with traditional training Programs Awareness of the needs of an increasing diverse work force Awareness of the needs of an increasing diverse work force Need for succession Planning and Management Development Need for succession Planning and Management Development

Benefits of mentoring to the mentor Enhanced self esteem Enhanced self esteem Revitalized interest in the work Revitalized interest in the work Close relationship with the mentee Close relationship with the mentee Financial rewards Financial rewards Fulfillment of own development Fulfillment of own development Professional assistance on own development Professional assistance on own development Request suggests that you are respected, admire and noticed Request suggests that you are respected, admire and noticed Mentee can be a breadth of fresh air Mentee can be a breadth of fresh air Executive who wants to leave a legacy Executive who wants to leave a legacy

Mentee Protégé, candidate, aspirant, advisee, counselee, trainee e.t.c Has the following characteristics: Willingness to assume responsibility for own growth and development Willingness to assume responsibility for own growth and development Assessed potential to succeed in one or more levels above the present position in the organization Assessed potential to succeed in one or more levels above the present position in the organization Ability to perform in one or more skill area Ability to perform in one or more skill area A record of seeking challenging assignments or new responsibilities A record of seeking challenging assignments or new responsibilities Receptivity to feedback and coaching Receptivity to feedback and coaching

Benefits of Mentoring Increased productivity Increased productivity Cost effectiveness Cost effectiveness Improved recruitment efforts Improved recruitment efforts Increased organizational Communication and Understanding Increased organizational Communication and Understanding Enhancement of services offered by the organization Enhancement of services offered by the organization Improvement in Strategic and Succession Planning Improvement in Strategic and Succession Planning

Challenges of Mentoring Frustration Frustration Commitment Commitment Coordination with other programs Coordination with other programs Complicated and Expensive Administration Complicated and Expensive Administration

Mentees Targeted development activities Targeted development activities Increased likelihood of success Increased likelihood of success Less time spent in wrong position Less time spent in wrong position Pygmalion Effect Pygmalion Effect Increase awareness of the organization Increase awareness of the organization

Challenges Expectation that mentee will neglect core job Expectation that mentee will neglect core job Having Unrealistic Expectation About Promotion Having Unrealistic Expectation About Promotion Being unable to Take Responsibility for Own Development Being unable to Take Responsibility for Own Development Being the object of jealousy and gossip Being the object of jealousy and gossip Having a mentor who does not keep appointments Having a mentor who does not keep appointments

Selecting a Mentor Strong interpersonal skills Strong interpersonal skills Organizational knowledge Organizational knowledge Exemplary supervisory skills Exemplary supervisory skills Technical competence Technical competence Personal Power and charisma Personal Power and charisma Status and prestige Status and prestige Willingness to be responsible for someone else’s growth Willingness to be responsible for someone else’s growth Ability to share credit Ability to share credit Patience and risk taking Patience and risk taking Look for: Look for: a person who both talks & listens a person who both talks & listens With extensive network of resources With extensive network of resources Has managed people/groups successfully Has managed people/groups successfully Person with skills mentee needs in at least 1 or more Person with skills mentee needs in at least 1 or more Find the person who makes he news & is respected Find the person who makes he news & is respected Person whose opinions are sought Person whose opinions are sought Initiates coaching contact with others Initiates coaching contact with others Person who talks and behaves teamwork Person who talks and behaves teamwork Who says give it a try Who says give it a try

Desirable Characteristics of a Mentor Willingness to assume and visibly demonstrate leadership Willingness to assume and visibly demonstrate leadership People oriented behaviour People oriented behaviour Regarded as successful in the business Regarded as successful in the business Willingness to assume responsibility and accountability as a mentor Willingness to assume responsibility and accountability as a mentor Knowledge about the firm’s goals, policies, functions, communication channels, training programs Knowledge about the firm’s goals, policies, functions, communication channels, training programs Willingness to help set development goals, coach and give feedback Willingness to help set development goals, coach and give feedback Aware of resources available within and outside of the organization Aware of resources available within and outside of the organization Committed to the development of staff Committed to the development of staff Willingness to share personal experiences relevant the needs of the participants Willingness to share personal experiences relevant the needs of the participants

Negotiating Agreements Two elements to be specified: Specific role of the mentor Specific role of the mentor Goal of the mentee Goal of the mentee

Other components of the Agreement Confidentiality parameters Confidentiality parameters Duration of relationship Duration of relationship No fault termination No fault termination Frequency & type of meeting Frequency & type of meeting Guarantees of promotion Guarantees of promotion Agreement forms Agreement forms Discuss how sensitive issues will be handled Discuss how sensitive issues will be handled Set a realistic and flexible stopping date Set a realistic and flexible stopping date Discuss no fault conclusion Discuss no fault conclusion Consider specific activities & ease of contact when establishing mtg times & types Consider specific activities & ease of contact when establishing mtg times & types Clearly state the guarantees if any Clearly state the guarantees if any Prepare suggested agreement forms Prepare suggested agreement forms