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

2. 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.

3. 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.

4. 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.
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All rights reserved. Copyright © Management Mentors, Inc.

5. 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
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All rights reserved. Copyright © Management Mentors, Inc.

6. 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.
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All rights reserved. Copyright © Management Mentors, Inc.

7. 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
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All rights reserved. Copyright © Management Mentors, Inc.

8. 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
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All rights reserved. Copyright © Management Mentors, Inc.

9. 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.
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All rights reserved. Copyright © Management Mentors, Inc.

10. 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.
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All rights reserved. Copyright © Management Mentors, Inc.

11. 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
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All rights reserved. Copyright © Management Mentors, Inc.

12. 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
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All rights reserved. Copyright © Management Mentors, Inc.

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

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

15. 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
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All rights reserved. Copyright © Management Mentors, Inc.

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

17. 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.

18. 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 .
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19. FORMULA FOR A SUCCESSFUL MENTORING RELATIONSHIP
Management Mentors, Inc.
2007
FORMULA FOR A SUCCESSFUL MENTORING RELATIONSHIP
2007
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2007
All rights reserved. Copyright © Management Mentors, Inc.

20. 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.

21. 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
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All rights reserved. Copyright © Management Mentors, Inc.

22. 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
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All rights reserved. Copyright © Management Mentors, Inc.

23. STAGES IN A MENTORING RELATIONSHIP
Management Mentors, Inc.
2007
STAGES IN A MENTORING RELATIONSHIP
2007
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2007
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24. 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
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25. 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
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26. 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
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27. 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

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

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

30. 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?

31. 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?

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