MENTORING

A MANAGEMENT TRAINING TOOL

THE MENTOR WHO MENTORED ME

Contents
What is Mentoring? What are the Benefits? To addd)

Origin
Mentor In Greek mythology, a friend and counselor of the hero Odysseus and tutor of his son Telemachus Telemachus. In Modern English, the tutors name has become an eponym for a wise, trustworthy counselor or teacher. Lord Krishna The greatest known Indian mentor. The proponent of the Bhagvad Gita Gurukulas The early days of Mentoring

What is Mentoring?
Mentoring is a developmental partnership where one person shares knowledge, skills, kill i information, f ti and d perspective to foster the personal and professional growth of someone else.
Mentoring Mentoring is a brain to pick pick, an ear to listen, and a push in the right direction. by John Crosby

What is Mentoring?
Off-line help by one person to another in making ki significant i ifi transitions, ii in i knowledge, k l d work or thinking
Mentor serves as
A role model Coach C h A Confidante

It also provides a highly confidential way to share and explore problems problems, difficulties and strategies...."

What is Mentoring?
Mentoring can be defined as relationships at work that provide a variety of developmental functions

Career functions
Those aspects of a relationship that enhance learning the ropes and preparing for advancement in an organization Your Contribution
Experience/organizational rank/influence Role model to emulate

Psychosocial y Functions
Those aspects of a relationship that enhance self competence, clarity of identity Your Contribution
Initiate /establish interpersonal bond to foster mutual trust

What is Mentoring?

Career Functions
Sponsorship

Opening doors for the mentee Teaching the mentee the ropes and providing feedback A i as a buffer Acting b ff when h necessary Creating C ti opportunities t iti for f the th mentee t to t demonstrate d t t competence Provision of interesting and stimulating work

Coaching Protection

Exposure

Challenging work

What is Mentoring?

Psychosocial Functions
Role modeling
Demonstrating valued behavior, attitudes and skills Listening, trust and rapport to help resolve personal and professional dilemmas Provision of support and reinforcement Mutual caring and sharing of experiences outside the work setting

Counseling

Acceptance and Confirmation

Friendship

Why Mentoring?
Leverage collective experience of our people Create effective and supportive work environment Benefit B fit both b th individuals i di id l and d the th organization i ti

Characteristics of Effective Mentors

Are professionally competent Are trustworthy Are consistent Have the ability to communicate Are willing to share control Set high standards Are willing to invest time and effort Actively steer protgs into important work

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Mentors Role
Give vision and insight Support and encouragement Acts as a role model and volunteer time A Approachable h bl Explains unwritten rules, corporate cultures and values Political circumstances to frame decisions Guidance in developing leadership competencies Help in identifying career opportunities Time and energy to develop the mentoring relationship A trusting and meaningful relationship Help in developing self-confidence and self-esteem

Why Protgs Need Mentors

Improve p and develop p skills and career opportunities Learn about organization and key players l Explore their untapped potential New hire on boarding Develop their leadership skills Make valuable contacts within the company Enhance career advancement opportunities t iti

PHASES OF THE MENTORING RELATIONSHIP

Intensity of l learning i D R R = Building Rapport D = Setting Direction

Progression i

Maturation i

e Time

The Mentors Map p

Skills of Mentor
CARE

REACH

TEACH

SHARE

The Mentor Mentor-Mentee Mentee relationship

Sh Shared d responsibility ibilit Regular structured contact
Mi Minimum i of f two t meetings ti a month th Assist the mentee to be capable of thinking and acting independently p y

Mutual respect Assignments for the mentee

Minimum of one assignment per quarter

MENTORING INVOLVES
Al Always S Sometimes ti N Never
discipline performance management assessment for a thi d party third t supervision listening with empathy using coaching sharing s a ge experience pe e ce be av ou s behaviours and learning providing help and support developing insight thro gh reflection through challenging being a sounding opening doors board professional friendship

MENTORING GROUND RULES

Confidentiality of information about mentee The mentees use of the mentors authority and contacts Reasonable and unreasonable behaviour between the two parties The allocation of time to the relationship Issues that are off limits to the mentoring relationship

What are the benefits of Mentoring?

Understand culture Cover the same ground faster Career advice Diverse Viewpoints Non-threatening Non-evaluative environment

WHATS IN IT FOR THE COMPANY?

Better recruitment and retention of key staff Develop p managerial g and leadership p talent among g the ranks Reinforcement of culture change Increased productivity Communication across boundaries

Developing l i two for f the h price i of f one! !

WHATS WHAT S IN IT FOR THE MENTEE?

Source of advice and guidance R Reassurance Personal reflective space Source of challenge Learn customs Develop p confidence Access to networks But not sponsorship Develop an occupational identity and relationship with another employee during the initial stages of career Develops necessary skills and a sense of competence through interaction and feedback

WHATS IN IT FOR THE MENTOR?

Own learning g Insight into relationships with own direct reports Satisfaction at seeing someone else grow Opportunity to be challenged But not status, financial reward, ego-massage

Mentoring g is..
...when a person strategically affects the professional
life of another. This is accomplished by fostering insight, identifying needed knowledge and expanding th skills the kill of f the th mentee. t The mentor/manager is a guide; he or she models models, teaches, coaxes, challenges, coaches and pushes the mentee toward new horizons. When mentoring occurs, the mentee learns something that otherwise would be acquired less thoroughly, thoroughly more slowly or not at all.