Growth Journey

Mentoring

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What is mentoring? The mentoring relationship…

It is a relationship between a mentor and a mentee
where the mentor shares resources, experiences and
expertise to guide the mentee´s career growth.
The core of the mentoring process is the
professional relationship between mentor and
mentee.
• is a relationship between two persons with certain qualities
such as trust, commitment, authenticity, honesty and integrity.
• is a series of conversations to promote exchange of
experience.
• is done by one person to another who is not in the same
reporting line.

• is a mentee driven process for 6 months to 2 years.

A mentor can be anyone offering a different
perspective - due to working in a field you are inter- • has trust and openness at its core.
ested in, with more experience, coming from another
culture. • every employee can engage in.

• must be rewarding for both the mentee and the mentor.

Mentoring can also include learning from someone
more junior or with different skills and experiences. • must not follow a strictly defined process but follow individual
needs of mentee and mentor.
There are no limits and mentoring can happen on • is a learning relationship and framework in which
different levels and can also take place cross- suggestions can be made.
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Mentoring has benefits for the mentee as well as for the mentor

Benefits for the mentee Benefits for the mentor

• Gain support for driving your own career • Get fresh ideas and inspiration, share
and helps you with development planning. experience, transfer of know-how and
knowledge.
• Opportunity to receive feedback and
suggestions for professional and personal • Gain deeper insight into (other) business
growth. areas.
• Increase your time for self-reflection. • Open your horizons and get new
perspectives.
• Help you with evaluation of your
strengths. • Reflect on your own career path and
actions.
• Give the possibility to expand your
professional network. • Get to know talents.
• Possibility to open new horizons and
getting new perspectives, expose you to
intercultural and learning experiences.
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The role & responsibilities as a mentee are the following

• Initiates the first contact with the mentor and uses the
mentor-mentee relationship as an instrument for
further development.
• Drives the relationship – schedules the meetings,
establishes goals and sets the agenda of each meeting.
• Actively seeks challenging assignments and greater
responsibilities.
• Is honest and open to self-reflection and talks
constructively about new ideas.
• Is respectful and responsive to feedback on
strengths and potential for improvement, whether
you implement the advice or not.
• Establishes clear expectations and commitment to
the mentor and asks for the same.

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The role & responsibilities as a mentor are the following

• Listens and uses questions to understand.

• Gives advises on challenging personal and professional
situations.
• Encourages self-reflection and strengths of the mentee.
• Is able to help the mentee learn and overcome problems
for themselves.
mentor
• Gives critical but constructive feedback on their personal
skills and behavior.
• Acts as a “guide” - shares and puts own experience at
the mentee’s disposal.
• Supports the planning and implementation of development
activities.
• Gets the mentee involved in his/her network.
• Creates time and is reachable for the mentee in spite of
workload.
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Why is Mentoring important to Siemens The 5 steps of Mentoring
Energy?

It is an important part of employee development and

fosters a culture of trust and knowledge. Mentoring
supports the engagement of employees and encourages 5. Closure of
them to own their career. mentoring
relationship

How to start a Mentoring?

4. Ongoing meeting
• There is no formal process. Just think of someone you
want to learn from within your own network.

• You can also ask your manager or colleagues to think 3. Prepare and
manage the first
of someone in their network. meeting

• The 5 steps of Mentoring give a good guide to

structure your program. 2. Find a mentor

1. Identify personal
and professional goals
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First meeting -
is a “chemistry session” and sets the tone for your partnership
Getting to know each other
Start by learning about each other and
connecting on a personal level.
Be prepared to share your professional
background along with any personal information
you feel appropriate:
• Yourself as a person
• Your career so far
• Formative learning experiences
• Current tasks and projects
• Personal values and basic opinions
• Experiences and characteristics that are not
immediately apparent
Setting rules
Setting rules early in your relationship will
help you to avoid many problems later on.
These could be:
• How meetings and discussions be initiated and
organized
• Frequency, duration and structure of meetings.
• Appropriate channels of communication (both
how and when).
• The importance of two-way confidentiality.
• How to deal with third parties (Manager,
Program Manager).
• Establishment of a periodic check-up and ways
to measure the success of the relationship.
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First meeting -
sets a direction to your partnership

Defining goals

Focus precisely on what needs developing.

At this point, you can start by discussing some of the mentee needs, goals and interests:

• Specific skills needed to develop for current or future roles?

• What should the mentoring achieve?
• What are the expectations and wishes of the mentee and the mentor?
• What challenges does the mentee face in the near future and what aspects of these might need to be discussed?
• Ask yourself the following questions:
• What exactly do you want to learn? (soft skills, leadership capabilities, working methods, working styles etc.)
• What kind of support are you looking for while pursuing this learning goal?
• Formulate the goals as precisely as possible. Not: “I want to become more self-confident” but rather more precisely:
“I want to act more self-confidently when being in contact with Mr XY, which means …” Be realistic and precise.
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Ongoing mentoring -
key to a successful mentoring is to ask questions
Conduct discussions about alternative
behaviors, perspectives and assessments.
• The mentor is not responsible for resolving the
problem.
• Do not allow yourself to tell the mentee what s/he
should do in your opinion, ask questions.
• Your role is to support the mentee in the process
of finding a solution and to make him/her aware
of aspects that they themselves may not see.
• The mentor can discuss the potential
implementation strategies with the mentee, but
the mentor should only take a questioning role
and support the mentee in reflecting on the
selected potential solution.
Investigative questions – use for gaining
information.
• “What have you accomplished so far?”
• “How long has this been going on?”
• “What has happened?”
Explorative questions – use to encourage
discussion, provoke thought and drive reflection
• “How about the benefits or negatives of this?”
• “Which obstacles might occur?”
• “What else could you have done?”
• “What have you learned from this?”
• “What is your reasoning on this?”
• “How did you contribute to this outcome?”
Reinforcing questions – use top drive action.
• “What will you do first?”
• “Which resources do you have?”
• “What do you want from this?”
• “What must you do to make it happen?”
• “How will you react when you hit obstacles?” 9
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Closure of mentoring -
continue a relationship as colleagues, partners and friends in Siemens
Energy

Review your Relationship and Celebrate Success

At the end of your agreed mentoring relationship both of you need to recognize your achievements and start
assessing the outcomes of the relationship.

Make a special effort to summarize your key learning.

Discuss personal and job-related outcomes.

• Do you feel better prepared to develop your career?

• Are you now more confident about your abilities?
• Have you enhanced your competence in critical areas?
• Did you achieve what you expected to achieve and how?
• How will you use what you learned for the future?

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 Growth Journey
Reverse Mentoring

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What is Reverse Mentoring
Reverse Mentoring is a way to encourage learning and
relationships by pairing a junior employee acting as
Mentor to share expertise with a senior colleague as
Mentee on various topics of strategic and cultural
relevance.
The mentee wants to learn about a new trend, a new
technology, or get insights into some topics. The mentor
brings a unique viewpoint or technical expertise that they
can share with the mentee.
Reverse mentoring helps driving organizational
excellence, increases employee engagement, foster
talent development, and solve a concrete business
problem by the relationship between mentor and
mentee, the transfer of both knowledge and experience
during the sessions, and the framework’s orientation on
a business problem.
Reverse Mentoring also helps to foster an
environment of growth and learning.
Reverse Mentoring benefits
• Exchange on topics which are relevant and can be
applied and tried out directly in the working
environment.
• Generate new ideas and get different perspectives.
• Lead to better decisions from executives with new
knowledge.
• Learn to appreciate different ways of thinking.
• Create an opportunity for knowledge transfer.
• Strengthen relationships and makes employees feel
more connected to the company and its values.
• Enhances a results-oriented relationship, to solve a
business issue.
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 What is in it for me as a mentor
The organization benefits • Learn from the mentee’s knowledge about organizational cultural aspects, how
the business works, exposure to of how to achieve results in the organization.
from the connection of • The mentor is put in a position that would normally not be possible until much
mentor and mentees, and later in the career, by informing, advising, and coaching an executive.
• If the mentee and mentor are geographically or organizationally separated, the
the ensuing mentor also can benefit of understand a different market (both geographic or
product-based). This can expose the mentor to a new set of approaches,
collaboration. assumptions, processes, and customers.

What is in it for me as a mentee

• The sharing of knowledge based on the technical expertise or viewpoint of the
younger employee. This knowledge should be required to help the executive
navigate their market of expertise, most preferably as part of a real business
issue that needs to be addressed.
• The opportunity to hone and refine established leadership practices, based on
feedback, discussion and open dialogue with less-experienced colleagues.
• There is a lot to be learned from a junior employee regarding technology and
inclusive work environments as they are more social in nature.
• As a mentee you will find there are many opportunities to share your expertise
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Reverse Mentoring – How to get started in Siemens Energy

B e f o r e yo u s t a r t , define your main objective in reverse mentoring: a different organizational

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perspective, a better understanding of technology, a different generational perspective
Understand
yo u r n e e d
D e t e r m i n e w h o you would like to connect with, what background, skills or talents would
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support what you want to accomplish.

F i n d a c o l l e a g u e i n S i e m e n s E n e r g y C o s m o s and reach out to establish a potential

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connection.
Finding a
Mentor to
work with D i s c u s s e x p e c t a t i o n s At the start, take time to discuss what both parties expect: What
4 each of you want from the session(s) and how you might want to go about learning together;
discuss also boundaries like confidentiality.

C o m m i t t o m e e t i n g t i m e s , successful reverse mentoring relationships start with a

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Ensuring commitment to meeting times and coming prepared for session.
a benefit
6 D e t e r m i n e t h e c o n c l u s i o n , once the objectives of the interaction have been reached, it is
important to conclude the relationship. 14
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Tips for successful Reverse Mentoring
Identify an actionable
business problem
A successful reverse mentoring
relationship produces tangible
results.
Reverse mentoring will be more
successful when the focus is on a
broader business need, rather
than one specific technology or
task.
Expand your network
The connection of two individuals
across the hierarchy and from
different areas of the business
maximizes the potential of reverse
mentoring.
Meet regularly
Meetings need to be frequent
enough so that the mentor and
mentee have routine opportunities
for exchanging meaningful
dialogue – listening to each other
and engaging in motivational
conversation about business.
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