Mentoring

Ninety percent of the world¶s woe comes from people not knowing themselves, their abilities, their frailties, and even their real virtues. Most of us go almost all the way through life as complete strangers to ourselves.
--Sydney Harris

People who grow up in difficult circumstances and yet are successful have one thing in common. at a critical juncture in their adolescence. --Bill Clinton . they had a positive relationship with a caring adult.

If you want to see improvements not just in the skills of individuals.get involved. . but also in your business --.

A single conversation across the table with a wise man is worth a month¶s study of books. --Chinese Proverb .

Mentoring is a mutual learning partnership in which individuals assist each other with personal and career development through coaching.definitions Mentoring is a term used to help. work or thinking.Mentoring --. role modeling couseling. . sharing knowledge and providing emotional support. Offline help from one person to another in making significant transitions in knowledge. advise and guide employees through the complexities of the business.

Mentoring --. . bringing visions to life and enabling people to achieve. it includes facilitating. and one whom the learner identifies as having enabled personal growth to take place. A mentor is that person who achieves a one-to-one developmental relationship with a learner.definitions Creating possibilities and providing guidance and support to others in a relationship of trust.

A Mentor is a: ‡ Friend ‡ Philosopher ‡ Guide .

Identify your own mentors: ‡ Who took an interest in my welfare and development at a time when I was taking on challenges. such as starting a new job? ‡ Who has been a useful role model in my life? ‡ Who helped me uncover and use a hidden talent or ability? ‡ Who helped me face and resolve a difficult situation in my personal and / or professional life? ‡ Who challenged me to acquire a new vision and take a new direction? .

Dimensions of Mentoring INFLUENCE (Directive) COACH GUARDIAN INTELLECTUAL NEED (Challenging) EMOTIONAL NEED (Nurturing) NETWORKER/ FACILITATOR COUNSELLOR (Non-Directive) INFLUENCE .

Mentoring positioned much more around the whole person and the big picture Line manager. developmental intervention Coaching is seen more skill related. mentoring as positive. not seen as appropriate to take a mentoring role.larger issues Coaching (the How). Coaching addresses specific issues. Mentoring --. with specific capabilities-linked outcomes Line managers often called upon to coach. Mentoring is long term. Coaching normally short term. Mentoring (the Why) . due to performance management responsibility.A Mentor & a Coach: the difference ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Coaching earlier seen as a remedial activity.

Important aspects of mentoring: ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Need to be both people and task oriented Should like to contribute to professional development of others Must be a good listener Have empathy. not sympathy Must be creative Should not injure the mentee¶s self-esteem Need political savvy Good at generating alternatives Need comfort at the feeling level .

Important aspects of mentoring (contd.): ‡ ‡ ‡ ‡ ‡ Held in high esteem by people working with Don¶t make decisions for the mentee Don¶t develop dependency Be a role model to the mentee Should have actively sought mentors themselves .

Learning technical skills and knowledge . Specific learning functions: .Learning organisational policies .Learning current jobs .Possible forms of Mentoring help: A.Learning organisational culture .Being prepared for future jobs / promotions .

General Career Development functions: .Making career moves .Obtaining protection . recommendations .Possible forms of Mentoring help: B.Obtaining sponsorship.Obtaining challenging tasks .Clarifying work / Career goals .Getting achievements showcased .Obtaining endorsement for acts / views .

Personal help functions: .Obtaining a confidante .Achieving trust .Obtaining praise .Obtaining moral support / encouragement .Achieving friendship .Obtaining a Role Model .Possible forms of Mentoring help: C.Obtaining counselling .

Support and counsel Listen.The Mentoring Process: Exploration ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Take the lead Pay attention to the relationship and develop it Clarify aims and objectives of mentoring. ask open questions Negotiate an agenda Take lead in creating rapport Show your commitment to your mentee Give it time. be patient Help mentee arrive at his / her own answer Resist temptation to give advise .

Help cope with new changed conditions .The Mentoring process: New understanding ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Support and counsel Give constructive feedback Coach and demonstrate skills Listen and challenge. be supportive and sensitive Challenge positively. ask closed and open questions Recognize strengths and weaknesses Establish priorities. offer encouragement once on the track If mentee is resistant. identify developmental needs Give information and advice Share experiences and tell stories Be flexible and resourceful.

don¶t expect every meeting to end in an action plan Affirm and celebrate progress . monitor progress and evaluate outcomes Plans are followed through when the mentee owns the solution Give advice and direction sparingly Enhance commitment to change by clear agreements and target setting Look after the relationship.The Mentoring process: Action Planning ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Examine options for action and their consequences Attend to the mentoring process and the relationship Negotiate and action plan Encourage new and creative ways of thinking Help to make decisions and solve problems Agree action plans.

it is directive ‡ If mentor encourages the mentee to set the agenda. ‡ Effective mentors keep wisdom to themselves . initiate meetings. stimulate development of self-reliance. the relationship is relatively non-directive ‡ If mentor plays the role of the expert. mentee feels less empowered ‡ The most effective relationship (where personal development is desired) are those in which the mentee is relatively proactive and the mentor is relatively passive or reactive.Who is in charge? ‡ When the mentor takes responsibility. come to his / her conclusions.

The Meeting and Sharing process The Mentor: Listens Questions Summarizes Seeks options Seeks goals Asks for priorities The Mentee: Informs Clarifies Listens Lists options Selects goals Prioritizes The Mentee decides .

quality of excellence ± Functional skills ± Sympathetic understanding Empathy ± Guide ± Contacts ± Analytical ability .Mentee expectations from mentors: ‡ Abilities: ± Listening skills ± Questioning ± Competence Technical.

Mentee expectations from mentors: ‡ Qualities: ± Varied perspective ± Broad perspective ± Stimulating foresight nourish his drive ± Relationship and process change as assignment progresses ± Approachable ± Loyal friend .

Mentee expectations from mentor: ‡ Attitudes: ± Respectful ± Non-critical ± Forthright ± Positive attitude ± Supportive .

You may need a mentor as well Don¶t expect to have all the answers Help your mentees access resources and further support Be clear about expectations and boundaries Stand back from the issues raised by mentee but work on them together Respect confidentiality If the relationship falters. hang on there .Tips for Mentors: ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Maintain regular contact Always be honest Avoid being judgemental Recognize that you have your own need for support.

Tips for Mentees: ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Accept challenges willingly Maintain a positive view of self Share with the mentor how you feel about the way the relationship is working Be active in your own development Have faith and trust in your own mentor Be willing to discuss issues openly Take a few risks in order to progress Don¶t expect too much of your mentor Think about other ways to develop yourself outside the mentoring relationship Talk about the end of your relationship when it comes .

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