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Mentoring Partnerships

Mentoring Partnerships. Tawny Shell Navarro Tawny.Navarro@Gmail.com. Objectives:. Understand the role of Mentor and Mentee.  Understand traditional, reverse, peer, and situational mentoring Practical steps for engaging someone to be your mentor Ideas for engaging with your mentee

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Mentoring Partnerships

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  1. Mentoring Partnerships Tawny Shell Navarro Tawny.Navarro@Gmail.com

  2. Objectives: • Understand the role of Mentor and Mentee.  • Understand traditional, reverse, peer, and situational mentoring • Practical steps for engaging someone to be your mentor • Ideas for engaging with your mentee • How these relationships can provide benefits to all

  3. Tawny Shell NavarroFind me at linkedinTawny.Navarro@Gmail.com Agile Coach at CivicPlus H.o.p.e. Mentor Career mentor Public Speaking Mentor Leadership Mentor

  4. the role of Mentor and Mentee The difference between Mentoring and Coaching

  5. Difference between Mentors and Coaches Mentor Coach an experienced and trusted adviser one who instructs or trains

  6. traditional, reverse, peer, and situational mentoring There are a multitude of ways you can be in a mentoring relationship. They are only limited by the number of people and situations available.

  7. traditional peer reverse Mentoring by Older experienced leader of younger less experienced person. Mentoring between a person who has lived through a specific experience and a person who is new to that experience. younger Person MENTORS AN OLDER Experience Worker Frequently to help them To learn about Current Trends

  8. Situational Group Distance Mentoring For a short time and an expressed purpose. Typically used to shorten the learning time. Closely related to Coaching Mentoring by one to a group of people or by a Group of mentors to one person Using Technology to Mentor someone who is physically distant from you

  9. steps for engaging someone to be your mentor Go forward Gently, consider their needs too,

  10. Start with a personal RetrospectiveThink about. . . • Mentoring is a two way street you must be ready to put the time in to succeed • Think about your schedule and current commitments • Be sure you are at a place where you can accept feedback and use it to grow • what it is you want, have you defined your goals? • What Job do you want? • What skill do you desire? • What is your personal style? • Is there a trait you would like to develop? • There are many test you can use to help learn more about yourself: • Myers Briggs is one of the most popular • What are your Tolerances? • Try a hot pen exercise to record these. They can show you areas you would like to grow in. • What are your Strengths? • You can ask friends to help you identify these

  11. Look for someone who has already reached your Goal People you already know Finding someone new • Look for someone that you work with that has the skills you would like • Look for a person in a position you would like to have in the future • Look for people in Groups you belong to. There are potential Mentors everywhere • Parents of your children’s friends • Social groups • Religious groups • Classes • Ask your Manager or Hr department for a mentor • Join a professional group; many have mentoring options • Check with your Chamber of Commerce • Ask at a college or trade school • Reach out to a Thought Leader on Linkedin or a Trade blog

  12. Reach out If you know them If you don’t know someone • Let them know you admire the way they handled something • Ask them for feedback about your work • Ask to join in a project they are leading • If the exchange over the request is positively received and you found the exchange helpful you can ask them to mentor you • Ask to Join formal mentoring programs offered by an organization you are part of • join and become active in Groups focused around the area of interest • Join groups that are focused on self-improvement • Join a civic group and volunteer to help on projects

  13. engaging with your mentee You don’t have to know it all to be a Mentor. This is a great way to grow your skills too!

  14. To help them succeed • Consider how much time you can commit to this; better to start out slow and be sure you have the time • You are building a team, Coach to improve skills Cheer when they Reach a Goal • Begin building a zone of trust • Practice being a good listener • Find out what their goals are • Help them brainstorm steps to reach them • Then gently push them out of their comfort zone • Teach them to reflect on their progress regularly: what should be continued, what should be started, What should be stopped • Introduce them to your network • Guide them to groups that can help them grow • Suggest books or classes that you have found helpful

  15. Ways to get the conversation Flowing • Ask open ended questions • Use the Five Whys Technique • Share your stories • Be an active listener. Ask Questions, take notes

  16. Questions to start with • Is there a particular activity or project at work that is giving you problems? • What are your immediate goals and What are you long term goals? • Do you need to gain knowledge in a specific area? • What is your top priority? • How would you rate how this project went?

  17. these relationships can provide benefits to all You, the mentor/mentee, your organization

  18. Benefits Mentor Mentee Organization New knowledge Team building skills Increased network Better EQ Better leadership Broader viewpoints Better communication skills New knowledge Teambuilding skills Better introspection skills Improved goal setting skills Increased network New Viewpoint Leadership skills Cross trained members Stronger Teams Intergenerational cooperation Higher EQ of members Members committed to growth Better leaders Better communicators

  19. References • Much was Learned from the Many organizations and the people in them that have shared knowledge and Mentored me over the years and I can no longer identify the specific source of the information • google images. (2018). Retrieved from google: https://www.google.com/search?q=computer+call+images&rlz=1C1MKDC_enUS773US773&tbm=isch&source=iu&ictx=1&fir=UUsPT6BafDODbM%253A%252CjeNkmDhB4G0wVM%252C_&usg=AI4_-kQNOf77jK0kChmk2DN4rllT_r9IyQ&sa=X&ved=2ahUKEwjGjL6Z9uLdAhVC7qwKHcp5D3IQ9QEwA3oECAUQCg#imgrc= • Labin, J. (2017, August 22). How to Formalize Mentoring. Retrieved from SHRM: https://www.shrm.org/resourcesandtools/hr-topics/organizational-and-employee-development/pages/how-to-formalize-mentoring.aspx • Snyder, B. (2018). K-State Coach. (CivicPlus, Interviewer) • Toyoda, S. (n.d.). 5 Whys of Toyoda Sakichi Toyoda. Toyoda Traditions. • Types of Mentoring for Today's Workplace. (2015, January 14). Retrieved from Insala.com: http://www.insala.com/Articles/Mentoring-software/types-of-mentoring-for-todays-workplace.asp

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