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Course Objectives

Course Objectives. Define and discuss what it means to be a mentor Review the 5 components of mentoring Understand requirements and traits of good mentors Learn tips for improving interpersonal skills Discuss 3 different types of mentoring Review guidelines for and contributions from mentors

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Course Objectives

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  1. Course Objectives • Define and discuss what it means to be a mentor • Review the 5 components of mentoring • Understand requirements and traits of good mentors • Learn tips for improving interpersonal skills • Discuss 3 different types of mentoring • Review guidelines for and contributions from mentors • Define the 3 different mentoring relationships • Discuss elements important for protégés • Review logistics, concerns, and 7 points to remember • Learn a formal mentoring process

  2. “In times of massive change, learners inherit the world, while the learned remain beautifully equipped to deal with a world that no longer exists.” – Eric Hoffer

  3. Mentoring Defined A developmental, caring, sharing, and helping relationship where one person invests time, know-how, and effort in enhancing another person’s growth, knowledge, and skills, and responds to critical needs in the life of that person in ways that prepare the individual for greater productivity or achievement in the future.

  4. 5 Components of Mentoring

  5. Requirements to be a Mentor • Commitment • Confidence • Interest in others’ growth • Desire to share • Improve something bigger than self

  6. Characteristics of Good Mentors • Strong interpersonal skills • Organizational knowledge • Exemplary supervisory skills • Technical competence • Personal power and charisma • Status and prestige • Willingness to be responsible • Ability to share credit • Patience and risk taking

  7. The Best Mentors • Have successfully managed groups • Possess skills others need • Make news and are respected • Initiate coaching contacts • Say, “Give it a try!”

  8. Tips for Improving Interpersonal Skills • Don’t criticize others or yourself • Say “Thank you” when complimented • Be sensitive to others—don’t gossip • Treat others with respect • Praise and complement others when deserved • Smile—even when you don’t want to • Be cheerful • Solve problems; don’t create them • Listen 80%; talk 20% • Practice patience • Don’t interrupt • Be assertive

  9. Mentoring Goals • Advance the interests of special groups • Conserve and transfer special know-how • Encourage protégé contribution • Bring employees together in a new social environment • Help individuals reach their full potential • Develop a more civil society

  10. Situational Types of Mentoring • Informal • Formal

  11. Situational Types of Mentoring • Informal • Situational Mentoring • Short, isolated episodes • Spontaneous • Seemingly random • Casual • Creative • Responsive • Mentor initiated • “one-time” events • Protégé’s responsibility • Results unclear • Formal

  12. Situational Types of Mentoring • Informal • Informal Mentoring • Protégé’s immediate needs • Voluntary • Personal • Flexible • Periodic assessments • Team mentoring

  13. Types of Mentoring • Informal • Formal Mentoring • Expected outcomes • Creates opportunities • Time limits • Relationship is critical • Orientation process • Consistent encouragement • Formal

  14. Guidelines for a Successful Mentor Behaviors to Avoid • Telling • Criticizing • Rescuing • Sponsoring • Building barriers • Ignoring • Discounting

  15. Guidelines for a Successful Mentor Behaviors to Practice • Listening • Giving feedback • Providing information • Shifting context • Confronting • Encouraging • Exploring • Asking

  16. Contributions from Mentors Contributions • Technical competence • Knowledge • Good health • Understanding of others • Social skills • Insights into cultural differences • Trends and historical origins • Personal data bank • Development of values

  17. Personal Assessment

  18. Mentoring Relationships • The Role Model • The Career Counselor • The Leadership Coach

  19. Mentoring Relationships • The Role Model • The Career Counselor • The Leadership Coach

  20. Mentoring Relationships • The Career Counselor

  21. Mentoring Relationships • The Leadership Coach

  22. Mentoring Relationships: Activity

  23. Benefits to a Protégé • Opportunity to learn • Test new ideas • Gain insight • Help improve organization • Define career objectives • Valuable exposure • Access to coaching or counseling • Access to leadership

  24. Protégé Success Factors • Initiate frequent contact • Keep commitments • Express feelings • Contribute ideas • Discuss failures and successes • Build the relationship • Value respect, trust, and openness • Know that mutual gain is the goal • Appreciate the mentor • Value mentor’s interest • Be self-empowering • Be open to feedback • Set expectations • Communicate problems • Achieve mentor’s objectives

  25. Getting Started: Agreements • Punishment free • Unmet expectations • Mutual goals • Protégé takes risks • Mentor helps and supports • Expect personal change and growth

  26. Logistics and Concerns • How often will we meet? • How long will our meetings last? • Where will we meet? • On which weeks of the month will we meet, and on which days? • Who will be responsible for setting up our meetings? • What time will we meet: during lunch, before/after work, during work? • How do we go about canceling a scheduled meeting? • What is the best way to contact each other? • What ideas do we have to get activities organized? • How do we alter this agreement if it becomes necessary?

  27. Protégé to Mentor • I want to achieve… • I want to know… • I want specific skills… • You should know… • What would be helpful… • Organization future changes… • Rewarded behaviors… • Discouraged behaviors… • What I need to be better…

  28. 7 Points to Remember • Participants may need to unlearn information • The information–age model is part of today’s success paradigm • Participants should draw upon their own experiences • The mentoring partnership has changed • Roles can be switched • The mentoring partnership entails constraints • Mentoring is voluntary

  29. Summary • Mentors play an important role for the organization’s future • The best mentors meet certain requirements and exhibit certain characteristics • Different situations require different types of mentoring • There are 3 primary mentoring relationships • Protégés play a critical role in the relationship • 7 points to remember

  30. Optional Slides

  31. Formal Mentoring Process

  32. Plan for Success

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