1

Mentoring theMentor

Sharing Lessons from Our Best Client Experiences:

Rich Steel and

Martin McLaughlin

February 22, 2007

2

Expectations

• Provide insight in mentoring practices across industries, companies and cultures• Share your lessons with us… engage in a conversation• Reach out to someone who can use you…right now• Have fun and try something new

3

Not Evaluative, but Developmental

• Mentoring is a confidential relationship in which learning and experimentation can occur, skills can be developed, and in which results can be measured in terms of competencies gained and objectives achieved.

• Mentors are influential people who significantly help Mentees reach their major goals – benefiting the individual and the organization. Mentors are trusted and experienced teachers and counselors who help and guide another individual. Mentors accelerate the rate at which a Mentee learns.

4

1. Be Authentic (and Vulnerable)

2. Expand Mentoring Over a Life-Time (Balance Formal and Informal)

3. Change Perspective Prior to Changing Behaviors

4. Use a Mentoring Model to Sustain Momentum

5. Manage Comfort Zones and Manage Meetings

6. Flex Your Style to Meet Your Mentee’s Needs

7. Act as Your Mentee’s Brand Manager

8. Focus on Passions, Greatness and Stretch Goals

9. Facilitate Discussions, Don’t Solve Problems

10.Practice Real Mentoring Skills

Mentoring Guiding Principles (Our 10 Best Ideas)

5

1. Be Authentic (and be Vulnerable)

Don’t try to be anything or anyone else!!

• Passion to Develop Others• Commitment to Investing Time and Effort• Honesty and Emotional Maturity• Interpersonal, Communication, and Feedback

Skills• Technical Competence• Proactive Problem Solving• Open to Learning and Open to Networking

6

2. Expand Mentoring Over a Lifetime

•Accelerate Learning

•Fit in Culture

•Buddy/Sponsor

•New Environment

Objective

Needs

Relationship

Transition

•Accelerate Development

•Career Development

•Mentor

•Career Selection

•Gain/Retain Expertise

•New Challenges

•Technical Expert

•Leveling Process

•Expand Reach/Influence

•New Experiences

•Learning Community

•Community Outreach

Internal External

Assimilation

Career Path

Functional orTechnical

PersonalNetworks

TP 2

TP 3

TP 4

Formal

Informal

TP 1

Process ofDevelopment

Mentoring Resource

7

3. Change Perspective Prior to Changing Behaviors

From Transactional to Transformational

• The Mentoring Walk

• Ownership and Accountability for their own learning, development, career

• Change your Mentee’ conversation from “what can you do for me” to “what can I do for you”

• Access (Experiences, Network, You)

8

Getting Started(again)

Getting Started(again)

Gettingit Done

Gettingit Done

Gaining Perspective

Gaining Perspective

Focusingon the Mentee

Focusingon the Mentee

MentoringProcesses

Reflecting and

Repositioning

Planning and Committing

Implementing and Observing

Coaching and Refining

4. Use a Mentoring Model to Sustain Momentum

9

5. Manage Comfort Zones and Manage Meetings

• Is it easy for you to ask for help?

• Why or why not?

Comfort Zone

Receptive Active

ListeningObservingSupporting

TalkingAssertiveLeading

10

• Before the Meeting:– Have agreed upon objectives and agenda

– Have agreed on time and place to meet

– Prepare your own process/questions you will ask, etc.

• During the Meeting:– Stay on topic but be flexible

– Use appropriate mentoring skills

– Set next meeting date

• After the Meeting:– Follow up appropriately (DWYSYWD)

5. Manage Comfort Zones and Manage Meetings

11

6. Flex Your Style to Meet Your Mentee’s Needs

Situational Mentorship

High Varies Low High

High High Moderate Low

MotivationCompetence Development Level:

4 3 2 1

Su

ppo

rt

Direction

Style 4

Style 3 Style 2

Style 1

Coaching

Delegatin

g

Supporting

Directing

12

7. Act as Your Mentee’s Brand Manager

• What is personal branding?

• Why focus on personal branding?– It’s a “You” World so help your Mentee go out

and Connect, Engage, and Build• You Tube• My Space• Linked-In • Blogging

13

7. Act as Your Mentee’s Brand Manager

• What could you do to help your Mentee build and communicate their personal brand?– Help them Find the Passionate Expert within !!!– Get them to be good at telling engaging stories!!!– Help them Script the first 30 seconds because

they are the VP, Director, and CEO of First Impressions!!!

– Help them get visible by encouraging them to fill their calendars, never eat alone – go kiss 100 frogs and start tomorrow!!!

14

What AreYou Passionate

About?

What Can YouBe Best At?

What Goals Will Guide meto Greatness?

Find the Passionate Expert within Your Mentee

•How do your life / career goals stack up?

8. Focus on Passions, Greatness and Stretch Goals

15

9. Facilitate Discussions, Don’t Solve Problems

• Focus on Solving the Right Issue through Open, Focus, Close

Invites ideas, explores options, identifies problem, etc.Divergent Thinking - anything is possible

Open

Focus

Close

NINNALP G

Clarify information, combine ideas, and rank issuesConvergent Thinking - It’s time to come together

Reaching consensus and developing action plans

16

Giving & Receiving Effective Feedback

10. Practice Real Mentoring Skills

MenteeMentor

• Be Specific

• Identify Behaviors

• Provide a Recent Example

Understand It

• Be Descriptive, Not Evaluative

• Describe Both Strengths and Weaknesses

•Provide Time to Discuss Feedback

Accept It

• Relate Feedback to Behavior That Can Be Changed

•Focus on 1 or 2 Key Areas at a Time

Do Something About It

17

1. Stop Talking

2. Stop Thinking

3. Parrot

4. Paraphrase

5. Reflect Underlying Feelings

And one bonus thought:

6. Pay attention to non-verbals, even on the phone, by email, text message and instant message

10. Practice Real Mentoring Skills

18

Participate

Conduct

(Mentee/Mentor)

CommentsStatus By WhenWho Action

(Prioritize)

Observe

1.

2.

3.

1.

2.

3.

4.

5.

1.

2.

3.

10. Practice Real Mentoring Skills

19

• Understanding Styles is Critical (e.g. MBTI, DISC)

– What type is best at being a Mentor?

– What type is best at being a Mentee?

– If I am a certain type, should I look for the same type, or an opposite type?

– Are certain types better suited for certain careers/jobs?

– Does my type stay the same forever?

– Can I flex my style to better match or fit my Mentor/Mentee?

Bonus Thought: Communication and Personality Styles

20

• Prepare to meet with your mentee– Plan and send your agenda

– Call / e-mail your mentee to set up the first / next meeting

• If you don’t have a mentee, we can help…

• Review webinar material

• Plan for your first / next mentor meeting

• Meet / listen / facilitate / learn / help your mentee build their brand / and enjoy the experience!!!

Next Steps Beyond the Webinar

21

Help Your Mentee Act Consistently with their Brand

• Act like the CEO of You Inc. and you (their mentor) are their brand manager.

• Act like it is their first day on the job everyday.• Act like giving value is the key to success…because it

is.• Act like they are working for tips.• Act like an adult, but ask questions like a kid.• Act like they are the CEO of First Impressions.• Act like they love what they do…better yet, find

something that they love about what they do and build on it.

And for you: • Continue to make a difference and pay it forward!!