Mentoring Presentation for the Boston Chapter of the Association of Government Accountants January 21, 2016 All rights reserved. Copyright © Management

Mentoring Presentation for the

Boston Chapter of the Association of Government Accountants

January 21, 2016

All rights reserved. Copyright © Management Mentors, Inc. 2016 1

“The meeting of two personalities is like the contact of two chemical substances. If there is any reaction, both are transformed.”

-Carl Gustav Jung


Mentoring True or FalseQ1. Mentoring Relationships need to be close and last a long time.

FALSE. Informal mentoring has the above characteristic but formal mentoring is for a defined period of time and may or may not be close.


Mentoring True or FalseQ2. Mentoring benefits the mentor as much as the mentoree.

TRUE. It is a mutually beneficial relationship.


Mentoring True or FalseQ3. There is no way of predicting or controlling a mentoring relationship.

FALSE. Pairs go through phases as they deepen their interaction and focus on development


Mentoring True or FalseQ4. Being a coach to someone is the same thing as being a mentor.

FALSE. Although they share some characteristics, they are different.


Coaching Vs. MentoringCoachingTied to business

objectivesGoals establishedResults measuredCan be remedialCoach responsible for

resultsReport to mentoree

managerFocused on performance

MentoringTied to business

objectivesGoals establishedResults measuredIs never remedialMentor facilitatesNo interaction with

mentoree managerFocused on

development

All rights reserved. Copyright © Management Mentors, Inc. 2016

Mentoring True or FalseQ5. Good mentoring relationships will not run into difficulties.

FALSE. The number one issue is time


Mentoring True or FalseQ6. Having a mentoring relationship ensures career success.

FALSE. The mentoree ensures their own success. The mentor facilitates their development.


Mentoring True or FalseQ7. For a mentoring relationship to be successful there must be chemistry between the two partners.

TRICK QUESTION: In informal mentoring chemistry does operate but in formal mentoring compatibility is what operates.


The Meaning of MentoringA developmental relationship whereby “a mentor oversees the career and development of another person (the mentoree)… through teaching, counseling, providing psychological support, protecting and, at some times, promoting or sponsoring.”

Michael Zey, The Mentor Connection, pg. 7


Formal & Informal MentoringFormalTied to business

objectivesGoals establishedResults measuredMentoring time-boundOpen to allMentors & mentorees

are paired-compatibilityMentoree Manager

involvedTraining providedMentoring Coordinator

InformalGoals unspecifiedAccess limited &

may excludeMentors &

mentorees self-select-chemistry

Mentoree manager not involved

No trainingMentoring may last

for years


Involvement

What are my expectations of:MentorMentoreeWhat are my Mentor or Mentoree’s expectations of me?


InvolvementExamples of Mentoree Expectations of Mentor:CommittedProvides time to meetListensProvides resourcesGuidanceConfidentiality


InvolvementExamples of Mentor Expectations of Mentoree:CommittedComes prepared for meetingsHas a focus on what they want to work on

Is open to feedbackIs respectful of mentor’s time


Mentoring RolesTeacher

Model behaviorInformConfirm and

DisconfirmCoachPrescribeQuestion

SponsorPromoteSupportProtectReferral AgentOpen doors


6

EncouragerAffirmInspireChallenge

CounselorListenProbeClarifyAdvise


7

Mentoring Roles

Friend– Accept– Relate– Respect

Mentoree Roles LearnerListenObserveComplete Tasks

Risk-takerWilling to try new thingsOpen to change and new ideasShares the “real” issues with mentor

. 8

Integrator– Incorporate mentor’s ideas– Think globally– Apply what is learned

2007


Key GuidelinesMutually respectful interpersonal

relationshipAppropriate quantity and qualityUsing partnership building

activitiesTrust


Mentor’s Boundaries Mentors

Create a safe learning environmentMeet in neutral, professional areasDeliver on what is promisedRespect uniqueness of mentoree


Mentoree’s Boundaries Mentorees

Respect mentor’s timeNever put mentor and manager at oddsTake responsibility for actions and learningMaintain confidences of mentor


2007


Stage 1: Creating• Desire to build connection• Both present “best sides”• Both exploring how they will communicate• Negotiations around ground rules• Mentor perceived as Teacher• Mentee perceived as Learner


Stage 2: Building• Partners begin to work on goals• Confidence builds to allow for progress to take

place• Both partners become aware of each other’s

abilities/limitations• Mentee begins to exert his/her own

ideas/thoughts


Stage 3: Achieving• Mentoring is developing expertise in goal areas• Both partners more collaborative in

development process• Relationship may feel more like a peer one• One or either party may begin to feel less

invested


Stage 4: Moving On• Mentee is more directly in control• Mentor serves more as a sounding board rather

than being very active• Mentee may feel s/he has outgrown the

relationship• Mentor may feel s/he has done all they can

for mentee• Appointments missed or shorter

Mentoring Agreement

Critical tool to create and maintain an effective mentoring relationship


Twofold Purpose

• Negotiate what you will work on together• Negotiate the ground rules of the relationship

Negotiate what you will work on together:

• What specific area of knowledge or skill sets will you focus on?

• Who will do what in order to accomplish these areas of development?

• What resources can be useful?• What’s the timeframe for accomplishing?• How will you measure/know when you’re done?

Negotiate the ground rules• How often will you meet and for how long?

(Golden standard: every other week for 1 to 1 ½ hours for 12

months)• How will meetings be scheduled and by whom?• How do we define confidentiality between us?• How do we each want to receive feedback• How do we want to approach each other if

there’s a problem in the relationship?

“The journey is the reward.”

Taoist Saying


Documents

Mentoring Presentation for the Boston Chapter of the Association of Government Accountants January 21, 2016 All rights reserved. Copyright © Management