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The Strategic Mentor How to make your mentoring relationships a success

TMA World Viewpoint 33: A Guide To Strategic Mentoring

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The retention of talent within an organization is fundamental to its success in the competitive global business environment. Mentoring is an important strategic initiative, which is designed to ensure that your talent is not only retained, but developed. This TMA World presentation provides a short guide to effective strategic mentoring. For more information on strategic mentoring and the other skills you and your organization require to thrive in the borderless workplace, contact us today: [email protected] or visit our website: www.tmaworld.com

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Page 1: TMA World Viewpoint 33: A Guide To Strategic Mentoring

The Strategic Mentor How to make your mentoring relationships a success

Page 2: TMA World Viewpoint 33: A Guide To Strategic Mentoring

The Strategic Mentor How to make your mentoring relationships a success

© Transnational Management Associates Ltd. All Rights Reserved.

2

Mentoring is a one-to-one relationship to promote the professional and personal growth of a mentee. A mentor provides essential information, gives feedback, encourages, provides emotional support and promotes their mentee to others whenever possible.

Professional gains through greater intelligence/information and career enhancement, personal gains through psychological reward, enhanced reputation as trusted advisor and an increase and sharpening of skills needed to be an effective mentor.

Benefits of mentoring to the mentor

Page 3: TMA World Viewpoint 33: A Guide To Strategic Mentoring

The Strategic Mentor How to make your mentoring relationships a success

© Transnational Management Associates Ltd. All Rights Reserved.

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Greater expertise, a valued relationship with their mentor, fresh perspectives, increased self esteem, personal satisfaction, recognition and an expanded professional network.

Benefits of mentoring to the mentee

To make your mentoring relationship as effective and as valuable as it can be, pay attention to the following four key areas and adopt the following winning tips.

Page 4: TMA World Viewpoint 33: A Guide To Strategic Mentoring

The Strategic Mentor How to make your mentoring relationships a success

© Transnational Management Associates Ltd. All Rights Reserved.

4

We are very

different

people, can

this

relationship

really work?

” What can you do to improve the ‘fit’ between you and your mentee?

1

Page 5: TMA World Viewpoint 33: A Guide To Strategic Mentoring

The Strategic Mentor How to make your mentoring relationships a success

© Transnational Management Associates Ltd. All Rights Reserved.

5

While it may not be possible to develop a clear cut formula to inform the matching of mentor and mentee, there are certain considerations that will help the chances of learning for both parties.

Those responsible for matching should consider whether similarities or differences will support learning or make the relationship unviable.

The extent to which the mentor and mentee are able to tolerate differences is key, particularly those relating to personal values and beliefs.

Page 6: TMA World Viewpoint 33: A Guide To Strategic Mentoring

The Strategic Mentor How to make your mentoring relationships a success

© Transnational Management Associates Ltd. All Rights Reserved.

6

Discover your similarities – for example, shared experiences - and build on them. Similarity is a strong foundation for building rapport.

Discover your differences in style, experience and viewpoints and build on them. Create value from them by exploring different approaches and devising new ones – difference is a strong foundation for learning.

Be tolerant of uncertainty and accept different approaches from your mentee. With this philosophy both mentor and mentee can gain immensely.

Hold periodical meetings that reviews your personal mentor-mentee relationship.

Here are a few things you can do to enable ‘fit’:

Page 7: TMA World Viewpoint 33: A Guide To Strategic Mentoring

The Strategic Mentor How to make your mentoring relationships a success

© Transnational Management Associates Ltd. All Rights Reserved.

7

My mentor is so

busy and time poor,

so how can she

really help me achieve

my goals?

What can you do to manage your mentee’s expectations?

2

Page 8: TMA World Viewpoint 33: A Guide To Strategic Mentoring

The Strategic Mentor How to make your mentoring relationships a success

© Transnational Management Associates Ltd. All Rights Reserved.

8

Fundamental to the success of a mentoring relationship is a shared understanding of expectations and conflicting viewpoints will be avoided with open discussions from the outset. These tasks should be completed at the first meeting.

Page 9: TMA World Viewpoint 33: A Guide To Strategic Mentoring

The Strategic Mentor How to make your mentoring relationships a success

© Transnational Management Associates Ltd. All Rights Reserved.

9

DEFINE

Roles in the mentoring relationship.

Limits that you may have for the relationship.

DISCUSS

Time constraints that might impact the mentoring relationship.

What you have to offer the relationship, e.g. Knowledge, skills, resources, etc.

Why you both want to be in a mentoring relationship.

AGREE

Goals and objectives for the mentoring relationship.

Frequency & duration of contact time.

How you will both deal with confidentiality issues.

How you will provide each other with regular feedback and evaluate progress.

Preferred ways of interacting.

Page 10: TMA World Viewpoint 33: A Guide To Strategic Mentoring

The Strategic Mentor How to make your mentoring relationships a success

© Transnational Management Associates Ltd. All Rights Reserved.

10

Will my

mentor be a

role model?

“ ”

What roles should you be fulfilling as a mentor?

3

Page 11: TMA World Viewpoint 33: A Guide To Strategic Mentoring

The Strategic Mentor How to make your mentoring relationships a success

© Transnational Management Associates Ltd. All Rights Reserved.

11

Mentoring is a complex activity requiring a variety of roles.

Principle to mentoring are the following:

The Advisor

Give encouragement and feedback to your mentee and help with the acquisition of skills and abilities. To do this role effectively, ensure you establish your mentee’s learning goals and career targets.

The Networker

Help your mentee develop essential connections and use your network to support and promote their ambitions. To do this role, identify where your network ties in and provides opportunities for your mentee.

Page 12: TMA World Viewpoint 33: A Guide To Strategic Mentoring

The Strategic Mentor How to make your mentoring relationships a success

© Transnational Management Associates Ltd. All Rights Reserved.

12

Mentoring is a complex activity requiring a variety of roles.

Principle to mentoring are the following:

The Counsellor

Develop your mentee’s abilities and coping strategies to handle challenges, overcome obstacles, and improve recognized weaknesses. Do this by listening sympathetically and understanding the nature of support to offer.

The Role Model

Be the living example from whom your mentee will learn. Live this role by always demonstrating exemplary behaviours, sharing experiences and providing shadowing opportunities.

Page 13: TMA World Viewpoint 33: A Guide To Strategic Mentoring

The Strategic Mentor How to make your mentoring relationships a success

© Transnational Management Associates Ltd. All Rights Reserved.

13

With only a few

hours of contact

each month, how

can we build the

kind of trust we

would like?

” What can you do to build trust and establish rapport with your mentee?

4

Page 14: TMA World Viewpoint 33: A Guide To Strategic Mentoring

The Strategic Mentor How to make your mentoring relationships a success

© Transnational Management Associates Ltd. All Rights Reserved.

14

Rapport and trust are key components of building a strong, effective

relationship with mentees.

Good mentors establish rapport quickly and build trust over time.

Day-to-day

Honour all scheduled meetings and calls.

Adhere to your agreed boundaries of confidentiality.

Promote your mentee, put in a good word, seek out opportunities.

Page 15: TMA World Viewpoint 33: A Guide To Strategic Mentoring

The Strategic Mentor How to make your mentoring relationships a success

© Transnational Management Associates Ltd. All Rights Reserved.

15

Rapport and trust are key components of building a strong, effective

relationship with mentees.

Good mentors establish rapport quickly and build trust over time.

During meetings and conversations

Adapt to overcome difference, whether cultural, personality, or learning style.

Be open-minded and state that ‘no question is a bad question’.

Demonstrate a continual interest in the mentoring relationship.

Listen carefully to your mentee and remember what they say (keep a journal).

Know your mentee’s needs: Ask open questions and funnel questions and check your understanding.

Share your personal thoughts and reflections.

Seek feedback on your performance as a mentor.

Page 16: TMA World Viewpoint 33: A Guide To Strategic Mentoring

The Strategic Mentor How to make your mentoring relationships a success

© Transnational Management Associates Ltd. All Rights Reserved.

16

Webinar Twitter Blog Viewpoints and articles

Publications Written by Terence Brake, Director of Learning & Innovation at TMA World. Our new Borderless Working e-book series

About Us

Visit

www.tmaworld.com/insights

to discover the latest thinking

from our experts on global,

collaborative, cross-cultural

and virtual working. There

you’ll find links to our:

Page 17: TMA World Viewpoint 33: A Guide To Strategic Mentoring

The Strategic Mentor How to make your mentoring relationships a success

© Transnational Management Associates Ltd. All Rights Reserved.

17

Above all we’d like to hear from you directly, so please don’t hesitate to send any comments, questions or feedback

to us at: [email protected]

Or visit our website:

www.tmaworld.com

About Us

Visit

www.tmaworld.com/insights

to discover the latest thinking

from our experts on global,

collaborative, cross-cultural

and virtual working.