PROGRAM

This document is copyrighted to Alexandria ACM Student Chapter. For detailing some helpful guidelines for the Mentorship Program of the Chapter. The document is entirely of our own composing and outlining. Any extraction for any point in this guideline must be referenced to this file or it will be considered an unethical plagiaristic violation which will intolerantly be faced demanding respect for copyrights. Were following a codex of honor that we are asking you to do the same in case you want to use this materials for your own favor.

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Have clear goals., Mentorship goals are for describing the work you want to do with your Mentor. Setting goals is a great way to give your Mentor insight into what you want out of the Mentorship. Also, if you know what you want and are able to clearly state it, then the chances of achievement is greater. Bring ideas to the table. Don't expect your Mentor to do your work. Tell your Mentor what you expect from him/her. You may want your mentor to offer advice on subjects such as continuing education or simply help networking and making connections.

The Mentee is expected to ''drive'' the relationship: You set the objectives and ground rules of the mentorship such as frequency and duration of meetings as well as key topics. You create the meetings and honour the set meeting times (or make alternate arrangements when necessary). You come prepared. You do the work. Mentees should show an eagerness to succeed and respect their Mentor's guidance. It is reasonable for your Mentor to expect to see improvement over the course of the Mentorship You are expected to use the time with your Mentor wisely. If you do not and the Mentor feels their time is being wasted, they can terminate the arrangement.

The Mentor should be on time for scheduled 1:1s (or make alternate arrangements) The Mentor should be mostly accessible to you (as long as it doesn't interfere with their job) They provide guidance and support. They share best practices. They offer encouragement. They help you help yourself While a Mentor is expected to find ways to help their Mentee achieve their goals, they are not the source of all information and training. Mentors can suggest training classes, books or even other Mentors if appropriate.

Be prepared to ask & answer questions

Decide what types of meetings you will have and how often you will have them. Do you want to meet in a conference room, the mentor's office, chat over coffee or lunch?

Discuss your goals and tell your Mentor how you want them to help you achieve them Tell your mentor if you think you will want them to do any of the following: Review your work
Sit in on your presentations Attend any trainings with you. Provide Peer Feedback to your manager at the end of the Mentorship. (Not to be confused with an endorsement, if asked the Mentor will provide feedback on your strengths, progress (if any) and areas for improvement. Also be aware that some Mentors prefer total confidentiality and will decline.) If at the 1Discuss when you think the mentorship will end. The default commitment is 4 months however you can end at any time or extend longer. After the meeting it is your responsibility to schedule future meetings via outlook for both you and your mentor. After the meeting it is your responsibility to schedule future meetings.

If you cannot make a meeting, you should inform your mentor in advance. It is okay to '''reschedule''' 1 or 2 meetings however if you find yourself needing to reschedule often, work with your mentor to find a different time of day, day of week or frequency for your meetings that better suits your schedule and avoids conflicts.
If the Mentor consistently cancels/misses 1:1s It is okay to miss 3 meetings each mentorship cycle. If a mentor misses more than 3 meetings you have the right to terminate the mentorship and request a new mentor. If a Mentee consistently cancels/misses 1:1s If you do not show up for 2 or more scheduled meetings without giving the mentor advance notice, the mentor has the right to terminate the mentorship. If the problem persists into 2 mentorships: Your ability to get a mentor is in jeopardy. Each case will be analyzed separately. If the problem persists into 3 mentorships: Notification will be sent to your manager and you will no longer be allowed to enroll for a mentor.

Work on a real life problem that helps your mentee career growth. Complete exercises from books and get Mentor feedback on your work. Ask your mentor to teach and quiz you on any scenario Ask for coaching on important professional skills (interviewing, communication, presenting ideas/public speaking, influencing others)

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Review of previous week Results / application of previous weeks mentoring How did work? What were possible gaps or areas not covered New issues Review of where we are in the mentoring process

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1. Start by making a list of potential mentors. Your immediate team is a good starting point, but you're probably already getting mentoring from them to some degree. We encourage you to expand your search to include people in other areas of the company that you find interesting or valuable. Consider all possibilities when it comes to mentors. Someone you may not have initially thought of may turn out to be the ideal mentor to get you moving in the direction you'd like to go. Further, getting out of your comfort zone will help stimulate your growth. 2. Clearly outline what you want a mentor for. Ideally you should have 1-5 goals to work on with a Mentor. 3. When the time comes to actually ask someone to mentor you, explain why you selected the person as a potential mentor and how you would like the person to help you. Remember, asking someone to be a mentor is essentially asking them to give up their time and energy for the development of your career. You'll need to sell them on why they should spend time with you as opposed to someone else. 4. If the person you ask turns you down, don't take it personally. They mostly likely have reasons that would stand in the way of being a good mentor. Move on to the next person on your list of possible mentors.

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THANK YOU

T R U S T

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P R O C E S S