WHAT IS A MENTOR

A Mentor, in the Historical sense, is seen

as someone who :
- is a loyal friend, confidant and advisor
- is a teacher, guide, coach and role
model
- is entrusted with the care and
advancement of another
- nurtures a person of talent and ability
- represents skill, knowledge, virtue and
accomplishment



DEFINITION OF MENTORING
Mentoring is a collaborative,
mutually beneficial partnership
between a Mentor (who possesses
greater skills, knowledge and
experience) and a Mentee(who is
looking to increase his or her skills,
knowledge and experience).
MENTORSHIP
A mentor is an individual with expertise
who can help develop the career of a
mentee. The mentor guides, trains, advises,
and promotes the career development of the
mentee.
Two types of mentoring functions:
Career
Psychosocial
- Helps attract and keep the most
talented people.
- Contributes to the pool of talented
individuals for senior positions in
your company.
- Reduces recruiting and training costs.
- Reduces expensive turnover.
Why Mentoring
Main THREE Brand Qualities Of A
Mentor


1. CHARACTER
2. BEHAVIOUR
3. ATTITUDE
CHARACTER TRAITS
INTEGRITY

DISCIPLINE

DEDICATION
BEHAVIOURAL TRAITS
INTERPERSONAL SKILLS

COMMUNICATION SKILLS

LEADERSHIP QUALITIES

STRESS AND TIME MANAGEMENT
ATTITUDE TRAITS
WIN WIN SITUATION

KEEP THE END IN MIND

POSITIVE ATTITUDE
TO BUILD A SUCCESSFUL RELATIONSHIP
ITS IMPORTANT THAT THE MENTOR IS:
** Empathic
** Able to build trust
** Respectful
** Open minded and
** Responsive
E Help new employees learn our culture and
inner workings faster.
E Help newly promoted staff understand and
fulfill their new responsibilities faster.
E Increase communication and strengthen
employee bonds.
E Our knowledge base is shared and built on.
E Mentoring develops future leaders

OUR ORGANIZATION GAINS
A good mentoring program can:
E Help newly promoted staff understand
and fulfill their new responsibilities
faster. Pairing a person who has just
been promoted into a new position
with a person who knows that role,
helps the newcomer understand
their role and provides the
confidence they need to
perform well.
OUR ORGANIZATION GAINS
A good mentoring program can:
7 Personal Satisfaction People want to feel
valued for their skills, their knowledge and
their experience. Given the opportunity to
share them with a person who actively
wants them is immensely rewarding.
7 Job Satisfaction A common problem for
longer-term employees is a loss of job
satisfaction. The employee becomes stale, the
everyday routines mechanical. Mentoring
reconnects mentors to their own sense of and
drive for job satisfaction.

THE MENTEES GAINS
- Must be willing to learn.
- Must be able to accept constructive feedback.
- Must be willing to stretch to try new things
and take risks.
- Must be able to identify short term and long
range career goals and accept that those goals
may change. Assume full responsibility for
their own development.
MENTEE'S RESPONSIBILITIES
- Assume full responsibility for their
own development.
- Ask for the appropriate help.
- Speak opening and concretely.
- Keep the big picture in view.
- Respect the Mentors suggestions.
- Express appreciation for assistance.
MENTEE'S RESPONSIBILITIES
Every one of us is ultimately
responsible for our own career.
However, it can help tremendously to
have someone to talk with who can
provide a listening ear and share
what theyve learned about the
organization and the things that
helped them succeed.
WHAT DOES THE MENTEE GET
The most valuable and important
assets mentors contribute are a
listening ear and a different
perspective.
WHAT DOES THE MENTEE GET
MENTORS RESPONSIBILITIES?
= Helps the Mentee feel closely identified
with their professional environment.
= Help the Mentee through difficult
situations.
= Build up the self confidence of the Mentee.
= Establish clear, open, two way
communication with the Mentee.
= Be a source of information and
encouragement.
Provide career guidance.
Help develop creative and independent
thinking.
Plan to commit to a one-year
partnership.
It takes a while to develop the trust and
rapport necessary to begin working on
identifying goals and an action plan to
achieve them.
MENTORS RESPONSIBILITIES?
4 Most importantly, mentors need to
have the desire to share what they
have learned during their careers
with their partner (the Mentee).
4 Mentors must be willing to spend
time with the Mentee to develop a
good working relationship that is
trusting and honest.
WHAT DOES IT TAKE TO BE A MENTOR?
QUALIFICATIONS FOR A MENTOR
` Strong interpersonal skills.
` Organizational knowledge.
` Exemplary supervisory skills.
` Technical competence.
` Personal power and charisma.
` Status and prestige.
` Willingness to be responsible for
someone elses growth.
` Ability to share credit.
` Patience and risk taking.
QUALIFICATIONS FOR A MENTOR
STRONG
INTERPERSONAL SKILLS
Look for a person who talks
and listens.
TECHNICAL COMPETENCE
Look for a person who has skills
the Mantee needs plus skills in at
least one other technical or
professional area.
SKILLS
. Giving Feedback.
. Appraising Performance.
. Planning Performance.
. Modeling.
. Delegating.
Planning Performance
+ Helping others set objectives, create
action plans, estimate resource
requirements, and schedule time.
Appraising Performance
+ Observing anothers performance,
evaluating it, and determining the
appropriate type of feedback.
Giving Feedback
+ Providing feedback that clearly
reinforces desired performance or
coaches to improve performance to
agreed standards.
Modeling
+ Demonstrating desirable techniques for
task performance.
Delegating
+ Determining appropriate tasks to
be delegated to a person capable of
performing those tasks; negotiating
agreement on the tasks to be per-
formed, time for completion,
authorities to be consulted,
and resources to be used.

WHERE TO FIND A MENTOR
Outstanding performers in your
company.
Leaders in your professional
organizations.
College alumni.
Referrals through friends.
SIX ROLES A MENTOR MIGHT PLAY
Advisor
Explainer
Coach
Validator
Sponsor
Protector
LIFE CYCLE OF A
MENTORING RELATIONSHIP
Initiation
Cultivation
Separation
Redefinition
w
v
x
u
PHASE ONE:
INITIATION
Mentor gains satisfaction from
the fact that a younger employee is
actively seeing her/his advice, while
Mentee gains a sense of importance
from her/his mentors attention.
The focus is on building rapport &
establishing realistic expectations.
u
PHASE TWO:
CULTIVATION
Often the period of greatest
satisfaction and mutual satisfaction.
Mentor & Mentee have settled into a
comfortable working relationship.
The focus is on making progress
toward the obtainment of practical
goals.
v
PHASE THREE:
SEPARATION
Point at which formal mentoring
ends. Mentee has outgrown the
need for the mentors guidance.
The relationship no longer fills the
needs of either party.
The focus is on ending the relation-
ship in an amicable manner.
w
PHASE FOUR:
DEFINITION
Relationship grows beyond the
Mentor/ Mentee stage. The two
individuals relate to one another as
friends and peers.
The focus is on redefining and
adjusting to the newly defined
relationship.
x
Action Steps
E Attach time limits to each behavior.
E Repeat specific behavior until mastered.
E Review all previous behaviors.
E Advance to next most difficult behavior.
E Measure and evaluate.
E Keep records (preferably visual).
E Reinforce through reward and
punishment.
E Use visual reminders (pictures & charts).
E Remember: ("A small goal is enough!").
ADVICE FOR SAME-GENDER
AND CROSS-GENDER MENTORING
Keep relationship professional
Be sensitive to other peoples reactions
and potential rumors
Avoid perception of personal relationship
Meet in public venues
Transparency of relationship
FOUR POTENTIAL DYSFUNCTIONS
IN MENTORING RELATIONSHIPS
Psychosocial Career-related
Bad intent
toward other
Negative
Relations
(bullies, enemies)
Sabotage
(revenge, silent
treatment, career
damage)
Good intent
toward other
Difficulty
(conflict, binds)
Spoiling
(betrayal, regret,
mentor off fast
track)
Action Steps
E List specific behaviors.
E Be as systematic as possible.
E Rank the behaviors in terms of their
complexity or degree of difficulty.
E Rank the behaviors in terms of
chronological order.
E Begin with the least difficult behavior.
E Advance to a more difficult behavior.
E Break difficult behavior down into
several smaller behaviors.
PROBLEMS WITH CROSS-GENDER MENTORING
Most common form of business mentoring:
male mentor and male mentee.
Other forms:
Male mentor and female mentee (most
common)
Female mentor and male mentee
Female mentor and female mentee (rare)