Mentoring

“ the art of helping another learn”

Alan Adair

Extra Dimension

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Workshop Overview

Why mentoring?

– Enables learning transfer (Recent study assessed that all investment in mgmt development only gave 1% ROI benefit)

– Significant impact as a success factor for leader development

– Reinforces and supports ‘future focussed’ behaviour (challenging the status quo)

– Aids retention and motivation of our best people

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Workshop Overview

Agree the role of the Mentor

The aim of mentoring

Mentoring Skills – principles and practice

Running a mentoring meeting – a template

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The role of the Mentor (think Yoda!)– Trusted advisor

– Organisational advocate

– Coach

– Counsellor

– Networker

– Offering a ‘seat on the stool’

Friend, partner, magician, sage, superhero….

What is mentoring NOT…?

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The aim of mentoring

Betterment:

Better performance, greater productivity and higher effectiveness

By:

– Helping another to learn and grow

– Creating a partnership

– Mutual development – both go on a learning journey

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Brainstorm-

The pitfalls / traps of being a mentor (attitude)

The qualities of good mentors

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The pitfalls / traps of being a mentor

I can help – tendency to want / need to feel good about yourself as a rescuer

I know best – your esteem being built by their gratitude (how might you feel if they find a better mentor?)

I can help you get ahead - can end up as a sinister ‘I’ll scratch your back, etc. etc

You need me – inviting dependence (leading to disempowerment and resentment)

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The qualities of good mentors

Balance

Truth

Trust

Abundance

Passion

Courage

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Mentoring Skills

Work in pairs:

One uses the opportunity to talk through a real issue or concern.

Other:

– Listens carefully (summarise or ask questions of clarification)

– Checks level of feeling

– Use questions that seek to understand, create insight

– Don’t: offer solutions / Judge / Take the airspace

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Great mentor questions

What have you learned that surprised you?

How is this different / the same?

What are the key implications for you?

If you could do that again, what would you do differently?

The questions that work best are the one’s that provoke higher level thinking and synthesis, that require the mentee to dig deeper and search for answers.

The clue to when you are getting it right – when there are ah-ha’s.

One important tip: avoid the question Why?

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Running a mentoring meeting – a template

Creating a respectful learning space:

Before the meeting:

Get yourself in a good state for mentoring – relaxed, learner focussed, space, privacy, re-focus (check your notes)

Opening:

Help the mentee to get to the same state – and make a positioning statement ‘last time we met you were aiming to…’

The body of the meeting

Focus on enabling and facilitating thinking, discovery and learning. Self monitor – if you get it wrong, point it out and fix it!

Closing the meeting

Ask learner to summarise and set goals for interim period. Schedule next meeting – agree what to note and where to start next time.

Get feedback on how the session went.

Follow-up

Make sure you take any action and keep your promises

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First and Last meetings

a) the first meeting:

Check what they want (goals and aims) and how they want to work with you, check how you will manage process and feedback and make an explicit statement of your commitment to becoming a good mentor with their support.

b) the last meeting:

Know when it’s happening!

Make a ritual of it and celebrate.

A solid send-off with gifts of confidence, esteem, respect and renewal

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A comparison of Personal Development techniquesTeaching & Training Coaching Mentoring Counselling

IntentionTransfer specific new skills, knowledge

Focus on continual development to do the job well

Role model, advocate, supporterRepresents the standards values and vision of the organisation

Focus on pain, distress or trauma

ApproachClass /Group/LearningSets +various media

1:1, or 1: small groupGROW or similar

1:1 Shares wisdomEnables thinking

1:1 Person centred, range of approaches

Roles Requirements

Trainer:Skilled in learning design and delivery / facilitation.Expert in subject

Coach:Skilled in coaching techniques and usually the job/work requirements

Mentor:Valued, trusted and respected from within protégés world.Skilled in building empowering relationships

Counsellor or Therapist:Usually skilled & qualified. Supervision required

OutcomeIncreased skill & competence in specific area

Increased Performance

Career advancement and realisation of potential

Emotional well-being

Common SkillsAll require rapport & advanced listening questioning and reflecting skills. All use goal-setting and action planning