MENTORING Mentoring Assisting Your Climb Up The Corporate
MENTORING Mentoring Assisting Your Climb Up The Corporate Ladder 1
MENTORING Agenda • • Introduction Types of Mentors Mentor Overview and Benefits Protégé Overview and Benefits Finding a Mentor Point of View: Protégé Q&A 2
MENTORING A Mentor Is • • • Experienced Honest Open Impartial Available • • • Trustworthy Enthusiastic A Resource An Advisor A Sounding Board 3
MENTORING A Mentor Is Not • • • A Psychiatrist Your Career Planner Necessarily an Executive Someone who tells you what to do Your problem fixer 4
MENTORING A Mentor Can Be • • In your area or major In a different area or major Student, TA, Prof, Advisor, Counselor Any level in a company Work Peer (full-time, intern, co-op) Your manager Your friend From a different company 5
MENTORING Mentoring • Question: What do I really want from this relationship? • Self assessment is the first step • What are the goals and objectives? ? 6
MENTORING Knowledge Relationships Just Do it Begin with the end in Execute!! mind! Right person, Right seat Who am I? Right person, wrong seat How do I see myself? What am I aiming for? Resume How do ‘they’ see me? 360 MENTOR Myers-Briggs 7 Habits of Highly Effective People Stephen Covey 7
MENTORING Why do you think you need a mentor? Personal Issues Promotion Opportunities Visibility Redeploy Retrain Job training Internal Self Assessment, 360 Help req’d in job Difficult boss External Difficult peers Help in my job Career Advice Looking for different job Self Assessment to Identify the ‘Why’ Career development Bored / Need a change Internal (current organization) External Desire Stepping stone to future goal Marital / Divorce Personal Issues Affecting work (high level) Must share with boss as it can affect job performance and potentially work hours Child Issues - Teenager - Child daycare Medical Aging parents Abuse Psychologist Friends/Family Spiritual Outside counseling resources Self Families 8
MENTORING When Do You Need a Mentor? • • • Throughout your educational experiences Throughout your internships & co-ops Throughout your full-time professional career When looking for self improvement When looking for skills improvement 9
MENTORING Types of Mentoring • Peer Mentoring • Small Group Mentoring • 1: 1 Mentoring – Formal (Assigned) – Informal 10
MENTORING Types of Mentors • • • Technical Work Life Balance Personal Growth Career Growth Short Term Long Term 11
MENTORING Types of Mentors • Technical: – How do I do my job better? – How do I use computer aided design? – How do I …. ? – Who knows how to do this? 12
MENTORING Types of Mentors • Work Life Balance: – How do I make time for family and work? – How do I best further my education and work? – I am ready to start my family and will have a small child at home. How have you dealt with these challenges? – How do I deal with the responsibility of an ageing parent? 13
MENTORING Types of Mentors • Personal growth: – How do I develop better people skills? – How do I develop communication skills? – How do I build my own self confidence? – How do I succeed as a woman in engineering? 14
MENTORING Types of Mentors • Career growth: – What career path tools are available? – How can I broaden my job responsibilities? – What skills do I need to develop? – What assignments do I need to have to get to my career goal? – How can I be more successful in interviews? 15
MENTORING Mentoring vs. Networking Specific “I really just need to talk” Neutral Family Goaloriented Mentors Often professional Friends Generic Network Warm Co-workers Acquaintances In any circle 16
MENTORING Mentoring Overview • Mentoring relationships do not need to be long term • The more mentors the better • Mentoring relationships help people break through ‘organizational silos’ 17
MENTORING Mentoring Overview • Mentoring relationships need concrete goals and objectives • Mentoring relationships empower a person to take charge of their own development 18
MENTORING Mentors Benefit Too • Realizing how much they DO know • Opportunity for personal growth • Realizing that they share more with others than they realize • Opportunity to give back • Opportunity to feel more accomplished in their career 19
MENTORING Benefits of Being a Mentor • Learning from your protégé • Opportunity to meet someone new • Realizing that you share more with others than you realize • Feedback that you might not otherwise have access to 20
MENTORING Benefits of Being a Protégé • Opportunity to extend your network • Development of a support system • Gaining different opinions and outlooks 21
MENTORING How to Be a Protégé • Ask yourself – What do you REALLY want from this relationship? • Provide your mentor with a resume prior to your first meeting • Ask for what you want. Be proactive. Be honest with yourself. • It doesn’t need to take more time • It doesn’t have to be formal 22
MENTORING How to Be a Protégé • • Listen, Listen Be conscious of offerings from Mentor (time!) Show appreciation for offerings from Mentor Be prepared for meetings/discussions – often this is above and beyond regular responsibilities • If a meeting is planned and you don’t have anything to discuss, reschedule! 23
MENTORING How to Be a Protégé • Share your experiences, personality, interests and accomplishments • Ask about the same from the Mentor • Offer to visit each other’s location and share travel if applicable 24
MENTORING Starting the Relationship • Set up initial meeting • Be prepared with a self-introduction. – A 30 -second introduction that tells: • • Who you are What you do Whom you work for and The impact of your work • Be comfortable bragging about what you have done without being too boastful. Tell your story. • Share WHY you’ve approached them 25
MENTORING Relationship Building • Start small. Let the relationship evolve. Build rapport over time • Try subtlety – leave the word ‘mentor’ out of the conversation • Celebrate your successes together • Not all good people make good mentors 26
MENTORING Goal Setting • Set Goals individually – alone – Why do you want a Mentor • Participate in goal setting training/review together • Agree up norms of relationship and level of formality on goal setting and attainment 27
MENTORING Goal Setting • Share initial goals with each other • Initiate building relationship – 1 -2 meetings • Further define, refine and agree upon goals together 28
MENTORING Moving On • Mentoring relationships may have a finite or undefined duration • Goals are achieved • A mentoring relationship may not have chemistry or be a good fit • Be honest when it’s time to move on • Thank the mentor for their time • Remember that the wrong mentor today may be a good resource in the future 29
MENTORING Official GM Mentoring Programs • GM Mentoring Program – For new employees (start date after 6/1/2000) – Lasts 1 years – “show them the ropes” • AGW Mentoring program – For Active and Associate AGW Members – Lasts 1 year – Voluntary 30
MENTORING External Mentors • Other Alliance Groups • Online – Mentornet. net 31
MENTORING Informal Mentoring • Your own informal mentoring network – – – – – The person who sits over the wall Your mom Your dad Your manager Your officemate A former manager A member of your religious community A member of your social circle Etc!!! 32
MENTORING How to Find an Informal Mentor • • Decide what you need Who has the skills that you want to acquire Who has had the experience that you’re seeking Who knows the skills and pre-requirements to the position you wish to attain • Who is the best manager • Who is the most effective at meeting • Who has their ear to the ground 33
MENTORING How to Find an Informal Mentor • Look for someone who can assess your performance (career specific) • Look for someone in your network • Mention your needs to your network. They may be able to suggest someone. • Pick someone who you get along with • Don’t pick someone who will only praise you OR be overly critical • Approach someone you respect and ask 34
MENTORING Mentor’s Point of View – Be Proactive…take the initiative to keep in touch – Keep in touch regularly, formally and informally – Mentors can learn a lot from their protégés…make sure to provide feedback/learning opportunities – Be specific about goals, help you need – Know when it’s not working…and bring closure – Be realistic about your expectations of the relationship 35
MENTORING Protégé’s Point of View – Communication – Take an Active Role – Two Way Street – ‘Bring It’ Factor – Give Back 36
MENTORING Question and Answers 37
MENTORING References • “Strategies: Creating A Mentoring Culture”, R. Emelo and L. M. Francis. Paragon Leadership International Execunews Oct. 28, 2004 http: //www. envoynews. com/paragon/e_article 000 196424. cfm • Be Your Own Mentor: Strategies from Top Women on the Secrets of Success, Sheila Wellington and Catalyst, with Betty • GM Affinity Group for Women http: //agw. gm. com/ 38
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