Wyeth Mentoring Program Skill Building For Mentors Mentees

Wyeth Mentoring Program Skill Building For Mentors & Mentees

What Is Expected Of Me As A Mentee? ____Expected_to: _____ Not Expected to: _____ n Initiate and drive the relationship n n Identify initial development goals n n Seek feedback n n Take an active role in your learning Initiate monitoring and closure sessions n n n Allocate time and energy Follow through on commitments or renegotiate appropriately n n MENTEE Be an expert Know all the questions you should ask Get things right the first time Fit all learning into one mentoring relationship Look to the mentor for all answers about their work Be submissive in your relationship Develop a friendship with the mentor

What Is Expected Of Me As A Mentor? Expected to: _____ n n n Develop a level of trust within the relationship n Be a resource…coach, advise develop n Provide feedback & coaching n Allocate time and energy n n Have reasonable expectations of the mentee n n Not Expected to: ______ Help the mentee develop an appropriate development plan Follow through on commitments or renegotiate appropriately n Act like the mentee’s manager Help extensively with personal problems. Guarantee promotion opportunities or influence the evaluation process Be an expert in every imaginable development area n Develop a friendship with the mentee n Drive the relationship n Do the work for the mentee MENTOR

Reflectors n n Like to learn by viewing situations from multiple angles. Prefer to gather multitudes of information, use their imaginations, understand people, brainstorm, and incorporate perspectives from multiple cultures. Prefer to learn by reflection, observation, reactions to feelings, and personal involvement with people. Examples of development activities Reflectors enjoy include: 4 Reading 4 Journaling 4 Watching a video 4 Interviewing others 4 Observing others’ behaviors and reactions 4 Role-plays and simulations 4 Attending lectures MENTEE

Activist n n Learn best from hands-on experiences. Enjoy taking on new and challenging experiences, and they possess an open-mindedness that helps them be adaptable to change. Prefer finding concrete solutions rather than theoretical ones, and they often act on gut feelings rather than logical analysis. Examples of development activities Activists enjoy include: 4 Targeted projects and assignments 4 Job rotations 4 On-the-job tips and training 4 Self-paced learning activities 4 Small group discussions 4 Games 4 Training courses MENTEE

Pragmatists n n n Find practical uses for ideas and theories. Enjoy making decisions, are good at systematic planning, and prefer learning by developing theories and using new ways of thinking to solve problems. Examples of development activities Pragmatists enjoy include: 4 Case studies 4 Studying theories to solve problems 4 Individual study 4 Small group discussions 4 Projects 4 Self-paced learning activities 4 Job aids MENTEE

Theorists n Prefer combining large amounts of information into models and concepts. n Use logic & ideas to understand situations, engaging in objective thinking. n n Strengths include planning, defining problems, developing theories, and working with abstract ideas. Examples of development activities Theorists enjoy include: 4 Examining others’ models 4 Operating on a joint task force 4 Attending lectures 4 Observing others 4 Reading and studying theories 4 Engaging in self-paced study 4 Using audio and videotapes. MENTEE

Strategies for Successfully Managing Conflict n Develop a supportive rather than defensive environment. n Clearly understand what you want to happen. n Explicitly express why you feel there is conflict. n Listen openly and accurately to feedback. n Check the meaning behind the messages you are giving and receiving. n Seek to identify a common goal through compromise. n Discuss the issues (use facts rather than opinions). n Stay solution-focused. MENTEE

Steps for Managing Conflict The following steps are suggestions for preparing to successfully manage conflict. 1. Write down what you think the area(s) of conflict are. Be clear and specific. 2. Write down why you think these area(s) of conflict. Identify the mentor’s perspective and how it differs from yours. 3. Prepare for your conversation with your mentor. Set a supportive climate. Do not be defensive. 4. Be prepared to listen. Use active listening techniques: paraphrasing, asking clarifying questions, etc. 5. Be prepared to move forward in a healthy, positive way. 6. Determine how future conflicts will be addressed. MENTEE

Best Practices Withhold Judgments n n Speak Precisely n n Suspend personal judgments. Keep an open mind during your discussions and not project an attitude of condescension. You do not have to agree with your mentor’s position, but you must acknowledge its legitimacy and at least agree to disagree. Use “I” statements since they describe your thoughts and feelings, instead of “you” statements, which carry a tone of judgment that can be misunderstood as censure. Be specific and avoid speaking in generalities. Resist the urge to drag a negative past into the present situation. To accomplish this, reference present circumstances without restating previous misgivings.

Best Practices (cont) Remain Considerate n n Focus Your Discussion n n Balance Your Communications n Be careful not to speak down to or insult the intelligence of your mentor/mentee. Be patient with learning; Do not interrupt or project frustration Clarify points of agreement before dealing with disagreements. This helps to build common ground of understanding, save discussion time, and locate the focus of your discussion. Attempt to focus on one issue at a time to help avoid confusion. Express your thoughts and needs clearly, directly and in a balanced manner, respecting the thoughts, needs and rights of your mentee/mentor.

Mentee Skills Embracing Feedback and Coaching 6 Steps 1. Seek out Feedback 2. Show Receptiveness 3. Explore the Feedback 4. Summarize the Feedback 5. Convey Appreciation 6. Use the Feedback MENTEE

Listening n Hear what is being said n Verbal Responses n Non-Verbal Responses 93% of all communication is nonverbal. That means you have 7% left for actual words Am I really listening OR am I waiting to talk? MENTEE

Verbal Responses--Tips n n n Paraphrase -- put in your own words what the person said and meant Use questions -- repeat key words or phrases in question form to further define what the person is saying Use acknowledgment responses -- use short comments to indicate that you heard and understood the speaker - “That’s a good point”, “I think I can understand your concern about. . . ” MENTEE

Questioning n Asking effective questions 4 creates higher level of participation and opens new possibilities for ideas, solutions 4 explores perceptions and assumptions 4 demonstrates willingness to listen and desire to understand other’s point of view MENTEE

Dialogue Skills: Questioning n Ask open-ended questions n Use interrogative words + use: ‘who, what, where, when, how, which and why’ + when using ‘why’-- pay attention to the tone you use n n Begin by asking general questions and become more specific Place questions appropriately within the conversation in order to draw out and clarify MENTEE

What tactics does a Mentor use? n Empathic Listening n Routine, frequent, direct communication n “Assignments” of development initiatives n Reference on protocols and [product] knowledge n Focus individuals energies on business priorities n Stimulate and reinforce through: Feedback, advise, high-gain questions n Install winning attitudes and standards 4 Effectively confront negative intentions and behaviors 4 Teach and reinforce the values needed to achieve company vision / mission n Build self-esteem through encouragement MENTOR

Characteristics of Successful Mentors n n Sees people as individuals and therefore deals with them as such Encourages mentee to take responsibility for own development and encourages individuals to stretch themselves n Provides support & guidance, when necessary n Gives people relevant amount of time n Sets and agrees realistic targets and action plans with the mentee regularly n Monitors and reviews the progress of the mentee & themselves on a regular basis n Questions and actively listens to the mentee n Provides feedback to the mentee n Coaches the individual when appropriate n Able to communicate well and build rapport with mentee n Evaluates the process and own performance at the end of the program MENTOR

Becoming an Effective Mentor? n Guide: to understand the corporate culture, expectations, and taboos. n A Leader: of the exploration of ideas and reasonable risk taking in learning. n (Assistant) Coach: Assist the mentee to identify and solve problems n Role Model: of ethical, productive behaviors n Counsel: confront negative intentions or behaviors. n Trainer: repeat, practice, demonstrate, clarify, fill in gaps skills training. n Story-teller: to share new paradigms n Confidante: in times of personal and work-related crisis. n Advisor: of rare, appropriate and timely advice. n Observer: of behaviors, shared through feedback n Champion: of standards, values, mission, goals, and results MENTOR

Mentor Skills n Feedback is…. . 4 Providing individual with information about their current behavior and performance based on observations. Feedback tells individual what the are doing well and what they need to improve. n Coaching is…. . 4 Unlocking a person’s potential to maximize their own performance. By providing direction and guidance, coaching is helping them to learn and discover how they can develop themselves and improve performance. MENTOR

Assessment Skills: Descriptive vs. Judgmental Feedback Descriptive -- Detailed description of what happened. Includes the behavior and indicates the outcome. “You are adding value by consistently bringing new ideas to the team. ” Judgmental--Subjective conclusions. Includes outcome but does not include the behavior. “You are valuable to this team. ” MENTOR

Dialogue Skills: Asking Effective Questions Examining the Current Situation n What is the present situation in more detail? n What is your concern about it? n What action steps have you taken on it so far? n What barriers might you have to consider? n What resources do you already have? Skill, time, enthusiasm, money, support, etc. ? n What other resources will you need? Where will you get them from? n What has worked? n What could have been better? MENTOR

Dialogue Skills: Asking Effective Questions Exploring Options and Alternatives n What are all the different ways in which you could approach this issue? n What other ideas do you have for how to …? n What difference would that make? n What else might you consider? n What are the advantages and disadvantages of each of these? n What would give the best result? n How might that help to improve your performance? n Which of these solutions appeals to you most, or feels best to you? n Which would give you the most satisfaction? n Have you thought about trying …? MENTOR

Dialogue Skills: Asking Effective Questions Determining Future Course of Action n Which option or options do you choose? n To what extent does this meet your objectives? n What are your criteria and measurements for success? n When are your timeframes for starting and finishing each action step? n How will you approach that situation in the future? n How can I further support you? MENTOR

Dealing with Reactions How do you deal with an individual who: Disagrees – Do not argue back. Try rephrasing your feedback in different terms. Withhold judgments. – Explain how the behavior affected you. Speak precisely. Be considerate. – Encourage the person to think about the feedback & postpone the session until another time. Becomes defensive – Rephrase your feedback to ensure your phrasing is not too harsh. – Explain how the behavior affected you. – Provide feedback on the defensive behavior and coach on how to re-examine the feedback. – Go back to beginning of the model and ask if this is a good time to share some feedback…if not, then postpone the session until another time. Rationalizes examples – Emphasize they could be “even more effective if…. ” – If the individual continues to rationalizing, you are probably encountering defensiveness. MENTOR

Ensuring a Successful Relationship Respect n Schedule a time to meet with your mentee to discuss the importance of mutual respect. n n n Openly discuss with your mentee your perception of the respect level in your relationship. Reflect on what changed in your mentoring relationship to result in the loss of respect, and then determine what it will take to get it back. Adopt an attitude of generous thinking - assume the best intentions on behalf of your mentee. Responsiveness n Review if your requests are important or merely urgent. n Communicate openly to your mentee about the seeming lack of responsiveness, and seek new solutions. n Ask your mentee to help you schedule meetings that are more conducive to both of you. n Prioritize requests so that your most important needs are met. Accountability n Ask your mentee what s/he expects of you and see if you both have the same understanding. n Help your mentee understand your needs and perceptions. n Provide your mentee with more specific feedback on his/her performance. n Help your mentee determine more measurable areas of performance. MENTOR

Why the mentoring process could result in poor development, progress or performance. Situation 1 A mentor continues to give a mentee pleasantries rather than any firm feedback on their strengths or improvement areas. What might be the cause of this ? Situation 2 During your mentoring sessions you feel that your mentee is being flippant about the whole process. He tends not to undertake the various action points that have been mutually agreed. What might be the cause of this ? Situation 3 Throughout the sessions a mentor has limited a mentee’s working through of possible solutions to situations. The mentor tends to make their opinions known quickly about what should be done and about their suggestions. What might be the cause of this ? 28

A Final Word On Mentoring. . . n Mentoring is a relationship. 4 Based on mutuality—you and your mentor collaborate in your development. 4 There needs to be collaborative negotiation and joint accountability about what is to be learned, how the transfer of learning will take place, and how the learning will be monitored and evaluated. 4 Must be able to express respect to respond freely and honestly about strengths, weaknesses, goals and concerns, the learning will be greatly enhanced. n Mentoring involves sharing. 4 Involves freely giving thoughts, opinions, concepts, ideas, experiences, hunches, techniques and learning to one another. n Mentoring involves the development of the Mentee (and Mentor). 4 Keep the mentee’s professional and personal development goals at the center of your activities and conversations. 4 However, two-way development is encouraged through the sharing of resources and time with each other, which benefits both you and your mentor.

“…. . the Mentor serves as a guide to help the protégé get to a new level of accomplishment. ” -Floyd Wickman & Terri Sjodin in Mentoring