Diverse Talent Strategies. Mentoring Toolkit

Transcription

1 Diverse Talent Strategies Mentring Tlkit 0

2 Table f Cntents Intrductin... 2 Wh We Are... 2 Benefits f Mentring... 3 Mentr & Mentee Rles... 3 Tips fr Mentrs... 4 Scheduling... 4 Tips fr Mentees... 4 Structuring Cnversatins... 5 Asking Thughtful Questins... 6 Navigating the Mentring Relatinship... 7 Cmmn Mentring Pitfalls... 8 Success Strategies Mentring Actin Plan Mentring Sessin Ntes

3 Intrductin This tlkit is designed t serve as a reminder fr many f the cncepts discussed in the training and ffer strategies fr success. Diverse Talent Strategies has created an intuitive mentring prcess and methdlgy t supprt yu. As a prgram participant, yu ll have access t resurces, supprt, and have an pprtunity t meet new peple and develp new mentring relatinships. By becming familiar with these materials and resurces, yu will cnfidently apprach yur mentring relatinships with a strng fundatin fr imprved utcmes. Wh We Are At Diverse Talent Strategies, we prvide a seamless, turn-key slutin fr rganizatins and institutins t successfully deply r enhance their mentring prgrams. Our sftware, training, and cnsulting services are uniquely designed t maximize results fr yur prgram participants. 2

4 Benefits f Mentring Mentr, mentees, and the rganizatin all benefit frm mentring relatinships. Sme expected benefits fr each are: Mentr Opprtunity t make a significant cntributin t a mentee and the cmpany Renewed enthusiasm in rle as an expert Demnstratin f leadership Grwth and develpment as a leader Satisfactin helping a clleague t imprve, learn and grw Mentee Enhance persnal knwledge and skill base Enable better cntributins t teams and grups Learn frm a rle mdel Help expand netwrk f cntacts Achieve prfessinal, persnal, and/r career0develpment bjective(s) Mentr & Mentee Rles Rle f the Mentr Takes a genuine interest in the mentee s grwth and develpment Is willing t cmmit a minimum f ne hur per mnth t the mentring relatinship and ensures discussins and activities are fcused n the cmpetency the mentee wants t develp Utilizes experience, skills, knwledge, and perspectives t help the mentee see different perspectives and grw Hlds the mentee accuntable fr taking actin tward their develpment gals Encurages, supprts, guides, challenges, and caches the mentee Prvides inspiratin and mtivatin Rle f the Mentee Identify a specific develpmental area yu wuld like t wrk n Dedicate yurself t the prgram, create a rbust actin plan, and actively pursue the develpment activities agreed upn by yu and yur mentr Set aside time t wrk with yur mentr and n yur develpment gals and actin plan Be willing t receive fcused feedback and caching with an pen mind and a willingness t be intrspective Schedule meetings and keep the relatinship with yur mentr mving frward Own yur develpment and drive yur success The mentr and mentee each play an imprtant rle in the success f the mentring relatinship. Bth need t be engaged, cmmitted t the prcess, and fcused n achieving the desired utcmes f the mentring partnership. 3

5 Tips fr Mentrs Interact and share Share yur expectatins up-frnt Invest time in learning abut yur mentee Identify learning pprtunities Assist mentee in develping a netwrk Hnr cmmitments and cnfidences Be clear abut purpse and bundaries Prvide hnest, caring, regular, and diplmatic feedback Listen deeply and ask pwerful questins Maintain and respect privacy, hnesty and integrity Scheduling By prviding availability n the calendaring system, yu are still free t wrk with yur mentee n the actual mentring sessin times. Fr sme peple, it wrks fr them t set aside a regularly ccurring time fr mentring sessins. Fr thers, this may nt be pssible, and it is t tedius t g in and update availability in real time. Cnsider ffering up ne recurring hur each mnth and include the fllwing sentence in yur bi: My times available fr mentring sessins fluctuates each mnth, s nce yu select me, please reach ut directly t schedule time that wrks fr bth f us. Tips fr Mentees Think abut gals Learn as much as yu can abut yur mentr Prepare questins Find ways t be helpful Acknwledge and appreciate Listen and ask fr and be pen t feedback 4

6 Structuring Cnversatins Thrugh the mentring sftware, yu will be scheduled with a mentr r mentee fr up t three nehur sessins. The fllwing is a general framewrk fr hw t best apprach these cnversatins. Once the sessins are cmplete, the mentr and mentee can decide hw yu wuld like t remain cnnected. In sme cases, the pair may decide t cntinue the frmal mnthly sessins, r yu may decide t reach ut t each ther ccasinally r as needed. The First Sessin Make intrductins and get t knw ne anther Understand the mentee s greatest pprtunity r present gal Share relevant experience Set grund rules Set actin items Agree n a time cmmitment and schedule The Secnd Sessin Check in n prgress tward actin items Share mre relevant experience and perspective Set actin items fr the final meeting The Third Sessin Review what was learned and what prgress was made Review the mentee s actin plan Talk abut the develpment activities that tk place ver the past mnths Discuss next steps and ther resurce recmmendatins Set actin items fr any subsequent meeting Transitin yur relatinship t the next phase, mutually agreed upn by the mentr and mentee Prgram Evaluatin There will be times during the Mentring Prgram year when yu will be asked t prvide feedback n yur experiences. Please take the time t cmplete these surveys and share yur feedback n the prgram and yur experiences. The answers yu prvide t these surveys will help t guide and direct the Mentring Cmmittee and ensure yu are getting the resurces, supprt, and tls yu need t create high quality and high impact mentring experiences. 5

7 Asking Thughtful Questins Suggested questins fr the Mentr: Hw did yu land yur current rle? Is this where yu thught yu wuld end up? What have been yur greatest bstacles and hw did yu vercme them? Was there ever a jb psitin that yu applied fr and gt, but yu weren t 100% qualified? Hw d yu successfully stay cnnected t key influencers wh d nt wrk in same ffice r gegraphical area? Where d yu see my strengths and what shuld I fcus n t imprve? What new skills d I need t mve ahead? What are sme things yu wish yu wuld have knwn at my stage? If yu culd d it all again, what wuld yu d differently? What are sme suggestins f resurces that may help me achieve my gals? Suggested questins fr the Mentee: Why did yu select me as yur mentr? In what areas culd I ptentially ffer sme perspective? What are sme f yur current prfessinal gals? What additinal educatin, experience, r skills will be needed in rder t achieve yur gals? What are the skills yu excel in? Where are sme areas yu wuld like t imprve in? Why are yu interested in mentring? What are yur interests utside f wrk? What are the tp three things that yu value in a wrking relatinship? What are yur expectatins f me as a mentr? 6

8 Navigating the Mentring Relatinship A mentee chses a mentr they want t learn frm, s t sme extent, a mentee expresses trust in the mentr and the beginning f the selectin prcess. T build this trust and t set the mentee n the path t success, a mentr must mdel behavirs that demnstrate prfessinalism and integrity, as well as be fully present when engaged with the mentee. Belw are sme examples f behavirs that build trust and behavirs that impede trust. Behavirs that build trust: Listening practively and with an pen mind Being cperative and cllabrative Sharing experiences penly Allwing yurself t be vulnerable Fllwing thrugh n what yu say yu will d Being accepting and nnjudgmental Admitting t and wning yur mistakes and errrs Actively seeking ut different perspectives Sincerely encuraging thers t succeed Demnstrating a psitive utlk n wrk and the wrk envirnment Hnring and respecting cnfidentiality Behavirs that impede trust: Nt paying attentin and interrupting when smene is taking Talking badly abut thers Being verly cmpetitive with thers Withhlding infrmatin r being exclusive Nt matching behavir t wrds Being critical r judgmental Acting with a hidden agenda Blaming thers fr mistakes Being clsed t new ideas Discuraging thers frm trying new things r taking a risk Operating frm a negative perspective Revealing infrmatin yu gained in cnfidence Trust is very imprtant in a mentring partnership and will play a large rle in the success f yur mentring jurney whether yu are a mentee r a mentr. 7

9 Cmmn Mentring Pitfalls Being unclear n rle It is imprtant t understand mentring is knwledge transfer. It is an pprtunity t share relevant experiences and get t knw thers in rder t learn and develp new skills. A mentr is nt expected t be a cach, a therapist r a prfessinal prblemslver. A mentr is expected t ffer guidance and perspective in a kind and respectful manner. Lack time; shrtchanges mentring prcess The structure fr this prgram is t frmalize the first three ne-hur sessins, in rder fr the mentr and mentee t get t knw ne anther. The actual relatinship culd span well beynd thse sessins and culd take mre time t develp. It is imprtant t be patient with the prcess and take the time t get t knw yur mentr r mentee. Mdels relatinship after previus mentring relatinship It is imprtant t fcus n the develpmental needs f the mentee and nt t mdel the mentring relatinship after a previus ne. Each relatinship is unique and each mentee has different develpmental needs. Des nt keep cmmitments/meeting times Cntinually canceling r rescheduling meeting times sends the unintended message t the ther party that the mentring relatinship is nt a pririty. Be sure t treat this relatinship as a pririty. In the rare event where a reschedule is necessary, be sure t cmmunicate t the ther party as sn as pssible and find an acceptable time. The mentee can then update the date and time in the mentring sftware. 8

10 Lacks cnfidence Cnfidence cmes frm clarity in yur rle and yur cmpetencies. We understand the first mentring sessin may be intimidating r awkward at first, but as yu gain experience in appraching mentring cnversatins effectively, yur cnfidence will cntinue t grw. 9

11 Success Strategies Be pen t learning By participating in this prgram, yu will have the pprtunity t meet and learn frm many different individuals. Take time t invest in the relatinship and get t knw yur match. Be pen t learning and feedback, whether yu are participating as a mentr, a mentee, r bth. Reach ut in advance, nce yu have scheduled a sessin After scheduling yur sessin, yu will receive an with the and cntact infrmatin f yur match. Be sure t reach ut t yur mentr r mentee and cnfirm the time and lcatin. The sftware defaults t a phne call, but participants are encuraged t meet in persn, where pssible, r by Skype r Ggle Hanguts if bth parties agree t the prpsed methd f meeting. Fill ut yur prfile cmpletely and thughtfully Yur prfile is yur pprtunity t intrduce yurself t thers participating in the prgram. This is yur pprtunity t shwcase yur experiences and share a bit abut yurself. A well-written prfile that shares yur passins, experiences, and relevant persnal infrmatin creates a memrable first impressin. Check back ften! Sign int the sftware peridically t review and update yur prfile and check fr new mentrs. Only available mentrs shw up in the system search, s be sure t check back ften t search fr ptential mentrs. If yu are a mentr, be sure t update yur availability in the calendar tl and have at least ne hur f availability per mnth fr at least 6 mnths ut at all times. 10

12 Share feedback. Yu will peridically receive surveys regarding yur experiences in the prgram and we are cntinually wrking t imprve the experience and add new sftware features. We LOVE feedback! Feel free t us at any time at supprt@diversetalentstrategies.cm with feedback n the prgram r suggestins fr imprvement. Prepare in advance Prir t yur first mentring sessin, try t learn as much as yu can abut yur mentr r mentee. Read their bi n the mentring sftware and lk them up n LinkedIn. Think abut what questins yu want t ask them. If yu are a mentee, think abut why yu selected the mentr and what yu are hping they will help yu with. Fr the sessins that fllw, be sure t review yur mentring ntes and any actin items resulting frm the previus sessin s yu are prepared fr the cnversatin and able t pick up where yu left ff. Participate in trainings and activities Wrkshps and trainings are ffered peridically thrughut the year. Be sure t check the calendar n yur mentring landing page t sign up fr available trainings. The sftware system tracks which curses have been taken. There are six different sessins available, which include: Mentr Skill Building Learning t Lead Thrugh Mentring Prpelling Yur Career with Mentrs and Spnsrs Mentring Fundamentals The Art f Negtiatin Netwrking with Intentin 11

13 Share yur experience Whether yu are serving as a mentr r mentee in this prgram (r bth!), the success f the mentring relatinship is dependent upn yur willingness t share yur experiences, give and receive feedback, and fllw thrugh n cmmitments. This is an pprtunity t meet new peple and build lng-lasting relatinships. Think f the mentring prgram as yur pprtunity t build a persnal bard f directrs. By cultivating relatinships with thers and surrunding yurself with ther successful peple, yu will develp the skills and cnfidence needed t achieve yur gals. 12

14 Mentring Actin Plan The Actin Plan in this guide can be used as a resurce utside f the Talent Nexus sftware t cllabrate and capture the mentee s gals and the actins that will be taken t achieve thse gals. Step 1: Identify a specific develpmental area Step 2: Create a Develpmental Objective Step 3: Create Mentring Actins Step 4: List Supprt Mechanisms Step 5: Ste Timing and Milestnes Step 6: Determine Criteria fr Success Cnsider the cre cmpetency the mentee selected as the verarching develpmental area and the gals f the relatinship and then the mentee and mentr shuld select specific skill, knwledge, cmpetency, r behaviral areas (within the selected cmpetency) that wuld benefit frm further develpment. Career gals, 360-degree feedback, perfrmance appraisals, and ther types f feedback the mentee has received can be used t guide these chices. Fr each target area, the mentr and mentee shuld develp a SMART bjective that describes exactly what utcme is desired. Make the bjective as behaviral as pssible. Fr example, if a target area is cmmunicatin Skills, ne pssible gal might be T speak with fewer pauses and language fillers, t shw mre psitive bdy language when speaking, and t use less hesitant language. The mentr and mentee shuld identify multiple, specific activities that the mentee will undertake t achieve the develpmental gals. These activities shuld include a mix f these practice methds: Frmal learning methds: training, seminars, wrkshps Infrmal learning methds: n the jb training, reading a bk Passive practice methds: reading, training, bserving a rle mdel Active practice methds: assignments, special prjects, practice The mentr and mentee shuld identify and list the supprt needed in rder t implement the develpmental activities. This culd include ther clleagues, time, r mnetary resurces. The mentr and mentee shuld jintly select the deadline fr cmpleting each develpmental activity. An verall deadline fr cmpleting the target area s develpment is set. The mentr and mentee shuld identify methds and criteria fr measuring success. Fr example, t measure prgress f Cmmunicatin Skills, success can be measured qualitatively thrugh infrmal verbal feedback, and/r quantitatively thrugh 360- degree feedback. 13

15 Mentring Sessin Ntes Use this sheet t keep track f yur mentring sessin activities and tasks. a Mentr: Phne #: Mentee: Phne #: Sessin 1 Date: Time: Lcatin: Tasks: Sessin 2 Date: Time: Lcatin: Tasks: Sessin 3 Date: Time: Lcatin: Tasks: 14