Mentor Relationships that Work. Sandra Oliver & Claire Carver-Dias Impact.

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1 Mentor Relationships that Work Sandra Oliver & Claire Carver-Dias Impact.

2 Agenda Trends in mentorship Develop a mentoring plan Effective mentoring skills Building relationships

3 Why mentor? Onboard effectively Enhance diversity Improve retention of high potentials Targeted skill and leadership development Address a critical skill gap (in tandem with coaching)

4 Mentoring works. In a recent meta-study, 90% of organizations surveyed reported evidence of positive outcomes from mentoring programs A comprehensive US study on mentoring revealed the following benefits: 25% of employees who enrolled in a mentoring program had a salary-grade change; only 5% of workers who did not participate had a change Mentors were promoted 6 times more often than those not in a mentoring program Mentees were promoted 5 times more often than those not in a mentoring program Retention rates also were higher for both mentees (72%) and mentors (69%) than for employees who did not participate in a mentoring program

5 Mentoring is hot. Formalized mentoring programs on the rise: More than 70% of Fortune 500 companies have a mentoring program 69% of surveyed companies representing a wide variety of industries, have formal mentoring programs 60% of UK business leaders have had a mentor, and of these, 97% claim they have benefited from the advice given

6 Definition Earliest definitions characterize mentoring as a sustained relationship between a younger, less experienced individual (protégé) and an older, more experienced individual (mentor), dedicated to achieving long term success and fulfillment (RJ Burke, 1984; K.E. Kram, 1985).

7 Current trends. Short-term, goal-oriented mentoring focuses on specific goals for a set time period Peer-to-peer mentoring pairs young employees with each other Peer group mentoring matches individuals with similar objectives into peer support groups Personal advisory groups mentees create their own board of advisors Speed mentoring time-limited meetings (usually 1 hour or less) where a mentee is matched with a mentor and focuses on quick-hit information and networking Reverse mentoring matches senior executives (the mentees) with younger people (the mentors) to help them stay up to date in a fast-changing world Job-fit related mentoring fitting specific mentors to particular jobs

8 Common mistakes. Not taking a comprehensive approach that recognizes the differing approaches to mentoring Not connecting mentoring to a comprehensive talent management program No success measures Taking a one-size-fits-all approach Not spending enough time selecting participants Requiring everyone on a list to have a mentor Not enough training, support and follow up for both mentors and mentees No mentoring plan to support the relationship Not putting enough (or any) emphasis on the mentee

9 Mentoring is a talent development tool. Mentoring Plans Talent assessment and development process Leadership commitment, involvement and oversight

10 Creating a mentoring plan. Assessment & Planning Mentoring Conversations Evaluation

11 Impact mentoring plan. Strengths Gaps Goals Actions Timing Team Desired Future State

12 Agree on the relationship. Discuss early how you will work together: How much time will each invest to build a strong relationship? Agree on some norms stop by anytime may not work Agree on scheduling Extreme coachability?

13 Assessment & Planning Assessment Planning Assessment & Planning Gather data (both mentee and mentor): Personality profiles Performance reviews Goals Impressions from others familiar with the work of the mentee

14 Mentoring Conversations Assessment & Planning Mentoring Conversations Prepare for the meeting: Schedule a time and place Assign homework Do your homework, bring a progress report

15 Evaluation Assessment & Evaluation Planning Review progress to plan: Regular evaluation of the relationship and progress at each meeting (both parties) Evaluation of mentee progress at leadership talent reviews

16 A word to mentees: It s your career. Be prepared for meetings Remain open to feedback and act on the feedback Close the loop with mentors on feedback offered Be appreciative Ask for mentors time Build your own team/personal advisory board Be willing to reach way up (and ask for a really good mentor) Pick mentors you respect Give feedback often

17 Mentors should be more than just mentors. Wants to mentor and is committed to the employee s growth Knows the job and is familiar with the organization culture Demonstrates honesty, integrity, and stewardship Able to spend time with the mentored employee Is highly successful in their job and the organization Comfortable challenging an employee Strong professional networks Willing to communicate failures as well as successes Able to say when the relationship is not working / back away appropriately without regard to ego issues

18 Effective mentoring skills. Don t assume Listen Challenge Be transparent Take risks Connect

19 Ask powerful questions. Personal Vision/ action planning What one thing do you enjoy most about your work? What are the things you like least? If you could design your own job (no constraints) what would it look like? What are your strengths that you want to preserve and build upon? What does success look like on this issue for you (in six months/a year)? What would successfully fulfilling these goals look like? How would you measure it? How much progress have you made so far? How much time do you have to achieve this? What is keeping you from getting the results that you want? What behaviours will you need to enhance or change? Developing your Team Who needs to know about this? What do you need from them? What is in it for them? Who are supporters? Detractors? What is your plan for each? Using your mentor How can I be most helpful to you?

20 Challenge. Give homework that stretches the mentee Have high expectations (expect them to pursue the plan you ve agreed to)

21 Build trust. The single most important element of the mentor-mentee relationship is trust Mentor can share stories and his/her own challenges Complete and share personality test data Do what you say you re going to do Accept confrontation: when there is a difference of opinion, promote discussion and explore solutions with the intent to solve problems (Michael Hyatt)

22 Q & A

23 Additional resources Powerful Questions Can Have a Powerful Effect Looking for Help at Work? Get a Mentor htm The Workplace: How to find a mentor at work Trusted Advisor David H. Maister (Author), Charles H Green (Author), Robert M. Galford (Author) Demystifying Mentoring (HBR) Get the Mentoring Equation Right (HBR)

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