Mentoring. Mentor Training

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1 Mentor Training

2 If you are not developing your people, who do you think is?

3 BUSINESS CASE Develop a foundation for growth and development of high potentials in EAME Create a strong pipeline of leadership talent. Increase Associate Engagement by enabling people to reach their potential

4 WIN WITH TALENT EXCEPTIONAL RESULTS Critical Thinking Alignment and Action Change and Innovation STRONG RELATIONSHIPS Customer Focus Emotional Intelligence Effective Communication Collaboration WINNING CULTURE Global Perspective Motivation and Inspiration Development of Self and Others

5 I did not think this program could have such a huge impact on my personal development. This is one of the most enriching experiences I have ever had My mentor has helped me become more self-aware and prioritise my development ideas and goals The contact with somebody from outside your own hotel with a lot of experience and knowledge and who is a few steps further ahead in your career than yourself. In this way your mentor can open your eyes more Feedback from in Western Europe. I cannot believe that we have now been in our mentoring relationships for almost 5 months already. For me it has been incredibly valuable to be a Mentor and I would like to continue in the future.

6 At Starwood What is? Structure of Program Why be a Mentor? What can I offer? AGENDA What s required for successful mentoring? Core skills Mentor skills meetings Mentor Expectations Starwood System

7 WHAT IS MENTORING? WHAT IS MENTORING WHAT IS NOT MENTORING is a personal enhancement strategy through which one person facilitates the development of another by sharing known resources, expertise, values, skills, perspectives, attitudes and proficiencies It provides the opportunity for the experienced party (mentor) to further enhance their skills and knowledge areas by continuously reassessing and building upon those areas. An opportunity for an experienced manager to tell a mentee what to do A one-way relationship in which only the mentee benefits A relationship without difficulties or challenges A relationship in which the more experienced person always has the skill sets A substitute for other types of learning A guarantee of promotion

8 What s the Difference between Coaching and?

9 Short term objectives Concentrates on skills and knowledge required at a specific time Developing organisation skills to benefit the overall organisation Can include life skills life coaches COACHING

10 Longer term MENTORING Traditionally passing on of support, guidance and advice Relationship based on tailored development need of a mentee

11 MENTORING Mentee driven and the Mentee has specific goals is a RELATIONSHIP Offline relationship outside of direct reporting line Mentor does not replace the direct manager Mentor provides a different perspective Mentor assists mentee to find their own solutions Mentor helps mentee identify gaps in skills and competencies and points them in the right direction is CONFIDENTIAL between Mentee and Mentor

12 MENTORING PROCESS Mentee Selection Process Regional/Div DHR (based on property/leadership recommendation) propose Mentees Mentees to be HOD / Excom level, plus Additional / High potential associates (VF, FF, rising stars) During Pilot phase dedicated group only Matching Process On agreed date, Mentees are sent link to Mentor Matching system Mentees select Mentors from available mentors Initial contact with Mentors ( ) Mentors accept / decline mentees Mentor Selection Process Mentors to be invited from Excom, Key HOD, GM/AM and Regional/Divisional teams RDHR/Reg/Div leadership propose Mentors (ask for participants) and then Mentors will be invited to participate. For Pilot, primarily GM and above Mentor and Mentee Training Online/virtual training for mentors and mentees Once Trained, Mentors to set up profile in Mentor Matching system Once Mentee / Mentor matched, Mentee arranges 1 st meeting with Mentor First meeting establishes goals and builds relationship. Meetings are to be held face to face, Skype or telephone. Evaluation/Completion When Mentee feels relationship has achieved aims (4 12 months), mentee closes relationship in system Evaluation of (confidential) Mentor free for next Mentee Mentee can select new Mentor

13 At Starwood What is? Structure of Program Why be a Mentor? What can I offer? AGENDA What s required for successful mentoring? Core skills Mentor skills meetings Mentor Expectations Starwood System

14 MENTORING STRUCTURE 1. Planning for mentoring 2. Building relationship / Agree Goals 3. Maintaining momentum 4. Ending formal relationship

15 Be ready for a close, dynamic and challenging relationship PLANNING FOR MENTORING Think about the following before the meeting: What kind of issues does the mentee want to address? What do they need to address? What specific insights should I help the mentee acquire? Consider what you can give in this relationship (strengths/ experiences to share)

16 The MPS process Meaning Pleasure Strength

17 Getting Ready : The Wheel of Life

18 This will help clarify priorities for the mentoring, to plan so that your mentees (professional) life is closer to their definition of balance. Balance is personal and unique to each individual what may be balance for some may be stressful or boring for others. Balance must be assessed over time. So, a regular check on how balanced can highlight useful patterns and help them learn even more about onerselves

19 Get to know one another, share experiences BUILD RELATIONSHIP / AGREE GOALS Agree the Mentee s goals Discuss and agree on mentoring roles and rules (i.e., schedules, logistics, expectations, confidentiality, feedback & limits) Remember the mentee needs to take charge of managing the process but you need to be responsive to the mentee s needs.

20 Contracting Why is an agreement important? By aligning expectations at the beginning of the relationship, you can maximize your learning, stay focused, and proactively address potential issues. Agreement Outline:

21 Momentum helps you progress toward goals and objectives BUILDING MOMENTUM Be available for regular, scheduled contact with positive feedback on the process Work with your Mentee to try new and different ways to keep the relationship interesting, productive and beneficial (attend special meetings, change/add goals, etc.)

22 PHASES OF THE MENTORING RELATIONSHIP

23 Prepare for the end of formal partnership ENDING THE RELATIONSHIP Review goals and progress; discuss feelings and experiences Ask the Mentee what they would like to do next (continue relationship in some form, end relationship) Remember to Celebrate!

24 At Starwood What is? Structure of Program Why be a Mentor? What can I offer? AGENDA What s required for successful mentoring? Core skills Mentor skills meetings Mentor Expectations Starwood System

25 MY MENTORING EXPERIENCE Look back on a positive relationship you had with someone Someone who helped developed you.a teacher, boss, relative, spouse or anyone who gave you attention How did you benefit from the relationship? What made it special? What specific things did this person do to help you?

26 Opportunity to pass on experience. WHY BE A MENTOR? Personal satisfaction. Increased confidence in mentoring. Contribute to someone s development Networking opportunity Seeing Mentee grow and develop

27 WHO SHOULD BE A MENTOR? Have knowledge, skills, abilities, and attitudes that could be shared with others Want to expand their professional network Want to develop their leadership and feedback skills Want to develop the next generation of leaders

28 Organisational Experience WHAT CAN A MENTOR OFFER? Knowledge of people Knowledge of networks Knowledge of career options Life experience Technical Expertise

29 At Starwood What is? Structure of Program Why be a Mentor? What can I offer? AGENDA What s required for successful mentoring? Core skills Mentor skills meetings Mentor Expectations Starwood System

30 MENTORING ROLES MENTEE ROLE Show initiative Follow through Manage the relationship CORE ROLES Build trust Listen actively Goal setting DIRECT MANAGER ROLE MENTOR ROLE Provide support Positive reinforcement Give time to participate ENABLER Develop capabilities Provide feedback Provide encouragement

31 mentor mentee direct manager

32 At Starwood What is? Structure of Program Why be a Mentor? What can I offer? AGENDA What s required for successful mentoring? Core skills Mentor skills meetings Mentor Expectations Starwood System

33 Build TRUST CORE SKILLS Listen Effectively Set Direction

34 BUILDING TRUST R A R Respect - holding another in high regard and value each other s input Accountability - based on mutually agreed expectations and actions. Responsiveness - a willingness to try things and put them into action BOTH!

35 LISTENING ACTIVELY Appear interested Use appropriate body language Avoid interruptions Rephrase their points Refer to past conversations

36 SETTING DIRECTION MENTEE s SMART GOALS

37 Challenges Conclusions Creative solutions Choices Consequences 5 C Model 37

38 QUESTIONS TO HELP SET DIRECTION What do you want to have achieved by the end of this relationship? What precisely is going to change? What will happen? What are the steps? How will you know you have made progress? How does that sit in your long term goal for your self? What specific help from me (your Mentor) would be most beneficial?

39 At Starwood What is? Structure of Program Why be a Mentor? What can I offer? AGENDA What s required for successful mentoring? Core skills Mentor skills meetings Mentor Expectations Starwood System

40 Foster development MENTOR SKILLS Provide feedback Provide encouragement

41 FOSTER DEVELOPMENT

42 STRONG FOUNDATIONS

43 IDENTIFYING GAPS Talent Review Competency Evaluation PMP StarVoice 360 Talk to Colleagues Other

44 FOSTER DEVELOPMENT THE G.R.O.W. MODEL

45 THE G.R.O.W. MODEL G Goal What do you want to achieve? R Reality What is happening now? O Options What could you do? W Will What will you do?

46 Encourage the mentee to talk about real situations Situation / Task Action What happened? What was done? PROVIDE FEEDBACK Result Was it effective or not? Provide Feedback that is balanced (positive & developmental; giving & receiving feedback) the Sandwich!

47 Defined by a clear purpose Why do you want the mentee to change? Specific and descriptive if feedback is not specific, mentee gets feedback that they can do nothing about. FEEDBACK Relevant - How much of the feedback you give really applies directly to the mentee s situation? Actionable Can the Mentee achieve this? What measures can you use to evaluate change? Timely When is the best time to give feedback? In what environment should feedback be given? Balanced - How much opportunity will the mentee have to respond to your feedback? Are you open to changing your opinion based on the mentee s response to your feedback?

48 Often listed as most valuable mentoring skill! PROVIDE ENCOURAGEMENT Your belief in others can motivate them to achieve. Effective praise is Performance based + timely (genuine) Done in different ways (privately, publicly, spoken, written Offered frequently

49 Confidentiality Allows both parties to be open, vulnerable, yet safe, in difficult conversations. GOOD TIPS FOR MENTORING Open & Honest Expression Willingness of Mentor and Mentee to share experiences (the good and the bad) will enhance feelings of trust and mutual respect A Good Rapport You must feel relaxed in each other s company Discussions are lively and animated The Mentee must be prepared to raise issues they feel less comfortable about.

50 is a relationship It is process driven Planning, Building, Developing, Ending SUMMARY Mentors not expected to drive relationship Successful mentoring requires: RAR: respect, accountability, responsiveness Active Listening Goal setting Mentor helps to set goals, provide feedback and give encouragement

51 At Starwood What is? Structure of Program Why be a Mentor? What can I offer? AGENDA What s required for successful mentoring? Core skills Mentor skills meetings Mentor Expectations Starwood System

52 MENTOR MEETINGS What makes a good meeting from a Mentor point of view? From a Mentee point of view?

53 MENTEE Had a clear agenda Mentor listened and focused on my issues Been stretched and made to think Got ideas I would not have thought of myself Moved issues forward, not necessarily to a solution but have a clear strategy for the next step Increased my knowledge and contacts Feel ready to put plans into action Enjoyed the session MENTOR Created an open environment Developing a positive partnership there is increased confidence in working together The mentee is sounding out ideas, ideas are more creative, the mentee is thinking ahead about the consequences of their actions Progress was recognised, the mentee has a sense of achievement The session was positive and animated, the mentee feels motivated and energised

54 At Starwood What is? Structure of Program Why be a Mentor? What can I offer? AGENDA What s required for successful mentoring? Core skills Mentor skills meetings Mentor Expectations Starwood System

55 Commitment for duration of program 1-2 meetings / calls / webconferences a month). Skype can also be used. EXPECTIONS OF A MENTOR Be receptive to needs of mentee Provide feedback, guidance, and expertise when needed

56 Mentors are Expected to Be a resource Provide feedback Have reasonable expectations of mentee Help mentee develop appropriate learning plan Follow through on commitments Be respectful, responsive, and accountable for your promises Not expected to Drive the relationship Do the work for mentee Manage the mentee as their supervisor Seek out the mentee Be an expert in every development area Report back to Mentee s boss

57 WHAT IF I GET INVITED BY SOMEONE I CAN T OR DON T WANT TO MENTOR? Thank the person for choosing you Explain clearly why you are refusing (another mentee, time pressures, too familiar with Mentee s boss) Please respond to invitations (especially if declining invitations) within 2 working days so that the Mentee has the opportunity to continue the search

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