How2 mentor
•Télécharger en tant que PPT, PDF•
5 j'aime•2,739 vues
![Step One: Learn ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommandé
Contenu connexe
Tendances
Tendances (20)
En vedette
En vedette (20)
Similaire à How2 mentor
Similaire à How2 mentor (20)
Plus de Tony Astro - Veteran Counselor & Entrepreneur
Plus de Tony Astro - Veteran Counselor & Entrepreneur (20)
Dernier
Dernier (20)
How2 mentor
- 1. Mentoring Optimizing The Mentor-Protégé Relationship Center for Personal and Professional Development 2009 ALIGN STREAMLINE EXECUTE
Notes de l'éditeur
- Mentoring is all about people, the people who do the mentoring, the people who are being mentored and the people who are impacted by the mentoring relationship. Again, a mentor is a person who helps another learn and grow. As participants in these relationships help each other, the individual and the organization are strengthened, as the individual’s potential to excel increases. Mentors provide guidance and direction on setting and achieving goals. Sharing knowledge and experiences about multiple situations including those dealing with leadership and organizations help develop employee’s competence and confidence. Mentoring also includes interviewing and resume writing techniques. The result is a strong sense of commitment to the organization and to personal growth and development.
- New guidance is forth coming in the form of a new Navy instruction addressing Mentoring.
- Key attributes of a mentor include… A senior leader Someone who supports another individual, and is concerned with their growth Concerned for their employee’s development as a whole, and not just in the job they do One who has an independent relationship with their employee, not one based on authority or power They will listen, question, and only then advise Proponent of career management initiatives and programs Knowledge of career development programs and initiatives Knowledge of the functional community’s Career Path and Master Development Plan Commitment to carrying out mentoring activities for the duration of the individual’s assignment Most importantly, mentors need to have the desire to share what they have learned during their careers with their partner (the protégé). Mentors must be willing to spend time with the protégé to develop a good working relationship that is trusting and honest. Good mentors must be able to offer a reality check when necessary. They must be able to work with the protégé to develop an Individual Career Development Plan. This will help the protégé determine what needs to be done to achieve their short term and long range goals.
- Every one of us is ultimately responsible for our own career. However, it can help tremendously to have someone to talk with who can provide a listening ear and share what they’ve learned about the organization and the things that helped them succeed. Mentors can provide valuable direction and clarification at times when the protégé “can’t see the forest for the trees.” Mentors can help the protégé figure out what they need to do to fill in the gaps between where they are now and where they want to be in the future. Mentors can sometimes serve as “door openers,” informing the protégé of opportunities they may not have been aware of (for example, referral to a program or training, introducing them to people in their field of interest, or recommending them to assist in a project that expands their skills). The most valuable and important assets mentors contribute are a listening ear and a different perspective.
- CPPD considers there to be two key types of mentoring relationships: - the supervisor and subordinate mentoring relationship; - the mentor and protégé mentoring relationship. This view is shared with the Army and the Air Force. How do they differ? Chain of command versus non chain of command relationships. CPPD provides training in the leadership courses for the Supervisor and Subordinate mentoring relationship. CPPD also provides mentoring tools and resources for both relationships via NKO.
- It is important to know what type of mentoring there is and what type of mentoring the Navy is promoting.
- Supervisory mentoring is very important. All good supervisors mentor their subordinates to a degree. There are some drawbacks to supervisory mentoring, however. The supervisor may not be a “subject matter expert” in the subordinate’s desired career path. While the supervisor can guide the subordinate in their present position, they may not be able to help them with future goals. Today’s supervisors are often heavily tasked, and there is the possibility that they may not be able to devote equal time to each subordinate, which could create feelings of exclusion and favoritism. Another important consideration is that many people would not feel comfortable being mentored by a person who prepares their performance evaluation or appraisal. The protégé may not wish to discuss such things as areas of weakness and plans to leave the organization or change career paths.
- Mentoring is widely recognized today as an extremely beneficial development tool. Studies have shown that having a mentor is a top factor affecting an employee’s success, career satisfaction, and whether they stay with an organization. This guide has been prepared for those who have not had the opportunity to attend any mentoring training but who want to have a mentoring partnership. It is intended to help both potential mentors and protégés. Mentors serve as honest advisors that tell us the truth..., “and telling the truth, to others and ourselves, is one of the cornerstones of sound mentoring and the foundation of good leadership.” We encourage you to look for someone at or near your location whom you admire and respect and has done what you would like to accomplish (or something similar) in your own career. A Mentor should be concerned with their “apprentice’s” professional development, training, personal welfare and individual readiness. In definitive terms, a Mentor would ensure that evaluations and fitness reports were submitted on time, that individuals were appropriately recognized when warranted and deserved, suitably trained with the proper schooling, provided time and access to Professional Development Boards (PDBs) and subject to the wisdom of its members, and accurately considered to take advancement exams when expected. Regardless of what our final instruction asserts, good mentorship is indistinguishable from good leadership.
- Look around to see if there is someone at your location who could really benefit from your guidance. Recent studies indicate the importance of those in senior positions reaching out to mentor junior people. The studies found that junior people are often intimidated by those in seniority and therefore aren’t comfortable enough to ask for guidance. Especially consider those who may not easily fall into “natural” mentoring partnerships because they may be quiet, not likely to ask for guidance, or feel excluded from the mainstream of the organization for any number of reasons. We also encourage you to volunteer as a mentor so that someone may seek you out.
- Characteristics of Effective Feedback Effective feedback doesn’t just happen. It is carefully given so the message is clear and the purpose is understood. Six characteristics generally represent effective feedback. Questions to consider asking your mentee to help generate discussion : • Who in your life do you most admire? • When are you most naturally yourself? • How are you perceived by your coworkers? Boss? Peers? • How do you envision this relationship working?
- It is important for both the mentor and protégé to establish the appropriate relationship. It is important to set overall ground rules, even before the employee and mentor are matched. This will assist both parties in understanding expectations. The members of the mentor cadre choose the employees/interns they wish to mentor. Both mentor and protégé should agree to a development plan with specific objectives; and both should agree to specific times/dates to discuss mentoring issues. Plan to commit to a one-year partnership. It takes a while to develop the trust and rapport necessary to begin working on identifying goals and an action plan to achieve them. Plan to discuss a “no-fault” termination clause, in which either party can back out if it’s not working for them. Plan to have a six-month checkup point to evaluate how it’s working out for each of you.
- Questions to consider asking your mentee to help generate discussion: • How can we define the limits and boundaries of our relationship? • How can we come to closure or terminate our relationship? • What should we do if we discover we are not compatible?
- Questions to consider asking your mentee to help generate discussion: • How do you feel about the feedback I just gave you? • How might you use this feedback in conjunction with future actions? • How can I improve my feedback to you in the future?
- Questions to consider asking your mentee to help generate discussion: • How do you feel about the feedback I just gave you? • How might you use this feedback in conjunction with future actions? • How can I improve my feedback to you in the future?
- Questions to consider asking your mentee to help generate discussion: • Are you feeling the same way I am about this conflict? • Do you even think this is an area of conflict? • What are your ideas for resolving this conflict? • How should we handle future conflict?
- The mentoring relationship is based on mutuality—you and your mentee collaborate in the mentee’s development. Mentoring does not require a high degree of personal connectedness in order to pass on the desired skill, knowledge, attitudes or behavior. However, there does need 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. In addition, if you and your mentee are able to express respect to respond freely and honestly about strengths, weaknesses, goals and concerns, the learning will be greatly enhanced.