The document discusses how mentoring can be used to grow high-performance teams. It defines mentoring as helping someone mature in a practice or discipline by guiding them along the path and teaching them to mentor others. The document provides tips for mentors, such as taking initiative to help others, celebrating their successes, and being willing to take risks by putting mentees in positions where they can grow. It also discusses establishing a formal mentoring program in companies by defining qualifications and responsibilities, matching mentors and mentees, and establishing a review process.

1. 1
How to Grow High
Performance Teams
Through Mentoring

2. 2
©Peter Saddington - Action & Influence, Inc. www.myai.org
Peter Saddington MDiv, CSTPeter Saddington MDiv, CST
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3. Action & Influence, Inc. is an Atlanta, GA company dedicated to
growing high-performance through Agile and Organizational
Design.
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4. WHAT IS MENTORING?
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5. To help mature someone in a practice or discipline
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6. To show them how you walked the path and lead them through
their own path
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7. [THE GOAL] - To teach them to mentor someone else, what you
are doing to them
© 2013 Action & Influence, Inc. – www.myai.org

8. Mentoring is not teaching.
Teaching = Telling
Mentoring = High touch
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9. WHAT MENTORING IT NOT PRIMARILY CONCERNED WITH
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10. A methodology and exact praxis of how to do something.
Not prescriptive.
They are not your disciple.
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11. Mentoring isn’t a two-way street like friendship.
Mentoring isn’t accountability.
It is focused, unlike friendships.
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12. No personal agendas.
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13. The focus of mentoring is not you, it’s them.
You are here to pour your life into someone else.
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14. 6 TIPS FOR MENTORS
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15. 1 – A mentor takes time to know people and reveal to them new
possibilities and realities.
-Good listeners
-Bring people into your world (Community of practice)
© 2013 Action & Influence, Inc. – www.myai.org

16. 2 – A mentor gets excited when good things happen to others
-Be happy for others
-Constantly celebrating the wins
-Giving firm guidance as necessary in areas of improvement
-Aware to where trouble can happen…
-Provide enough freedom for the individual to experiment and even fail
© 2013 Action & Influence, Inc. – www.myai.org

17. 3 – A mentor takes initiative to help others
-Take the first step. You must have margin in your life to help.
-Reach out to people, a willingness to help
-Offer your services, make it known!
© 2013 Action & Influence, Inc. – www.myai.org

18. 4 – A mentor raises up leaders
-You raise up other leaders so they can pass you in leadership.
-Your mentor can (will) be more successful than you are now. You have now
created a legacy.
-This is how you “scale” yourself.
-“There is no success without successors.”
© 2013 Action & Influence, Inc. – www.myai.org

19. 5 – A mentor is willing to take a risk with a potential leader
-Put the one you mentor in positions where they can grow.
-Put them in positions where your reputation may be at risk if they fail.
© 2013 Action & Influence, Inc. – www.myai.org

20. 6 – A mentor is not position conscious
-“Servant leadership is influencing upwards and influencing outwards since no
one is below you.”
-Your fanfare and rewards will be seen in others. You’ll have to be ok with that.
© 2013 Action & Influence, Inc. – www.myai.org

21. 6 AREAS OF A MENTOR RELATIONSHIP
1.Authority / Desire
2.Intensity
3.Duration
4.Format / Structure
5.Intentionality
6.Goals
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22. 1 – Authority / Desire
- What are we focusing on?
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23. 2 – Intensity
- How often are we going to engage?
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24. 3 – Duration
- What will the length of our mentorship program be?
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25. 4 – Format / Structure
-Workshops or problem solving?
-Reviewing books or case studies?
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26. 5 – Intentionality
-How can I observe you / You observe me?
-How can I watch you in action?
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27. 6 – Goals
-The goal: So they can mentor others
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28. TITLES OR TESTIMONIES?
-What will you live for?
-“You’re going to die. One of these days they’re going to take you out to the
cemetery, drop you in a hole, throw some dirt on your face, and go back to
church and eat potato salad. When you were born you alone were crying and
everyone else was happy. The important question I want to ask is this: when
you die are you along going to be happy, leaving everyone else crying? The
answer depends on whether you live to get titles or whether you live to get
testimonies…When they lay you in the grave are people going to stand around
reciting the fancy titles you earned, or are they going to stand around giving
testimonies of the good things you did for them?” – Tony Campolo – “Who
Switched the Price Tags”
© 2013 Action & Influence, Inc. – www.myai.org

29. BUSINESS CASE FOR MENTORING [1]
-We have helped several large companies establish a mentoring program with
great success
-Companies that offer mentoring have demonstrated improvement in the
following areas:
-Higher individual performance
-Improved retention
-Greater job satisfaction
-Career development and growth
-Transfer of intellectual capital
-Improved profitability
-Higher productivity levels
-Increased customer satisfaction
*Source: Murray, Margo. Beyond the Myths and Magic of Mentoring
© 2013 Action & Influence, Inc. – www.myai.org

30. BUSINESS CASE FOR MENTORING [2]
-According to Louis Harris and Associates, 35% of employees who do not
receive mentoring will look for new employment within 12 months
-Just 16% of those who have mentors expect to leave their jobs
-According to the Gallup Organization, one of the core elements needed to
attract, focus, and keep talented employees was to ensure there is a personal
connection with another employee at work
© 2013 Action & Influence, Inc. – www.myai.org

31. CASE STUDY – LARGE FORTUNE 500 COMPANY
-68 mentor and mentee participants in FY10-11
-92% of mentee participants from 2007-2009 were still with the company
-29% of mentee participants 2007-2009 have received promotions
© 2013 Action & Influence, Inc. – www.myai.org

32. [COMPANY] - SETTING A PLAN FOR MENTORSHIP
-Senior management involvement and nominations
-Program Manager interviews nominees and helps coordinate
-Mentor qualifications criteria defined
-Mentor responsibilities defined
-Mentee qualifications defined
-Mentee responsibilities defined
-Matching process defined
-Mentee survey*
-Timeline defined
-Mentor working agreements defined after matching
-Development and goal planning
-Review process at completion and success criteria
© 2013 Action & Influence, Inc. – www.myai.org
*TeamScience™
www.teamscience.com

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