Purpose-Driven Mentoring: How to Find, Pick, and Create Powerful Mentor Relationships

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Purpose-Driven Mentoring: How to Find, Pick, and Create Powerful Mentor Relationships Learning objective: Assess successful mentoring techniques Mentoring is a mutually beneficial practice that provides opportunities both for mentor and mentee, as well as pay dividends for employers. Corporations have discovered that the act of implementing strategic mentoring results in great short and long term value. Mentoring creates collaborations, bonds, and buy-in like no other relationship process. This seminar will help you engage, find, and benefit from mentoring programs. At the end of this seminar participants will be able to: a. Identify strategic mentoring solutions b. Examine the benefit of reverse mentoring c. Examine successful networking strategies that connect people d. Identify successful strategies for winning collaborations e. Examine mentoring activities and suggestions that enrich the experience f. Explore ways to identify and pair successful mentoring matches

Career

PURPOSE-DRIVEN MENTORING:
How to Find, Pick, and Create
Powerful Mentor Relationships
Jessica Adams, Organization Effectiveness Rep,
Northrop Grumman Corporation
John Yancey, Distribution Automation Manager, ComEd
Tiffany Henry, Manufacturing Engineer, Northrop
Grumman Corporation
Stephanie Boone-Shaw, Principal, Booz Allen Hamilton,

Agenda
• The “What, Why & How” of Mentoring
• Panel Discussion
• Debrief & Resources

Why Mentor?
• Short & long-term
value
• Benefits do NOT
discriminate!
• Business outcomes

Business Outcomes
More promotion rates for people from under-represented groups (like women,
African Americans, Latinos, and Asians) among organizations with mentoring
A lack of learning and development opportunity is the #2 reason
employees leave an organization, above job responsibilities and compensation
Today, mid-level managers have 50% more direct reports
and 20% less time to spend with them since the recession
There has been a 20% increase of U.S. companies
now hosting peer mentoring programs since 2007
¾ of Millennials
WANT a mentor
The cost to lose an employee can range from
100% to 300% of that employee’s salary

What is Mentoring?
Understanding Roles & Objectives

How to Get There
• Approach Tactics
• Contracting
• What NOT to Do
Shared Goals & Objectives

Further Reading
– Mentor: Guiding the Journey of Adult Learners.
Laurent A. Daloz
– Beyond the Myths and Magic of Mentoring: How
to Facilitate an Effective Mentoring Process.
Margo Murray
– Creating a Mentoring Program. Annabelle
Reitman, Sylvia Ramirez Benatting

Contact Us!
Jessica Adams
jessica.adams@ngc.com
Organization Effectiveness Rep
Northrop Grumman Corporation
Tiffany Henry
tiffany.henry@ngc.com
Manufacturing Engineer
Northrop Grumman Corporation
Stephanie Boone-Shaw
boone_stephanie@bah.com
Principal
Booz Allen Hamilton
John Yancey
john.yancey@comed.com
Distribution Automation Manager
ComEd

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1. PURPOSE-DRIVEN MENTORING: How to Find, Pick, and Create Powerful Mentor Relationships Jessica Adams, Organization Effectiveness Rep, Northrop Grumman Corporation John Yancey, Distribution Automation Manager, ComEd Tiffany Henry, Manufacturing Engineer, Northrop Grumman Corporation Stephanie Boone-Shaw, Principal, Booz Allen Hamilton,

2. Does Mentoring Matter?

3. Agenda • The “What, Why & How” of Mentoring • Panel Discussion • Debrief & Resources

4. Why Mentor? • Short & long-term value • Benefits do NOT discriminate! • Business outcomes

5. Business Outcomes More promotion rates for people from under-represented groups (like women, African Americans, Latinos, and Asians) among organizations with mentoring A lack of learning and development opportunity is the #2 reason employees leave an organization, above job responsibilities and compensation Today, mid-level managers have 50% more direct reports and 20% less time to spend with them since the recession There has been a 20% increase of U.S. companies now hosting peer mentoring programs since 2007 ¾ of Millennials WANT a mentor The cost to lose an employee can range from 100% to 300% of that employee’s salary

6. What is Mentoring? Understanding Roles & Objectives

7. How to Get There • Approach Tactics • Contracting • What NOT to Do Shared Goals & Objectives

8. PANEL DISCUSSION

9. Further Reading – Mentor: Guiding the Journey of Adult Learners. Laurent A. Daloz – Beyond the Myths and Magic of Mentoring: How to Facilitate an Effective Mentoring Process. Margo Murray – Creating a Mentoring Program. Annabelle Reitman, Sylvia Ramirez Benatting

10. Contact Us! Jessica Adams jessica.adams@ngc.com Organization Effectiveness Rep Northrop Grumman Corporation Tiffany Henry tiffany.henry@ngc.com Manufacturing Engineer Northrop Grumman Corporation Stephanie Boone-Shaw boone_stephanie@bah.com Principal Booz Allen Hamilton John Yancey john.yancey@comed.com Distribution Automation Manager ComEd

Editor's Notes

Intro: Why are we here? Mentoring expands our career opportunities and increases visibility Mentoring supports positive business outcomes. Mentoring helps us all grow leadership skills & technical knowledge (regardless of level) Ice Breaker? (raise your hand if you’ve ever been/had a mentor) Learning Objective: Attendees will learn strategies around developing and leveraging mentor relationships, and increase understanding of their benefits and impact on individual and business performance.
All points from both roles of mentor and mentee Point #1: “Why” (Benefits of Mentoring) Short & long-term ANYone benefits! Business outcomes ( increased employee satisfaction, retention, D&I, and recruitment, collaboration, community engagement (external)) Establishing a mentor program at your organization Key components Personal impact (skills development)
( increased employee satisfaction, retention, D&I, and recruitment, collaboration, community engagement (external)) Think about Establishing a mentor program at your organization- “Who has in the room?”
Point #2: “What” (Selection & Understanding Roles) Mentee/mentor vs. Protégé /Mentor, Coaching vs. Mentoring, Sponsors/advocates Clarity of Objectives : suggestions for when a mentor is most appropriate/NOT Matching: should a CEO be your mentor if your objective is technical skills development at a junior level? Non-traditional & “hidden” mentorships (including benefits of reverse mentoring, peer-to-peer, etc.) Most have had a mentor relationship, even if you don’t realize it Be aware of mentor candidates you didn’t plan for (always have elevator speech ready)
Point #3: “How” (Contracting your mentor relationship after match is made) Clarifying agreement (Type/length of mentorship, etc.) Proactive approach tactics: How to seek a mentor/mentee (networking, company resources, etc.) What NOT to do –Ex: What not to do (don’t make it all about you) Effective Behaviors Agenda, Suggested activities, **How to Establish a mentor program at your organization- (Key components)
Conclusion : summarize all points Move attendees forward (“what do you need to do to meet objectives that were just discussed?” What are challenges you may face?) Field & encourage questions Panel prompts

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