This document provides an overview of mentoring principles and best practices for Company ABC. It discusses that mentoring is a confidential relationship aimed at developing skills and competencies through learning and experimentation. Mentors significantly help mentees reach major goals and accelerate their learning. The document outlines 10 guiding principles for mentoring including being authentic, expanding mentoring over a lifetime, focusing on passions and stretch goals, and acting consistently with one's brand identity. It also provides details on mentoring lifecycles, skills, and processes to facilitate effective mentoring relationships.

1. Mentoring Overview
for Company ABC
Sharing Lessons from Our
Best Client Experiences:
Martin McLaughlin
December 14, 2011
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2. Not Evaluative, but Developmental
• Mentoring is a confidential relationship in which learning
and experimentation can occur, skills can be developed,
and in which results can be measured in terms of
competencies gained and objectives achieved.
• Mentors are influential people who significantly help you
reach your major goals – benefiting the individual and the
organization. Mentors are trusted and experienced
teachers and counselors who help and guide another
individual. Mentors accelerate the rate at which an Mentee
learns.
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3. Mentoring Guiding Principles (Our 10 Best Ideas)
• Be Authentic (and Vulnerable)
• Expand Mentoring Over a Life-Time (Balance Formal
and Informal)
• Change Perspective Prior to Changing Behaviors
• Use a Mentoring Model to Sustain Momentum
• Manage Comfort Zones and Manage Meetings
• Act as Your Mentee’s Brand Manager
• Focus on Passions, Greatness and Stretch Goals
• Facilitate Discussions, Don’t Solve Problems
• Transition Mentoring Speak into Mentoring Action
• Act Consistent with Your Brand Identity
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4. Be Authentic (and be Vulnerable)
Don’t try to be anything or anyone else!!
• Passion to Develop Others
• Commitment to Investing Time and Effort
• Honesty and Emotional Maturity
• Interpersonal, Communication, and Feedback Skills
• Technical Competence
• Proactive Problem Solving
• Open to Learning and Open to Networking
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5. Mentoring Lifecycle
Knowing How / When to Expand or Terminate a Relationship
Informal Personal
Functional or Networks
Technical TP 4
Career Path TP 3
Assimilation
Process of
Development
TP 2
Formal TP 1
Internal External Mentoring
Resource
Objective •Accelerate Learning •Accelerate Development •Gain/Retain Expertise •Expand Reach/Influence
Needs •Fit in Culture •Career Development •New Challenges •New Experiences
Relationship •Buddy/Sponsor •Mentor •Technical Expert •Learning Community
Transition •New Environment •Career Selection •Leveling Process •Community Outreach
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6. Change Perspective Prior to Changing Behaviors
From Transactional to Transformational
• The Mentoring Walk
– Coach – I walk behind, evaluate, and correct
– Mentor – I walk next to you, share, and engage
– Counsel – I walk in front of you to expose risks
• Ownership and Accountability for their own learning, development,
career
• Change your Mentee’ conversation from “what can you do for me” to
“what can I do for you”
• Access (Experiences, Network, You)
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7. Phases of Mentoring – Getting Started
Getting Started
(again)
Reflecting and Planning and
Repositioning Committing
Getting Mentoring Focusing
it Done Processes on You
Coaching and Implementing
Refining and Observing
Gaining
Perspective
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8. Getting Started – Mentee Asking for Help
• Is it easy for you to ask for help?
Receptive Active
Listening Talking
Observing Assertive
Supporting Comfort Zone Leading
• Why or why not?
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9. Getting Started – Meeting Management
• Before the Meeting:
– Have agreed upon objectives and agenda
– Have agreed on time and place to meet
– Prepare your own process/questions you will ask,
etc.
• During the Meeting:
– Stay on topic but be flexible
– Use appropriate mentoring skills
– Set next meeting date
• After the Meeting:
– Follow up appropriately (DWYSYWD)
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10. Passions, Greatness, and Stretch Goals
•How do your life / career goals stack up?
Find the Passionate Expert within Your Mentee
What Are What Can You
You Passionate Be Best At?
About?
What Goals
Will Guide me
to Greatness?
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11. Facilitating Discussions to Gain Perspective
• Focus on Solving the Right Issue through Open, Focus, Close
P L A N N I N G
Open
Invites ideas, explores options, identifies problem, etc.
Divergent Thinking - anything is possible
Focus
Clarify information, combine ideas, and rank issues
Convergent Thinking - It’s time to come together
Close
Reaching consensus and developing action plans
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12. Mentoring Skills – Effective Feedback to Gain Perspective
Giving & Receiving Effective Feedback
Mentor Mentee
• Be Specific
• Identify Behaviors Understand It
• Provide a Recent Example
• Be Descriptive, Not Evaluative
• Describe Both Strengths and
Weaknesses Accept It
•Provide Time to Discuss
Feedback
• Relate Feedback to Behavior
That Can Be Changed Do Something
•Focus on 1 or 2 Key Areas at a About It
Time
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13. Mentoring Skills – Staged Approach to Getting Things Done
Action Who By When Status Comments
(Mentee/Mentor) (Prioritize)
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3.
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p
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C
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14. Act Consistent with Your Brand Identity
• Act like the CEO of You Inc. and your mentor is your brand
manager.
• Act like it is your first day on the job everyday.
• Act like everything thing you say and everything you do either
builds your brand or detracts from your brand…because it does.
• Act as the most important value contributor to the organization,
because you are.
• Act like an adult, but ask questions like a kid.
• Act like you are the CEO of First Impressions.
• Act like you love what you do…better yet, find something that
you love about what you do and build on it.
• Act in your functional role, but get closer to the revenue of your
organization.
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