Mentoring. Assisting Your Climb Up The Corporate Ladder. Introduction Types of Mentors Mentor Overview and Benefits Protégé Overview and Benefits Finding a Mentor Point of View: Mentor Point of View: Protégé Q&A. Agenda. A Mentor Is. Trustworthy Enthusiastic A Resource An Advisor
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Assisting Your Climb Up The Corporate Ladder
Types of Mentors
Mentor Overview and Benefits
Protégé Overview and Benefits
Finding a Mentor
Point of View: Mentor
Point of View: Protégé
Your Career Planner
Necessarily an Executive
Someone who tells you what to do
Your problem fixer
In your area or major
In a different area or major
Student, TA, Prof, Advisor, Counselor
Any level in a company
Work Peer (full-time, intern, co-op)
From a different company
What do I really want from this relationship?
Self assessment is the first step
What are the goals and objectives??
7 Habits of Highly Effective People
Just Do it
Begin with the end in mind!
Right person, Right seat
Who am I?
How do I see myself?
Right person, wrong seat
What am I aiming for?
How do ‘they’ see me?
Why do you think you need a mentor?
Self Assessment, 360
Help req’d in job
Help in my job
Internal (current organization)
Looking for different job
Bored / Need a change
Stepping stone to future goal
Self Assessment to
Identify the ‘Why’
Marital / Divorce
- Child daycare
Affecting work (high level)
Must share with boss as it
can affect job performance
and potentially work hours
Throughout your educational experiences
Throughout your internships & co-ops
Throughout your full-time professional career
When looking for self improvement
When looking for skills improvement
Small Group Mentoring
Work Life Balance
How do I do my job better?
How do I use computer aided design?
How do I ….?
Who knows how to do this?
Work Life Balance:
How do I make time for family and work?
How do I best further my education and work?
I am ready to start my family and will have a small child at home. How have you dealt with these challenges?
How do I deal with the responsibility of an ageing parent?
How do I develop better people skills?
How do I develop communication skills?
How do I build my own self confidence?
How do I succeed as a woman in engineering?
What career path tools are available?
How can I broaden my job responsibilities?
What skills do I need to develop?
What assignments do I need to have to get to my career goal?
How can I be more successful in interviews?
“I really just
need to talk”
In any circle
Mentoring relationships do not need to be long term
The more mentors the better
Mentoring relationships help people break through ‘organizational silos’
Mentoring relationships need concrete goals and objectives
Mentoring relationships empower a person to take charge of their own development
Realizing how much they DO know
Opportunity for personal growth
Realizing that they share more with others than they realize
Opportunity to give back
Opportunity to feel more accomplished in their career
Learning from your protégé
Opportunity to meet someone new
Realizing that you share more with others than you realize
Feedback that you might not otherwise have access to
Opportunity to extend your network
Development of a support system
Gaining different opinions and outlooks
Ask yourself – What do you REALLY want from this relationship?
Provide your mentor with a resume prior to your first meeting
Ask for what you want. Be proactive. Be honest with yourself.
It doesn’t need to take more time
It doesn’t have to be formal
Listen, Listen, Listen
Be conscious of offerings from Mentor (time!)
Show appreciation for offerings from Mentor
Be prepared for meetings/discussions – often this is above and beyond regular responsibilities
If a meeting is planned and you don’t have anything to discuss, reschedule!
Share your experiences, personality, interests and accomplishments
Ask about the same from the Mentor
Offer to visit each other’s location and share travel if applicable
Set up initial meeting
Be prepared with a self-introduction.
A 30-second introduction that tells:
Who you are
What you do
Whom you work for and
The impact of your work
Be comfortable bragging about what you have done without being too boastful. Tell your story.
Share WHY you’ve approached them
Start small. Let the relationship evolve. Build rapport over time
Try subtlety – leave the word ‘mentor’ out of the conversation
Celebrate your successes together
Not all good people make good mentors
Set Goals individually – alone – Why do you want a Mentor
Participate in goal setting training/review together
Agree up norms of relationship and level of formality on goal setting and attainment
Share initial goals with each other
Initiate building relationship
Further define, refine and agree upon goals together
Mentoring relationships may have a finite or undefined duration
Goals are achieved
A mentoring relationship may not have chemistry or be a good fit
Be honest when it’s time to move on
Thank the mentor for their time
Remember that the wrong mentor today may be a good resource in the future
GM Mentoring Program
For new employees (start date after 6/1/2000)
Lasts 1 years
“show them the ropes”
AGW Mentoring program
For Active and Associate AGW Members
Lasts 1 year
Other Alliance Groups
Online – Mentornet.net
Your own informal mentoring network
The person who sits over the wall
A former manager
A member of your religious community
A member of your social circle
Decide what you need
Who has the skills that you want to acquire
Who has had the experience that you’re seeking
Who knows the skills and pre-requirements to the position you wish to attain
Who is the best manager
Who is the most effective at meeting
Who has their ear to the ground
Look for someone who can assess your performance (career specific)
Look for someone in your network
Mention your needs to your network. They may be able to suggest someone.
Pick someone who you get along with
Don’t pick someone who will only praise you OR be overly critical
Approach someone you respect and ask
Be Proactive…take the initiative to keep in touch
Keep in touch regularly, formally and informally
Mentors can learn a lot from their protégés…make sure to provide feedback/learning opportunities
Be specific about goals, help you need
Know when it’s not working…and bring closure
Be realistic about your expectations of the relationship
Take an Active Role
Two Way Street
‘Bring It’ Factor
Protégé’s Point of View
Question and Answers
“Strategies: Creating A Mentoring Culture”, R. Emelo and L. M. Francis. Paragon Leadership International Execunews Oct. 28, 2004 http://www.envoynews.com/paragon/e_article000196424.cfm
Be Your Own Mentor: Strategies from Top Women on the Secrets of Success, Sheila Wellington and Catalyst, with Betty
GM Affinity Group for Women http://agw.gm.com/