Mentoring
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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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Mentoring

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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

  • A Sounding Board

  • Experienced

  • Honest

  • Open

  • Impartial

  • Available


A Psychiatrist

Your Career Planner

Necessarily an Executive

Someone who tells you what to do

Your problem fixer

A Mentor Is Not


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)

Your manager

Your friend

From a different company

A Mentor Can Be


Question:

What do I really want from this relationship?

Self assessment is the first step

What are the goals and objectives??

Mentoring


7 Habits of Highly Effective People

Stephen Covey

Just Do it

Mentor

Knowledge

Relationships

Begin with the end in mind!

Execute!!

Myers-Briggs

Right person, Right seat

Who am I?

How do I see myself?

Right person, wrong seat

Resume

Self Assessment

What am I aiming for?

How do ‘they’ see me?

Rethink

360

GOALS

MENTOR


Redeploy

Why do you think you need a mentor?

Retrain

Job training

Internal

Self Assessment, 360

Personal Issues

Help req’d in job

Difficult boss

External

Promotion Opportunities

Difficult peers

Help in my job

Career development

Internal (current organization)

Visibility

Career Advice

Looking for different job

External

Desire

Bored / Need a change

Stepping stone to future goal

Self Assessment to

Identify the ‘Why’

Marital / Divorce

Psychologist

Friends/Family

Spiritual

Outside counseling

resources

Child Issues

- Teenager

- Child daycare

Personal Issues

Affecting work (high level)

Must share with boss as it

can affect job performance

and potentially work hours

Medical

Aging parents

Self

Abuse

Families


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

When Do You Need a Mentor?


Peer Mentoring

Small Group Mentoring

1:1 Mentoring

Formal (Assigned)

Informal

Types of Mentoring


Technical

Work Life Balance

Personal Growth

Career Growth

Short Term

Long Term

Types of Mentors


Technical:

How do I do my job better?

How do I use computer aided design?

How do I ….?

Who knows how to do this?

Types of Mentors


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?

Types of Mentors


Personal growth:

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?

Types of Mentors


Career growth:

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?

Types of Mentors


Network

Friends

Family

Co-workers

Acquaintances

Mentoring vs. Networking

“I really just

need to talk”

Neutral

Specific

Mentors

Generic

Goal-

oriented

Warm

Often

professional

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 Overview


Mentoring relationships need concrete goals and objectives

Mentoring relationships empower a person to take charge of their own development

Mentoring Overview


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

Mentors Benefit Too


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

Benefits of Being a Mentor


Opportunity to extend your network

Development of a support system

Gaining different opinions and outlooks

Benefits of Being a Protégé


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

How to Be a Protégé


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!

How to Be a Protégé


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

How to Be a Protégé


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

Starting the Relationship


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

Relationship Building


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

Goal Setting


Share initial goals with each other

Initiate building relationship

1-2 meetings

Further define, refine and agree upon goals together

Goal Setting


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

Moving On


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

Voluntary

Official GM Mentoring Programs


Other Alliance Groups

Online – Mentornet.net

External Mentors


Your own informal mentoring network

The person who sits over the wall

Your mom

Your dad

Your manager

Your officemate

A former manager

A member of your religious community

A member of your social circle

Etc!!!

Informal Mentoring


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

How to Find an Informal Mentor


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

How to Find an Informal Mentor


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

Mentor’s Point of View


Communication

Take an Active Role

Two Way Street

‘Bring It’ Factor

Give Back

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/

References


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