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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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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



A mentor is
A Mentor Is

  • Trustworthy

  • Enthusiastic

  • A Resource

  • An Advisor

  • A Sounding Board

  • Experienced

  • Honest

  • Open

  • Impartial

  • Available

A mentor is not

A Psychiatrist

Your Career Planner

Necessarily an Executive

Someone who tells you what to do

Your problem fixer

A Mentor Is Not

A mentor can be

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



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

Stephen Covey

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


Self Assessment

What am I aiming for?

How do ‘they’ see me?







Why do you think you need a mentor?


Job training


Self Assessment, 360

Personal Issues

Help req’d in job

Difficult boss


Promotion Opportunities

Difficult peers

Help in my job

Career development

Internal (current organization)


Career Advice

Looking for different job



Bored / Need a change

Stepping stone to future goal

Self Assessment to

Identify the ‘Why’

Marital / Divorce




Outside counseling


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


Aging parents




When do you need a mentor

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?

Types of mentoring

Peer Mentoring

Small Group Mentoring

1:1 Mentoring

Formal (Assigned)


Types of Mentoring

Types of mentors


Work Life Balance

Personal Growth

Career Growth

Short Term

Long Term

Types of Mentors

Types of mentors1


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

Types of mentors2

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

Types of mentors3

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

Types of mentors4

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

Mentoring vs networking






Mentoring vs. Networking

“I really just

need to talk”










In any circle

Mentoring overview

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 overview1

Mentoring relationships need concrete goals and objectives

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

Mentoring Overview

Mentors benefit too

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

Benefits of being a mentor

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

Benefits of being a prot g

Opportunity to extend your network

Development of a support system

Gaining different opinions and outlooks

Benefits of Being a Protégé

How to be a prot g

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

How to be a prot g1

Listen, Listen, Listen relationship?

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

How to be a prot g2

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

Starting the relationship

Set up initial meeting accomplishments

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

Relationship building

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

Goal setting

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

Goal setting1

Share initial goals with each other Mentor

Initiate building relationship

1-2 meetings

Further define, refine and agree upon goals together

Goal Setting

Moving on

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

Official gm mentoring programs

GM Mentoring Program duration

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


Official GM Mentoring Programs

External mentors

Other Alliance Groups duration

Online –

External Mentors

Informal mentoring

Your own informal mentoring network duration

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


Informal Mentoring

How to find an informal mentor

Decide what you need duration

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

How to find an informal mentor1

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

Mentor s point of view

Be Proactive…take the initiative to keep in touch specific)

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 specific)

Take an Active Role

Two Way Street

‘Bring It’ Factor

Give Back

Protégé’s Point of View


“Strategies: Creating A Mentoring Culture”, R. Emelo and L. M. Francis. Paragon Leadership International Execunews Oct. 28, 2004

Be Your Own Mentor: Strategies from Top Women on the Secrets of Success, Sheila Wellington and Catalyst, with Betty

GM Affinity Group for Women