Orientation to Mentoring

Steven J Kelly
KNO Worldwide
www.kno.sk/en

October 2007
 Expected Outcomes
• understand the differences and similarities between
mentoring and coaching, counseling, managing, and
supervising;

• recognize the characteristics of

• effective mentors;

• specify the components of a

• successful mentor program;

• use an effective personal mentoring approach for the

office setting
 Workshop Agenda
• Introductions, purpose and
goals of workshop
• What and Why mentor
• Formal vs Informal
mentoring
• Characteristics of a mentor
• Differences between
mentoring vs coaching,
supervising
 Workshop Agenda
• Mentor actions:
– planning sessions and discussion topics,
– guiding the discussion,
– active listening and providing effective feedback,
– coordinating with managers, HR and trainers
– supporting the individual's action plan and career

• Communicating program to high potentials

• Discussion and resolution of open questions

• Closure and assessment

Traditional Views of Upper Mngt
Why Mentor)
Definition

Mentoring is defined (by Margo Murray,

1991) as a 'deliberate pairing of a more
skilled or experienced person with a
lesser-skilled or experienced one, with the
agreed upon goal of having the lesser-
skilled person grow and develop specific
competencies'.
 Benefits of Mentoring
• support organisational change;

• improve staff retention;

• develop organisational capability;

• enable the development of new networks; enable collaborative

learning through supporting individual staff in addressing selected
issues;

• enable greater access to organisational awareness, depth and good

practice;

• ‘open up’ organisational thinking – e.g. can break down

departmental barriers;
Avoiding Misperceptions
 Keys for Success
• Set clear objectives and measures to manage
expectations
• Ensure management buy-in and support. Get the initial
content of the orientation workshops or interviews "right"
upfront.
• Appoint dedicated resources to manage the program.
• Have the orientations kickoff with a good facilitator.
• Be clear with groups on the time needed to ensure a
successful mentoring relationship.
• Continually support participants (with verbal and written
materials sent out).
• Ensure continual communication - feeding back results.
 Qualities of Good Mentors
• Knowledge

– in-depth knowledge and a

number of years
experience in the area
nominated for mentoring

– wide network of
professional contacts
 Qualities of Good Mentors
• Skills

– communication and
interpersonal skills
– ability to facilitate learning
– ability to provide feedback
– analytical skills
 Qualities of Good Mentors
• Attitude

– willingness to share
expertise and time
– commitment to helping the
professional development of
junior colleagues
– commitment to the banking
profession
– respect for colleagues
Differences in Roles
Formal vs Informal
How Mentors Provide Value
By virtue of broad view
Mentors Provide Prospective
Stages of Mentoring
 Mentor Steps to Success - A
• planning sessions and discussion topics,
Thoughts about planning
Thoughts about planning
Thoughts about planning
Keep it Simple
 Mentor Steps to Success - B
• planning sessions and
discussion topics,
• guiding the discussion,
• active listening and
providing effective
feedback,
 The GROW Model

• G = Goals – (set goals, write them down to make them

more concise and establish what is wanted out of the
session)

• R = Reality – (Let them tell their story, invite self

assessment, what’s happening, when does this happen,
what effect does it have, other factors)

• O = Options - (Brainstorm options, ask – don’t tell,

empower, ensure choice, how can you move toward the
goal, what has worked in the past)

• W = Will - (Identify specific steps and any obstacles,

write action plan)
 G = Goals
• G = set goals, write them down to
make them more concise and
establish what is wanted out of the
session
 R = Reality
• R = Let them tell
their story, invite self
assessment, what’s
happening, when
does this happen,
what effect does it
have, other factors
 O = Options
• O = Brainstorm options,
ask – don’t tell,
empower, ensure
choice, how can you
move toward the goal,
what has worked in the
past.
Don’t Overlook the Obvious
Topics for Sessions
• Career direction/guidance

• How to handle office politics

• Options for skills development

• Second opinion on difficult work

situation

• Support through a decision making

process

• Objective feedback

• Organisational information/knowledge

• Managing personal life and career

 W = Will
• W = Identify specific steps and any
obstacles, write action plan
 Summary of Session Steps
• Recap what progress has been made/changes
since the previous session
• Agree agenda/goals for current session
• Discuss pertinent issues and explore the topic
in hand
• Agree actions to be carried out before the next
session
• Give & received feedback (on progress or
approach)
• Always end on a positive note!
 Mentor Steps to Success - C
• planning sessions and discussion topics,
• guiding the discussion,
• active listening and providing effective
feedback,
• coordinating with managers, HR and
trainers
Making Time & Priority
 Mentor Steps to Success - D
• planning sessions and discussion topics,
• guiding the discussion,
• active listening and providing effective
feedback,
• coordinating with managers, HR and
trainers
• supporting the individual‘s action plan and
career
Program Kick-off to HiPos and
Workforce
Open Questions ???
Thanks & Good Luck

Steven & Anna at KNO