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BECOMING A CORPORATE MENTOR

Improving culture and performance through coworker mentoring

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Session Agenda

Introduction
Mentor Programs: Test your knowledge
What is a mentor?
Functional Work Relationships
Formal vs Informal Check-ins
Who mentors the mentor?
Overview of Mentor Resources
Scenario: How Would You Handle This?
Wrap-Up and Q&A

Identify the responsibilities of an employee mentor

Describe the components of a functional relationship

Develop both formal and informal check-in procedures

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Let’s test your knowledge!

Game PIN:

Timing: 13 minutes (total)

SAY: Before we begin to look at what a mentor is (and is not) and the benefits to a mentoring program let’s see what you may already know.

On your phone or computer, go to www.kahoot.it. Click join game, and then type in the Game PIN (you’ll add this to your slide image once you create the game).

Once you have chosen your game name and have joined my link, we’ll get started.

Producer Notes:

While Moderator is introducing the activity, navigate to the Kahoot website and login.
Post a link to Kahoot and the game PIN in chat .
Switch the screen from the PowerPoint presentation to the Kahoot page so that participants can see it in real time.
Keep track of time using the timing instructions provided.

In your Kahoot, you will ask these four true/false questions:

Mentors can help staff with issues of work/life balance. (True)
Dept managers coach their staff on a variety of things, so mentoring is not needed. (False)
Acting as a mentor can improve the person’s job performance. (True)
The skills necessary to be an effective mentor cannot be taught so if our organization doesn’t have people with solid mentoring skills the program will flop. (False)

After you reveal the correct answer for each, SAY:

Mentors can offer new perspectives and strategies on how to balance the expectations of work and personal life from their own experience.
First, mentoring is different from coaching. Also note that because honesty and openness are needed for mentoring relationships to be successful, it’s not advisable to have mentoring relationships where the mentee reports to the mentor, so the premise of the statement is flawed.
Mentors report having gained new perspectives on the concerns and needs of different workers and enhanced leadership skills, which can improve their own job performance and opportunities.
Though staff with good “people skills” may seem like natural mentors, many of the most important skills a good mentor demonstrates can be learned, for example, how to provide effective feedback, active listening, and ethical behavior.

[ADVANCE SLIDE]

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WHAT IS A MENTOR?

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A Mentor is:

A Mentor is Not:

A Career Navigator

A Personal Assistant

A Sounding Board

A Confidant

An Advocate

A Therapist

A Gossip

A Career Coach

Say:

Let’s look at some of the characteristics of a peer mentor as well as what a peer mentor is not.

[CLICK] A mentor is a career navigator. Mentors can provide valuable insights into the company culture, opportunities for advancement within the company, and simply how to navigate this new position.

[CLICK] A mentor is NOT a personal assistant. A mentor should not be completing job tasks for a mentee.

[CLICK] A mentor should be a sounding board. If a new employee has new ideas and questions, the mentor should be there to listen and help the mentee navigate their new role in the company.

[CLICK] A mentor is NOT a therapist. Keeping healthy personal/work boundaries is important.

[CLICK] A mentor should be a confidant. Because mentors are colleagues and not the mentee’s boss, the mentee should feel comfortable confiding in the mentor is there is a sensitive subject they need to discuss.

[CLICK] A mentor should never be a gossip. People who gossip and complain create toxic work environments for those around them.

[CLICK] A mentor should be an advocate for the mentee. Mentors know that with any job there will be highs and lows. They should be there to celebrate the highs and provide a “Great job!” as encouragement as well as helping the mentee keep things in perspective when things inevitably don’t go as planned.

[CLICK] A mentor’s job is to help the mentee thrive in whatever job they are in right at this moment. A mentor is not a recruiter or a trainer for some other job that the mentee may ultimately want.

[ADVANCE SLIDE]

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Functional Vs Dysfunctional

Relationships with Coworkers

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What makes healthy relationships among coworkers?��

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KEY CHARACTERISTICS OF MENTOR/MENTEE RELATIONSHIPS

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Healthy Relationships

Mutual Respect

Personal Connection

Communication & Listening

Realistic Expectations

SAY & DO:

[CLICK]

The relationship between mentor and mentee is a professional relationship based on mutual respect. The mentor should never belittle or criticize the mentee. Likewise, the mentee must be willing to listen to mentor and be willing to follow advice.

[CLICK]

People who share similar interests or backgrounds are more likely to have a successful mentor mentee relationship. A good mentor program will take the time to pair mentors with mentees who have things in common.

[CLICK]

Mentors must establish good communication with their mentees. The mentor must be able to deliver constructive feedback and use active listening to judge what the mentee needs. The mentee should be receptive to feedback and use active listening to make sure they understand what is being conveyed to them.

[CLICK]

It is vital that the mentee understands that the mentor is ultimately not responsible for the achievement of their desired results. The mentor is there to advise and support but it is the mentees responsibility to reach their professional goals.

[ADVANCE SLIDE]

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WHAT CAUSES MENTOR RELATIONSHIPS TO FAIL?

Poor Communication

Lack of Commitment

Personality Differences

Perceived Competition

Conflict of Interest

Mentor’s Inexperience

SAY & DO:

[CLICK}

Poor communication can lead to unclear expectations, setting the mentorship up for failure. The mentee should feel safe to share things honestly with them.

[CLICK]

The mentor must be committed to the mentee’s success. Otherwise, they will get distracted and fail to prioritize their responsibilities as a mentor. The mentee must also prioritize this relationship.

[CLICK]

If the mentor and mentee have totally different worldviews, it may be difficult for them to agree on the best path forward. Their preferred working methods should also be compatible.

[CLICK]

Sometimes, mentors can feel threatened by their juniors and inadvertently try to sabotage them or fail to give them credit for their work.

[CLICK]

A mentor may be in a senior position but should never be the direct supervisor of the mentee.

[CLICK]

A mentor needs to have sufficient knowledge and experience to be able to provide the mentee with the guidance and advice they need.

[ADVANCE SLIDE]

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FORMAL VS INFORMAL CHECK-INS

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Formal Check-Ins

Scheduled day/time

Agreed on topics

Address concerns, challenges, goals, experiences

Provide resources

Set topic for next meeting

Take notes

[CLICK]

SAY: It is important that mentors and mentees meet regularly and consistently. Put weekly or biweekly meetings on the calendar.

[CLICK]

Agree on the main topic ahead of time. Topics can be chosen based on the job and/or the time of year, such as Expectations for Communication Over the Holidays when the mentor/mentee meet in November.

[CLICK]

The mentee should be prepared to talk through any concerns or ask questions. Having these prepared ahead of time will make the best use of time.

[CLICK]

The mentor may have resources to share, such as job aides, websites, and book recommendations.

[CLICK]

The mentor and mentee should choose the main topic for the next meeting, if possible. That provides time for the mentor to find resources and the mentee time to come up with questions and concerns.

[CLICK]

Meeting notes should be taken by the mentor at each formal meeting.

[ADVANCE SLIDE]

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INFORMAL CHECK-INS

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WELCOME BACK! LET’S SHARE!

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SO WHO MENTORS THE MENTOR?

Timing: 5 Minutes

SAY: Effective mentor programs have benefits for the individuals as well as the entire organization. It’s important that mentors feel supported in this process. Mentors must receive training before they ever receive their first mentee. That training should include both in-person training with role play and scenarios as well as written resources. Regular meetings with the mentor trainer and/or the department chair should also be a component. Mentors should know who to go to when they have concerns or questions. You’ll receive a resources folder at the end of this training that will provide you with sample schedules, checklists, and supplemental materials.

As you think about your role as a mentor, what is one thing you think would be most helpful to you as you are supported in this process? Please type your answers in the chat now.

DO: As answers appear in the chat, read some of them out loud, focusing on ones you have not mentioned already.

SAY: Thank you for sharing these. It is important that the mentor takes care of themselves and their needs in this process.

[ADVANCE SLIDE]

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QUESTIONS? COMMENTS? CONCERNS?

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SURVEY