MENTORING
Paul Choi, Goldman Sachs
OUR ROUTE MAP FOR TODAY
Why Mentoring?
What is Mentoring?
The Mentoring Relationship
Tools, Techniques, Best Practices
Why Mentoring?
WHAT CEO’s SAY CONTRIBUTED TO THEIR SUCCESS
WORKPLACE EXPERIENCES:
 Formal management training
 Being given challenging assignments
 Broadening of experience via tasks
20%
50%
65%
 Having a mentor
80%
WAR FOR TALENT
Development seen as most beneficial by high performers:
 stretching assignments
 strategic insight
 exposure to top people
 a mentor
McKinsey War for Talent 1997
What is Mentoring?
MENTORING
 Provide protégés with the foundational skills necessary
for their future success within their given career path /
choice.
 Develop a community of prospective future professionals
and leaders who give the protégé an edge on his or her
professional career, as well as inspire, motivate and
enlighten the next generation of leaders.
 “Mentors are those special people in our lives who,
through their deeds and work, help us and inspire us
towards fulfilling our potential”
David Clutterbuck & David Megginson 1997
MENTORING IS…
A partnership
Confidential
Positive development activity
Understanding and trust
Two way learning relationship
WHAT’S IN IT FOR THE MENTOR?
Own development, rethink one’s own skills and techniques
Opportunity to be challenged
Exchange of good practice
Improvement of one to one skills
Insight into relationship skills with other contacts
Satisfaction at seeing someone else grow
Reverse Mentoring
WHAT CAN A MENTOR OFFER?
A broader, more strategic view of the business
Help in developing networks
An impartial view of the protégés capabilities and help with
development opportunities
Informal discussion of career paths and options
Talking through day to day issues
The Mentoring Relationship
MENTOR / PROTÉGÉ FROM HELL
Protégés (form two groups) discuss for 5 minutes what a
mentor from hell looks like
Mentors (form two groups) discuss for 5 minutes what a
protégé from hell looks like
Intensity of Learning
PHASES OF THE MENTORING RELATIONSHIP
Building Setting
Rapport Direction
Making Progress
Time
Moving On
BUILDING RAPPORT
Creating the right environment
Getting comfortable with learning / helping style
Developing a shared sense of purpose
Sharing values
Agreeing the “contract”
SETTING DIRECTION
Jointly agreeing on specific goals and milestones
Exploring commitment
Beginning the dialogue of how to achieve goals
PROGRESS MAKING
Each party adapting style to changing needs
Providing challenge and support
Being available
Stretching ones’ own intellect and ability
Reflective dialogue and insight
WINDING DOWN
Recognising when it is time to encourage independence
Discussing openly when and how to move on
Celebrating success
Tools, Techniques, Best Practices
For Protégés
PROTÉGÉ DRIVEN LEARNING
Traditional Teaching
Direction of
learning
Information and
knowledge flows from
teacher to learner –
agenda set by teacher
Mentoring
Direction of
learning
Protégé drives the
relationship and the
agenda, and uses mentor
to refine ideas and
strategies
Teacher provides
feedback based on
extrinsic observations –
aims to build skills
One-way from
teacher to
learner
Teacher identifies and
provides opportunities
to learn
Two-way pro-actively
driven by
protégé
Protégé reflects, makes
intrinsic observations and
discusses with mentor –
mentor aims to help make
significant transitions
Protégé seizes
opportunities to
experiment
PROACTIVE PLANNING: VISION
Things I Really Enjoy
Doing
What Brings Me
Happiness / Joy
The Two Best Moments
of My Past Week
Three Things I’d Do If I
Won the Lottery
Issues or Causes I
Care Deeply About
My Most Important
Values
Things I Can Do at the
Good-to-Excellent Level
What I’d Like to Stop
Doing or Do as Little
as Possible
PROACTIVE PLANNING: CAREER DEVELOPMENT
1
Who am I?
What am I doing now?
What have I done?
My motivation, my credentials?
2
Where do I want to get to?
My vision
What’s happening out there?
My needs, my priorities?
The options?
3
How realistic is this?
What can I offer?
What could stop me?
Where are the gaps?
4
How do I get there?
Intelligence gathering?
Building my skills, knowledge,
competencies?
Key experiences?
Networking?
Profile and reputation?
PREPARING FOR REGULAR MENTORING MEETINGS
1
Issues remaining from
previous meeting
2
Issues on which I need
guidance or a different
perspective
(prioritize in terms of importance)
3
Examples and documents to
help illustrate what I mean
4
Ideas and options
Tools, Techniques, Best Practices
For Mentors
GUIDED DISCOVERY
Help protégés find their own solutions rather than dictating
the answers
Use questioning techniques to guide them in discovering
their solutions
The GROW model of questioning:




Clarify the goal
Raise awareness
Explore Options
Way Forward
GROW: Review an Experience
G
Clarify the goal
What were you
trying to achieve?
R
Raise
awareness
What happened?
What did you do / what did
you say?
O
Explore
options
What, if anything,
would you do
differently next time?
What did you achieve?
What would you
continue to do, or build
on for next time?
What problems did you
encounter?
What have you learnt
from the experience?
What worked well?
What aspects had you not
anticipated?
W
Way forward
What are the next steps?
Who can you enlist to
support you?
What is the timing?
GROW: Explore an issue
G
Clarify the goal
What are you trying to
achieve?
R
Raise
awareness
What is happening now?
Where do you want to
be?
What have you done
about it?
O
Explore
options
What options have you
thought of?
What are the pros /
cons of those options?
Way forward
What are the next steps?
Who can you enlist to
support you?
What is the timing?
What is working well?
Where could you get
additional information?
How will that add value?
What are the obstacles?
Who are the key players?
Are shorter term goals
needed to reach the
end goal?
W
THE MENTORING MEETING
Establish a relaxed, yet
learning like atmosphere
Gain consensus on the
purpose of the meeting
G
Explore the issues from the
protégé’s perspective
Summarize and agree on next
steps
Clarify the goal
R
O
W
Raise
awareness
Explore
options
Way
forward
AFTER THE MEETING
Questions to check effectiveness of meeting :




% of talking - 80% protégé ?
who asked the questions?
who found the solutions?
who did the creative thinking?
Write up notes summarising the meeting:




learning achieved
actions
issues for next session
how well did the meeting run?
Tools, Techniques, Best Practices
For Both Parties
CHECKLIST FOR FIRST MEETING
1
Introduction
and
Background
Share information on:
 Career history
 Current role and working relationships – boss, direct reports, peers,
clients, others
 Interests outside of work
2
Protégé’s
Career and
Development
Goals
 Where do you want to get to in your career? Where do you want to be in
3 years?
 What are your strengths or enablers that might help you in getting there?
 What are your weaknesses or obstacles that might hinder your progress?
 What are the main areas you would like to focus on:
–For
–In
3
4
your current role?
preparation for future jobs?
Mentor’s
Helping Style
 How would you like to help? (e.g. by providing feedback, sharing
Expectations
from the
relationship
 What will make this a satisfying relationship for both of us?
 What do we expect to learn from each other?
 How often will we meet? Who will take responsibility for arranging the
experiences, being a sounding board, brainstorming, guiding, coaching)
 Prior examples of having helped someone develop
meetings?
 Do we want to set any ground rules? (e.g. confidentiality, honest
feedback, things to avoid, what we will tell others, etc.)
 How will we check if this is the ‘right’ relationship for both parties?
 How will we resolve concerns on either side?
 Do we believe our expectations match?
5
Next Steps




What issues do we want to begin working with now?
What do we do between now and the next meeting?
When will we meet next?
What will we cover in the next meeting?
KEY MESSAGES TO REMEMBER
 Effective mentors talk 20% of the time or less
 Mentors should help protégés find their solutions
 Protégés should drive the relationship
 Meet regularly - at least once every 4-6 weeks
 “No fault divorce” – Review relationship after two meetings. If this is not
the right relationship, mentor should help protégé think through what he
or she needs in a mentor
 Maintain confidentiality, but do not guarantee it – Illegal / Unethical
issues might need to be reported
 Have clear objectives for each meeting and actions plans for between
them
 Meetings should ideally last 60-90 minutes. Put an extra half hour in
calendar to allow for overruns
 Deal with both short term problems and long term development
 Mentoring helps both parties
QSA Events
Networking Events
Oct Ğ Dec 2010
5 Oct
- Of ficial Launch of QSA (P)
2 Nov
- Inclusion Recruitment
Conf erence (M/P)
- Movie Night- Prayers f or
Bobby
- End of term party
19 Nov
Nov / Dec
19 Oct
- Mentor ProtŽgŽ Program
- Networking Gathering
16 Nov
- Leo Burnett and FinS
- The P!NK Dollar Survey
21 Dec
- Holiday Celebration
Jan Ğ Mar 2010
Jan
Feb
Mar
- Q- Talk
- Movie Night (TBC)
- Q- Talk
- Movie Night
- Social Event
- Semester Ends
18 Jan
15 Feb
15 Mar
- Business Showcase (TBC)
- Networking Gathering
- Business Showcase (TBC)
- Networking Gathering
- Business Showcase (TBC)
- Networking Gathering
Program Components
10 Program Requirements for the Mentor / Protégé
2010 Program
#
Date OR Due
Date
1.
2.
3.
4.
5
6
7
Event Steps
Mentor
P rotŽ
gŽ
YES
YES
- Training workshop prement orship program
- Hosted by Goldman Sachs
- To help students make the most use of the program
- Tips and advice on doÕs and donÕts
- T raining by Big-Name Corporate Management
Optional
YES
2 Nov 2010 - Inclusion Recruitment
Conference
Oct-Dec - Career Development
YES
YES
P lanning for P rotégé
1st Semester - Work based trainingYES
YES
one day program
OR Nov - Internship at Ment or's Company / Corporation
- Tour Ment or's business office
16 Nov
- Social Networking
YES
YES
Eve
- FinS Monthly / DROP
20 Dec - P rovide feedback on the
YES
YES
effectiveness of the
mentoring partnership via
anonymous survey(s)
- P rovided by QSA / FinS
T BC Jan - T our Protégé’sCampus
YES
YES
- T BC-on Campus Activit y
/ Exhibit ion
27 Oct
How Engaged
T eam / Group
ALL Mentors Pro tégés
Face to Face
E-Mentoring
Face to Face
Face to Face
ALL Mentors Pro tégés
E-mail to QSA / FinS
T eam / Group
ALL Mentors Pro tégés
Program Components
10 Program Requirements for the Mentor / Protégé
2011 Program
#
Date OR Due
Date
8
Jan-Feb
2011
9
Feb
10
15 Mar
15 Mar
Event Steps
- T BC / Attendexperience
sharing organizedby
QSA
- UP DATE / Career
DevelopmentP lanning
for P rotégé
- Evaluation Form
- Mentors andProtégés
- Graduation
- Celebrate end of P rogram
- Certificates/ Gifts
- FinS Event
Mentor
YES
P rotŽ
gŽ
YES
How E ngaged
T eam / Group
ALL Mentors
Protégés
YES
YES
E-Mentoring
YES
YES
E-Mentoring
YES
YES
E-Mentoringor
Group
Networking Principles
1- Turn Off the Computer and Get Out and Meet People.
2- Be Proactive Not Reactive.
3- Be Specific About What You Want to Pursue, Being Vague
Will Get You Nowhere.
4- Make a First Great and Lasting Impression.
5- Being Shy is not Going to Get You Anywhere.
6- Tap Into the Strength of the Weak
Concept- Those who know you the least will give you the strongest
recommendations. The people who know you the best are going to be the
least helpful.
7- Stay Positive & Motivated
There is great opportunity in front of you and you should take advantage.