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9 MENTORING PROGRAM BEST PRACTICES презентация
Содержание
- 1. 9 MENTORING PROGRAM BEST PRACTICES
- 2. When developing formal mentoring programs,
- 3. IDENTIFY A STRATEGIC PURPOSE 1
- 4. Every mentoring program should
- 5. Every mentoring program should
- 6. Every mentoring program should
- 7. Every mentoring program should
- 8. Image Credit: flickr.com/photos/wwarby/ TRAIN A PROGRAM MANAGER 2
- 9. The mentoring program manager (MPM) plays a critical role. 2
- 10. The mentoring program manager (MPM) plays
- 11. The mentoring program manager (MPM) plays
- 12. The mentoring program manager (MPM) plays
- 13. Image Credit: flickr.com/photos/untitlism/ NEVER PAIR MENTOREES WITH THEIR DIRECT MANAGERS 3
- 14. 3 In professional mentoring, the manager is never the mentor.
- 15. 3 In professional mentoring, the
- 16. 3 In professional mentoring, the
- 17. Image Credit: flickr.com/photos/34316967@N04/ DIFFERENTIATE BETWEEN COACHING & MENTORING 4
- 18. Coaching and mentoring are not
- 19. Coaching and mentoring are not
- 20. Coaching and mentoring are not
- 21. Coaching and mentoring are not
- 22. Image credit flickr.com/photos/kkleinrn/ PROVIDE TRAINING TO NEW MENTORS & MENTOREES 5
- 23. It’s easy to think there’s not
- 24. It’s easy to think there’s not
- 25. It’s easy to think there’s not
- 26. It’s easy to think there’s not
- 27. It’s easy to think there’s not
- 28. FOSTER A SAFE MENTORING ENVIRONMENT 6
- 29. Mentoring is a developmental relationship, one
- 30. Mentoring is a developmental relationship, one
- 31. Mentoring is a developmental relationship, one
- 32. Mentoring is a developmental relationship, one
- 33. Image credit flickr.com/photos/kkleinrn/ PROVIDE EASY ACCESS TO MENTORING RESOURCES 7
- 34. You can easily create your own
- 35. You can easily create your own
- 36. You can easily create your own
- 37. You can easily create your own
- 38. You can easily create your own
- 39. 8 EVALUATE RESULTS
- 40. At the end of each mentoring
- 41. At the end of each mentoring
- 42. At the end of each mentoring
- 43. At the end of each mentoring
- 44. Image Credit: flickr.com/photos/50144889@N08/ KEEP IT DYNAMIC 9
- 45. Your mentoring program needs to evolve
- 46. Your mentoring program needs to evolve
- 47. Your mentoring program needs to evolve
- 48. Your mentoring program needs to evolve
- 49. Your mentoring program needs to evolve
- 50. We’ve been helping organizations worldwide
When developing formal mentoring programs, there are nine best practices companies should embrace. Let’s dig in!
Слайд 2
When developing formal mentoring programs, there are nine best practices companies
should embrace. Let’s dig in!
Слайд 4
Every mentoring program should
have a strategic
purpose.
Image Credit: flickr.com/photos/evoo73/
1
Слайд 5
Every mentoring program should
have a strategic
purpose.
This provides the mentors and mentorees
a foundation upon which they can
build their relationships.
This provides the mentors and mentorees
a foundation upon which they can
build their relationships.
1
Слайд 6
Every mentoring program should
have a strategic
purpose.
This provides the mentors and mentorees
a foundation upon which they can
build their relationships.
For example, if the purpose of your
program is to support leadership initiatives,
your mentors and mentorees will know that
this subject should be a main topic of
discussion throughout their nine to twelve
months together.
This provides the mentors and mentorees
a foundation upon which they can
build their relationships.
For example, if the purpose of your
program is to support leadership initiatives,
your mentors and mentorees will know that
this subject should be a main topic of
discussion throughout their nine to twelve
months together.
1
Слайд 7
Every mentoring program should
have a strategic
purpose.
This provides the mentors and mentorees
a foundation upon which they can
build their relationships.
For example, if the purpose of your
program is to support leadership initiatives,
your mentors and mentorees will know that
this subject should be a main topic of
discussion throughout their nine to twelve
months together.
No it doesn’t need to be the only topic.
Of course, other topics will evolve
naturally from this one.
This provides the mentors and mentorees
a foundation upon which they can
build their relationships.
For example, if the purpose of your
program is to support leadership initiatives,
your mentors and mentorees will know that
this subject should be a main topic of
discussion throughout their nine to twelve
months together.
No it doesn’t need to be the only topic.
Of course, other topics will evolve
naturally from this one.
1
Слайд 10
The mentoring program manager
(MPM) plays a critical role.
The MPM helps
design & implement the program, including the all important process of matching mentors and mentorees.
2
Слайд 11
The mentoring program manager
(MPM) plays a critical role.
The MPM helps
design & implement the program, including the all important process of matching mentors and mentorees.
The MPM also monitors the pairs and provides them with support.
The MPM also monitors the pairs and provides them with support.
2
Слайд 12
The mentoring program manager
(MPM) plays a critical role.
The MPM helps
design & implement the program, including the all important process of matching mentors and mentorees.
The MPM also monitors the pairs and provides them with support.
Finally, the MPM supports the program’s strategic purpose and reports the program’s results to upper management.
The MPM also monitors the pairs and provides them with support.
Finally, the MPM supports the program’s strategic purpose and reports the program’s results to upper management.
2
Слайд 15
3
In professional mentoring, the manager is never the mentor.
Instead, a
mentor is selected based
on specific skills and competencies that the mentoree needs and
wants to develop.
Слайд 16
3
In professional mentoring, the manager is never the mentor.
Instead, a
mentor is selected based
on specific skills and competencies that the mentoree needs and
wants to develop.
Mentoring crosses management boundaries, departments, and organizational levels.
Mentoring crosses management boundaries, departments, and organizational levels.
Слайд 20
Coaching and mentoring are not
the same.
A
mentor may coach, but a coach
does not mentor.
Understanding the definition of
mentoring is crucial.
does not mentor.
Understanding the definition of
mentoring is crucial.
4
Слайд 21
Coaching and mentoring are not
the same.
A
mentor may coach, but a coach
does not mentor.
Understanding the definition of
mentoring is crucial.
Mentoring is “relational,” while
coaching is “functional.”
does not mentor.
Understanding the definition of
mentoring is crucial.
Mentoring is “relational,” while
coaching is “functional.”
4
Слайд 23
It’s easy to think there’s not much to mentoring.
Image Credit:
flickr.com/photos/benoit-dufait/
5
Слайд 24
It’s easy to think there’s not much to mentoring.
After all,
it’s just two people getting together to discuss stuff, right?
5
Слайд 25
It’s easy to think there’s not much to mentoring.
After all,
it’s just two people getting together to discuss stuff, right?
WRONG.
WRONG.
5
Слайд 26
It’s easy to think there’s not much to mentoring.
After all,
it’s just two people getting together to discuss stuff, right?
WRONG.
It’s easy for mentorees and especially mentors to think they don’t need any guidance as they head into a mentoring program, but that couldn’t be further from the truth.
WRONG.
It’s easy for mentorees and especially mentors to think they don’t need any guidance as they head into a mentoring program, but that couldn’t be further from the truth.
5
Слайд 27
It’s easy to think there’s not much to mentoring.
After all,
it’s just two people getting together to discuss stuff, right?
WRONG.
It’s easy for mentorees and especially mentors to think they don’t need any guidance as they head into a mentoring program, but that couldn’t be further from the truth.
Your program should offer some sort training and guidelines to new mentors and mentorees who are about to enter a mentoring relationship.
WRONG.
It’s easy for mentorees and especially mentors to think they don’t need any guidance as they head into a mentoring program, but that couldn’t be further from the truth.
Your program should offer some sort training and guidelines to new mentors and mentorees who are about to enter a mentoring relationship.
5
Слайд 29
Mentoring is a developmental relationship, one where feelings thoughts, & emotions
come into play.
Image Credit: flickr.com/photos/paperpariah/
6
Слайд 30
Mentoring is a developmental relationship, one where feelings thoughts, & emotions
come into play.
In order for honest discussions to take place, both the mentor and mentoree must feel safe—safe with one another and safe in the overall environment.
In order for honest discussions to take place, both the mentor and mentoree must feel safe—safe with one another and safe in the overall environment.
6
Слайд 31
Mentoring is a developmental relationship, one where feelings thoughts, & emotions
come into play.
In order for honest discussions to take place, both the mentor and mentoree must feel safe—safe with one another and safe in the overall environment.
The MPM should encourage the mentor and mentoree to jointly create an environment whereby both can share the “real” issues and the “real” obstacles they have or are encountering.
In order for honest discussions to take place, both the mentor and mentoree must feel safe—safe with one another and safe in the overall environment.
The MPM should encourage the mentor and mentoree to jointly create an environment whereby both can share the “real” issues and the “real” obstacles they have or are encountering.
6
Слайд 32
Mentoring is a developmental relationship, one where feelings thoughts, & emotions
come into play.
In order for honest discussions to take place, both the mentor and mentoree must feel safe—safe with one another and safe in the overall environment.
The MPM should encourage the mentor and mentoree to jointly create an environment whereby both can share the “real” issues and the “real” obstacles they have or are encountering.
When mentors and mentorees feel safe and trust one another to share these sorts of thoughts and experiences, true transformation can take place—for both of them.
In order for honest discussions to take place, both the mentor and mentoree must feel safe—safe with one another and safe in the overall environment.
The MPM should encourage the mentor and mentoree to jointly create an environment whereby both can share the “real” issues and the “real” obstacles they have or are encountering.
When mentors and mentorees feel safe and trust one another to share these sorts of thoughts and experiences, true transformation can take place—for both of them.
6
Слайд 34
You can easily create your own library of mentoring resources and
share it with mentors and mentorees as they enter the program.
7
Слайд 35
You can easily create your own library of mentoring resources and
share it with mentors and mentorees as they enter the program.
In addition, we recommend that the MPM send out regular communication to mentors and mentorees (once a month, ideally) highlighting a specific, relevant resource.
In addition, we recommend that the MPM send out regular communication to mentors and mentorees (once a month, ideally) highlighting a specific, relevant resource.
7
Слайд 36
You can easily create your own library of mentoring resources and
share it with mentors and mentorees as they enter the program.
In addition, we recommend that the MPM send out regular communication to mentors and mentorees (once a month, ideally) highlighting a specific, relevant resource.
For example, during the first month, the MPM might send an article on three easy communication tips, since the mentors and mentorees will be getting to know one another.
In addition, we recommend that the MPM send out regular communication to mentors and mentorees (once a month, ideally) highlighting a specific, relevant resource.
For example, during the first month, the MPM might send an article on three easy communication tips, since the mentors and mentorees will be getting to know one another.
7
Слайд 37
You can easily create your own library of mentoring resources and
share it with mentors and mentorees as they enter the program.
In addition, we recommend that the MPM send out regular communication to mentors and mentorees (once a month, ideally) highlighting a specific, relevant resource.
For example, during the first month, the MPM might send an article on three easy communication tips, since the mentors and mentorees will be getting to know one another.
During the halfway point, the MPM might send out a mentoring program success story as motivation to keep going.
In addition, we recommend that the MPM send out regular communication to mentors and mentorees (once a month, ideally) highlighting a specific, relevant resource.
For example, during the first month, the MPM might send an article on three easy communication tips, since the mentors and mentorees will be getting to know one another.
During the halfway point, the MPM might send out a mentoring program success story as motivation to keep going.
7
Слайд 38
You can easily create your own library of mentoring resources and
share it with mentors and mentorees as they enter the program.
In addition, we recommend that the MPM send out regular communication to mentors and mentorees (once a month, ideally) highlighting a specific, relevant resource.
For example, during the first month, the MPM might send an article on three easy communication tips, since the mentors and mentorees will be getting to know one another.
During the halfway point, the MPM might send out a mentoring program success story as motivation to keep going.
We’ve made it easy for you by creating a repository of mentoring resources. You’ll find articles, white papers, definitions, and more, all of which you can use for your own program.
In addition, we recommend that the MPM send out regular communication to mentors and mentorees (once a month, ideally) highlighting a specific, relevant resource.
For example, during the first month, the MPM might send an article on three easy communication tips, since the mentors and mentorees will be getting to know one another.
During the halfway point, the MPM might send out a mentoring program success story as motivation to keep going.
We’ve made it easy for you by creating a repository of mentoring resources. You’ll find articles, white papers, definitions, and more, all of which you can use for your own program.
7
Слайд 40
At the end of each mentoring
program, an evaluation
should be
made with a focus on what worked,
what didn’t, and why.
made with a focus on what worked,
what didn’t, and why.
8
Слайд 41
At the end of each mentoring
program, an evaluation
should be
made with a focus on what worked,
what didn’t, and why.
You can then make adjustments
accordingly before your next program
begins.
made with a focus on what worked,
what didn’t, and why.
You can then make adjustments
accordingly before your next program
begins.
8
Слайд 42
At the end of each mentoring
program, an evaluation
should be
made with a focus on what worked,
what didn’t, and why.
You can then make adjustments
accordingly before your next program
begins.
The mentoring program manager will
likely be the one performing the evaluation, but it’s always a good idea to bring in an objective 3rd party at some point so you can gain fresh perspectives.
made with a focus on what worked,
what didn’t, and why.
You can then make adjustments
accordingly before your next program
begins.
The mentoring program manager will
likely be the one performing the evaluation, but it’s always a good idea to bring in an objective 3rd party at some point so you can gain fresh perspectives.
8
Слайд 43
At the end of each mentoring
program, an evaluation
should be
made with a focus on what worked,
what didn’t, and why.
You can then make adjustments
accordingly before your next program
begins.
The mentoring program manager will
likely be the one performing the evaluation, but it’s always a good idea to bring in an objective 3rd party at some point so you can gain fresh perspectives.
A seasoned mentoring consultant can fairly
evaluate your program and offer practical
suggestions for improvement.
made with a focus on what worked,
what didn’t, and why.
You can then make adjustments
accordingly before your next program
begins.
The mentoring program manager will
likely be the one performing the evaluation, but it’s always a good idea to bring in an objective 3rd party at some point so you can gain fresh perspectives.
A seasoned mentoring consultant can fairly
evaluate your program and offer practical
suggestions for improvement.
8
Слайд 45
Your mentoring program needs to evolve along with your organization and
the
world at large.
9
Слайд 46
Your mentoring program needs to evolve along with your organization and
the
world at large.
Technology can play a huge role in business mentoring thanks to email, smart phones, and video conferencing.
Technology can play a huge role in business mentoring thanks to email, smart phones, and video conferencing.
9
Слайд 47
Your mentoring program needs to evolve along with your organization and
the
world at large.
Technology can play a huge role in business mentoring thanks to email, smart phones, and video conferencing.
Be open to experimentation, especially if it’s at the request of your mentors and mentorees.
Technology can play a huge role in business mentoring thanks to email, smart phones, and video conferencing.
Be open to experimentation, especially if it’s at the request of your mentors and mentorees.
9
Слайд 48
Your mentoring program needs to evolve along with your organization and
the
world at large.
Technology can play a huge role in business mentoring thanks to email, smart phones, and video conferencing.
Be open to experimentation, especially if it’s at the request of your mentors and mentorees.
Be open to new tools, new ideas, and new ways to make your program even better such as e-mentoring software, which can provide a streamlined approaching to to filling out forms, keeping track of time, and providing updates to the MPM.
Technology can play a huge role in business mentoring thanks to email, smart phones, and video conferencing.
Be open to experimentation, especially if it’s at the request of your mentors and mentorees.
Be open to new tools, new ideas, and new ways to make your program even better such as e-mentoring software, which can provide a streamlined approaching to to filling out forms, keeping track of time, and providing updates to the MPM.
9
Слайд 49
Your mentoring program needs to evolve along with your organization and
the
world at large.
Technology can play a huge role in business mentoring thanks to email, smart phones, and video conferencing.
Be open to experimentation, especially if it’s at the request of your mentors and mentorees.
Be open to new tools, new ideas, and new ways to make your program even better such as e-mentoring software, which can provide a streamlined approaching to to filling out forms, keeping track of time, and providing updates to the MPM.
Technology should never replace the one-to-one face time that’s critical to mentoring, but it can certainly support your overall program.
Technology can play a huge role in business mentoring thanks to email, smart phones, and video conferencing.
Be open to experimentation, especially if it’s at the request of your mentors and mentorees.
Be open to new tools, new ideas, and new ways to make your program even better such as e-mentoring software, which can provide a streamlined approaching to to filling out forms, keeping track of time, and providing updates to the MPM.
Technology should never replace the one-to-one face time that’s critical to mentoring, but it can certainly support your overall program.
9
Слайд 50
We’ve been helping organizations worldwide implement successful corporate mentoring programs for
over 25 years. Decades of experience; innovative e-mentoring software.
P.O. Box 67291 Chestnut Hill, MA 02167
617-789-4622
P.O. Box 67291 Chestnut Hill, MA 02167
617-789-4622
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