Mentoring

Some organizations have formal mentoring programs, and in that case they need to determine:

• A timeline – how long will the mentoring program last?
• What are the goals and expectations of both parties by the end of the program?
• What will be the process? How often will the mentors and mentees meet, what types of events will they attend together, will there be any group meetings with other mentoring program participants?
• What are high priority skills that the mentee should learn?

Most of my mentee experiences were unplanned; when I served as an intern, my supervisors showed me the ropes of their office and organization. One mentor let me sit in his office to observe his interactions with almost everyone. I was not allowed to speak during those meetings, but could ask dozens of question after the meetings to understand the dynamic of what happened.

Stay tuned for Tip #2 coming next week!

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Ideally, the mentor has as much interest in being a mentor as the employee or intern has in being mentored. It’s only fair to both parties that the interest is mutual and can improve both parties’ knowledge, perspectives, and insights while sharpening interpersonal skills. Beyond this, the mentor must be capable of supporting, listening, and teaching his or her mentee. To be a mentor, a person must also have an excellent understanding of the organization’s culture, values, and procedures.

I am currently a mentor to a student at the University of Connecticut through a Society of Human Resources Managers (SHRM) chapter. I volunteered for the program so that I could give back since so many mentors helped me when I was in college. The program chair created the match and my mentee and I met and hit it off instantly. We have been meeting when our schedules allow and keeping in touch via email. I have assisted her with her resume, shared project documents for her review and education, and taken her to appropriate meetings in the field of Human Resources.

Stay tuned for Tip #3 coming next week!

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Under a formal mentoring program, both mentors and mentees need to know exactly how the program will work. Some organizations have been doing this for a long time and have various documents for the mentor and mentee to complete. If not, then they need to agree on a plan, such as the length, expectations, goals, process, and roles. Mentors need to be ready to offer incentives and positive reinforcement, while mentees have to be willing to be taught and learn. While the mentees can learn by watching, it is more effective if the mentor also quizzes his or her mentees and encourages them to ask questions. Did the mentee understand why the mentor used this method and not the other? Does the mentee need to see the procedure repeated?

I learned a very valuable lesson during one of my internships with one of my favorite mentors. I had already done one project for the manager and was given a new assignment, which required that I review the budget. I was so afraid that I didn’t understand budgets that I did all the research without looking at the actual budget I was given. When I was finished, the manager met with me to discuss the project. I was so proud of the presentation I put together for him—until he told me he looked like a fool without the actual budget information. I was so worried that he had gotten in trouble because of my work. He then told me he knew I didn’t review the budget and added that information himself.

What did I learn from this mistake? I learned that I was getting too cocky and I needed to ask for help if I didn’t understand something. Now, I always check the budget on all projects and I ask questions when I need more information.

Stay tuned for Tip #4 coming next week!

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When the mentor leads by example, the mentee can be exposed to and learn the methods, procedures, values, and culture of the organization by observing the mentor’s behavior. But bad habits can also be inherited by the mentee, so it is paramount that mentors are aware of their conduct and what it is they are imparting.

The mentor should take the time to bring the mentee to meetings that are above their usual level to understand the bigger picture of the organization. This also inspires the mentee to pursue future opportunities at the higher level. The mentor should also take the time to review these meetings or opportunities with the mentee to share their perspective and ask for the mentee’s thoughts on what they observed.

One of my mentees had the opportunity to watch me conduct job interviews that are usually private. Afterwards, we took the time to discuss each interview and my mentee’s notes on the interviews. It provided the mentee an opportunity she would not normally have, in a safe environment, and it gave me a second perspective on each of the interviews. It also gave the mentee an opportunity to see the interview from the interviewer’s perspective, which will help her at her next job interview.

Stay tuned for Tip #5 coming next week!

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A good way to gauge the interest and success of the program is to survey the participants during the program. Are both parties satisfied with their roles? Do they feel they are teaching/being taught enough? Are they both gaining knowledge and/or insights?

Going further, the mentors need to provide feedback to the mentees, inform them when milestones have been reached, and guide them towards fulfilling the specific and planned outcomes of the program.

When I mentor interns, part of the process includes me providing them feedback on the work they completed and showing them examples from other projects I have completed. I also ask them if they have any other questions about the project or what they observed and what else they would like to learn. Many times we put together an agenda for our discussions that includes “feedback from mentor” and “feedback from mentee.” By sharing past stories of situations I have encountered, mentees can learn from my mistakes. Also, I find when they ask me questions, I have to really think about how to handle the new situation they pose, which is a learning opportunity for me.

One project that was very exciting for the interns was reviewing resumes. That gave them the chance to see good resumes compared to bad resumes, which gave them some great tips for their own resumes.

Here are some good articles about mentoring:

• Seven Ways To Be An Effective Mentor (Forbes Magazine)
• Mentoring Basics – A Mentor’s Guide to Success (National Center for Women in Information Technology)
• 10 Tips for Starting a Successful Mentoring Program (Chronus)

 

Questions? Contact me today!

A mentoring program is an excellent way to prepare future leaders. A good program can give interns, as well as newer or younger employees, exposure to experiences and opportunities that help them develop their own management and decision-making skills. Here are some tips for developing a successful mentoring program in your company or agency.

See details on each of the following tips as they are posted during the coming weeks:

• Mentoring programs can be formal or informal

• How do you pick the right mentor

• Preparing for the role of mentor and mentee

• The mentor has to lead by example

• Provide feedback to both the mentor and mentee

Questions? Contact me today!