Building and Sustaining a Meaningful Mentoring Relationship
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This document discusses the importance of mentoring, distinguishing it from coaching and counseling, and highlighting the characteristics of effective mentoring relationships, such as mutual respect and clear expectations. It introduces Kolb's learning styles model and emphasizes the need for open communication and adaptability in mentor-mentee interactions. Additionally, it outlines a structured approach to mentoring through the GROW model, which focuses on goal setting, assessing reality, exploring options, and determining the way forward.
Building and Sustaining a Meaningful Mentoring Relationship
- 1. Building & Sustaining a Meaningful Mentoring Relationship Dr Tim Baker www.winnersatwork.com.au
- 3. Think of a great mentor you have had during your career (either formal or informal). What did they do that got you so engaged? What did they give you that you did not get elsewhere?
- 4. Platinum Rule Treat others the way they want to be treated
- 5. Mentoring CounsellingCoaching Coaching focuses on achieving specific workplace objectives usually within a preferred time period Counselling is an area of advice and assistance that in most instances centres on helping with personal problems Mentoring is a useful adjunct to coaching, specifically in providing career guidance and long-term support, as opposed to the relatively short-term and performance- related purpose of most coaching.
- 7. How do you know the mentoring relationship is working? • Reciprocity • Mutual respect (not liking) • Clear expectations • Personal connection • Shared values • Poor communication • Lack of commitment • Personality differences • Perceived or real competition • Conflicts of Interest • Mentor’s lack of experience Ask; don’t assume!
- 8. Sometimes it doesn’t work! • Sometimes the ‘chemistry’ is not right • Call it off ASAP if that’s the case • A rematching may work better
- 9. How do you get the best from your mentor? (mentors to answer) How do I get the best out from your mentee? (mentees to answer)
- 10. Kolb’s Learning Styles Model
- 11. • Theoretical interests • Combine diverse ideas • Create models • Analytical/Inductive • Asks: “What do I have here?” • Generates ideas • Works well with people • Shares ideas • Very involved with learning • Asks: “Why?” or “Why not?” • Take risks • Focus on doing • Adapt well to change • Like new experiences • Integrate application with experience • Asks: ”What will this become?” • Want concrete answers • Prefer to work with things vs. people • Like hands-on experiences • Want answers quickly • Asks: “How does this work?”
- 12. Uses of Learning Styles • Coaching • Problem Solving • Thinking • Idea generation • Career Development
- 13. Hermann Brain Dominance Instrument
- 14. Hermann Brain Dominance Instrument Break into four groups Resolve this problem as a group: You have been given two movie tickets to give to team members. However, you have three team members. Who do you give the tickets to? How do you decide? Whole group must agree? Observer watches process & records three examples of behaviour exhibiting that thinking style.
- 15. GROW Mentoring Model John Whitmore
- 17. Goal • What is the end result you are after? • How will you feel when it is completed? • How will you benefit and be better off? • Do you have a clear picture of your outcome? • What are barriers getting in the way? • How are you feeling about this situation? • How long has this situation been going on? • Who is involved besides you? • What options have you explored? • What other options are open to you that you’ve thought about? • What support can you call upon? • In the worse case scenario, what could you do to help the situation? Reality Options Way Forward • Which of these options we discussed make sense to you? • What’s the first thing you need to do after our meeting? • How are you feeling? • How will you know you are making progress?
- 19. Platinum Rule Treat others the way they want to be treated