mentoring for better performance and retention by rex gatto, ph.d. gatto associates, llc...
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Mentoring for Better Performance Mentoring for Better Performance and Retentionand Retention
By Rex Gatto, Ph.D.Gatto Associates, LLC
Conceptual OverviewConceptual Overview
Mentoring Process – what is it?
Implementing mentoring process
Why Organizations need a Mentoring Process
Leading a Mentoring Process in your organization
Skills needed to be a Mentor
Outcomes from Mentoring
Benefits of this presentation, you will have methods to coach and mentor people moving your firm toward success
Table of ContentsTable of Contents
Three SectionsThree Sections
Back ground Introducing the Back ground Introducing the Concept of MentoringConcept of Mentoring
Developing Mentoring SkillDeveloping Mentoring Skill
Tools for the Mentoring ProcessTools for the Mentoring Process
SECTION ONESECTION ONE
INTRODUCING THE CONCEPT OF MENTORINGINTRODUCING THE CONCEPT OF MENTORING
Helps employee Helps employee
Organization is strengthened Organization is strengthened
Positive Influence on CareerPositive Influence on Career
Mentor to Advancing EmployeesMentor to Advancing Employees
Retain, Develop, PromoteRetain, Develop, Promote
QuotesQuotes
““Successful careers are not Successful careers are not planned. They are the careers planned. They are the careers of people who are prepared for of people who are prepared for the opportunity because they the opportunity because they know their strengths, the way know their strengths, the way they work and their values.”they work and their values.”
Peter Drucker, p. 180Peter Drucker, p. 180
““Management Challenges for the Management Challenges for the 2121stst Century” Century”
Philosophy--Why Implement a Philosophy--Why Implement a Mentoring Process?Mentoring Process?
Develop future leaders
Guide and develop less experienced employees
Achieve a strategic, competitive edge for your company in the marketplace
Develop a talent pool for succession planning--organizational consistency
Retain and motivate the right employees.
What is the What is the Mentor/Mentee Mentor/Mentee Relationship?Relationship?
Definition of Mentoring
Mentoring Process
Development of Talent
Greek MythologyGreek Mythology
Odysseus, while Odysseus, while away from away from home during home during the Trojan War, the Trojan War, had his servant, had his servant, Mentor, educate Mentor, educate and guide his and guide his son.son.
Employee RetentionEmployee Retention
Tell mentees what they can achieve and how Tell mentees what they can achieve and how to achieve itto achieve it
Retention of the right employees creates a Retention of the right employees creates a stable workforcestable workforce
Succession can be an outcome of building and Succession can be an outcome of building and developing the right peopledeveloping the right people
Employee RetentionEmployee Retention
Challenging workChallenging work
Work-life balanceWork-life balance
Professional developmentProfessional development
Career developmentCareer development
Personal growthPersonal growth
Communication flowCommunication flow
Competitive salary and Competitive salary and benefitsbenefits
How to create an Environment that Retains People
Organization Mission Organization Mission StatementStatement
Organization Structure/ Organization Structure/ CultureCulture
OrientationOrientation
Leadership FollowershipLeadership Followership
CommunicationCommunication
Career PathCareer Path
What Are The Perceptions about What Are The Perceptions about the Organizationthe Organization
Why people stayWhy people stay Why people leaveWhy people leave
Job satisfactionJob satisfaction
Challenging workChallenging work
Effective relationships with Effective relationships with clientsclients
Open and flexible climateOpen and flexible climate
Satisfactory relationship with Satisfactory relationship with bossboss
Recognition for successRecognition for success
Job frustrationJob frustration
Non challenging workNon challenging work
Micro managed with clientsMicro managed with clients
Less freedom & flexibilityLess freedom & flexibility
Poor relationship with bossPoor relationship with boss
Lack of recognitionLack of recognition
Mentor Actions Mentor Actions
Vested interest in successVested interest in success
CoachCoach
Professional relationshipProfessional relationship
SponsorSponsor
Role modelRole model
Create safe environmentCreate safe environment
Support - not evaluateSupport - not evaluate
Influence & guide in positive direction Influence & guide in positive direction
Guide professionally and personallyGuide professionally and personally
Mentor ActionsMentor Actions
Observe & discuss interactions and skills
Provide adequate & appropriate feedback
Encourage personal vision
Discuss career & business objectives
Discuss strengths & character qualities
Discuss changes and future expectations
Focus on Mentee Professional Focus on Mentee Professional DevelopmentDevelopment
ProfessionalProfessional Goal settingGoal setting
Career developmentCareer development
CommunicationCommunication
Problem solvingProblem solving
Leadership and followershipLeadership and followership
Decision makingDecision making
Feedback/feed forwardFeedback/feed forward
Focus on mentee personal Focus on mentee personal developmentdevelopment
Personal
Positive self-regard
Motivation
Controlled stress level
Conflict resolution
Empathy; ability to build rapport
Appropriate priority setting
Work/life balance
Benefits from mentoringBenefits from mentoring
Mentor BenefitsMentor Benefits Enhanced communicationEnhanced communication
SensitivitySensitivity
Rethink, re-experienceRethink, re-experience
Mentee BenefitsMentee Benefits Establish goalsEstablish goals
Enhance performanceEnhance performance
Organization Organization BenefitsBenefits
ProfitabilityProfitability
Contribution of the employee, Contribution of the employee,
reduce turnover, Strengthen reduce turnover, Strengthen CultureCulture
DEVELOPINGDEVELOPING
MENTORING SKILLSMENTORING SKILLS
SECTION TWOSECTION TWO
Mentor Response Assessment Mentor Response Assessment
“ “I have a lot of ambition. In every job I’ve had, I’ve been successful I have a lot of ambition. In every job I’ve had, I’ve been successful and I intend to be successful here even if it means walking over a few and I intend to be successful here even if it means walking over a few people to do so. I’m going to prove myself and really move up within people to do so. I’m going to prove myself and really move up within the organization.”the organization.”
Man, aged 35 yearsMan, aged 35 yearsStatement IStatement I ResponsesChoose one of the following responses.
1 You feel you are a very ambitious man, is that right?2 Why do you think you have such a strong need for
success?3 That’s good. You should soon get to the top with that
attitude. Let me know if I can help you in any way.
4. It seems to me that your need for success is so strong that it outweighs your need to be popular.
5. It will make you very unpopular here if you maintain that attitude … that’s not how we do things here at all.
Scoring Grid Scoring Grid
E I S P U
Statement I 5 4 3 2 1
Statement II 1 5 3 2 4
Statement III 3 2 1 5 4
Statement IV 4 3 5 1 2
Statement V 2 1 5 3 4
Totals
Setting the proper Setting the proper mentoring tonementoring tone
EvaluativeEvaluative
InterpretiveInterpretive
SupportiveSupportive
ProbingProbing
UnderstandingUnderstanding
Making judgmentMaking judgment
Jumping to Jumping to conclusionconclusion
Professional and Professional and personal supportpersonal support
Ask questionsAsk questions
Non evaluative Non evaluative responseresponse
Setting the proper Setting the proper Mentoring ToneMentoring Tone
StrengthsStrengths
EvaluativeEvaluative
Interpretive Interpretive SupportiveSupportive
ProbingProbing
UnderstandingUnderstanding
Areas for Areas for DevelopmentDevelopment
Focus - Focus - developmentdevelopment
Listen - askListen - ask
Go deeperGo deeper
Guide toward Guide toward actionaction
QuestionsQuestions
Four Mentoring Types Four Mentoring Types
Mean MentorMean Mentor
Meandering MentorMeandering Mentor
Mindless MentorMindless Mentor
Marvelous MentorMarvelous Mentor
Effective ListeningEffective Listening
Listen without Listen without rebuttalrebuttal
Make eye contactMake eye contact
Nod acceptanceNod acceptance
SmileSmile
FocusFocus
Paraphrase Paraphrase
Establish the Mentoring Establish the Mentoring Environment Environment
Climate
Input
Support
Feedback
ClimateClimate
InputInput
SupportSupport
FeedbackFeedback
Create an Create an environment that environment that develops leaders develops leaders
Focus Focus
FFocus on key issuesocus on key issues
OOffer opportunities for developmentffer opportunities for development
CCreate care and empathyreate care and empathy
UUnderstand - have acceptancenderstand - have acceptance
SSupport strengthsupport strengths
Mentee Roles During Mentee Roles During Feedback Feedback
AnalyzerAnalyzer
WhinerWhiner
RejecterRejecter
VictimVictim
ControllerController
Feedback Feedback
Feedback Feedback = = Feed forward Feed forward
Feedback Feedback
to to
Feed the FutureFeed the Future
Four Stages of Four Stages of Feedback Feedback
1.1. Astonished - You can’t mean Astonished - You can’t mean me!me!
2.2. Anger - You do mean me!Anger - You do mean me!
3.3. Abandon - You can’t be serious!Abandon - You can’t be serious!
4.4. Acceptance - You are serious!Acceptance - You are serious!
5.5. SARASARA
Motivation Motivation
Performance = Ability X Effort
(Competence) (Motivation)
Guide to mentoringGuide to mentoring
Establish a safe working relationship and rapportEstablish a safe working relationship and rapport
Build good rapportBuild good rapport
Establish and openEstablish and open
Give feedbackGive feedback
Ask Mentees to write a goals reportAsk Mentees to write a goals report
Ask the mentees how you the mentor can help them Ask the mentees how you the mentor can help them developdevelop
Inquire as to how your mentees are achieving their Inquire as to how your mentees are achieving their goalsgoals
Mentoring skillsMentoring skills
ListenHelp to problem solveAdvise but do not dictateEncourage and draw outGuide but don’t directBe a safe haven to discuss issues without judgingAsk questions to identify values and attitude
Phases of the Phases of the mentoring Processmentoring Process
Phase One InitiationPhase One InitiationPhase Two CultivationPhase Two CultivationPhase Three Phase Three SeparationSeparation
Phase Four AutonomyPhase Four Autonomy
Phases of the Mentoring Phases of the Mentoring ProcessProcess
Phases Duration Development
Phase One
Initiation
Immediatelyto one year
Mentee gets to know mentor; meet formallyonce a month, define goals and expectations;development of work-related and people-related skills
Phase Two
Cultivation
After threemonths up totwo years
Development of an action plan; developmentand implementation of skills, increase trustand openness, receive recognition frommentor and from others
Phase Three
Separation
Three to sixmonths afterPhase Two
Begins after mentee has developedconfidence: needs to work autonomously,assumes greater responsibility andopportunities; goals met
Phase Four
Autonomy
Ongoing Mentee can become mentor; receivesrecognition from clients; developed skills;doesn’t need to work with a mentor any longerbut can still use mentor as a sounding board
HEARHEAR
HHonestly listen onestly listen without rebuttalwithout rebuttal
EEmpathize by mpathize by rememberingremembering
AAcknowledge and cknowledge and paraphraseparaphrase
RRespectfully respondespectfully respond
Why People Do Listen Why People Do Listen
Build a connectionBuild a connection
Identify and Identify and understandunderstand
Identify level of Identify level of understandingunderstanding
Identify actions to Identify actions to be takenbe taken
LearnLearn
Are interestedAre interested
It is worthwhileIt is worthwhile
How to Address Questions How to Address Questions
Listen to terms - Listen to terms - general or specificgeneral or specific
How are questions How are questions asked?asked?
Address questions Address questions in same mannerin same manner
No answer - pause, No answer - pause, ask questions in ask questions in responseresponse
SECTION Three SECTION Three
Tools for the Tools for the
Mentoring ProcessMentoring Process
Mentee Preparation Mentee Preparation For the first Meeting For the first Meeting
First MeetingFirst MeetingChoose a mentor with whom Choose a mentor with whom
you feel comfortable and who you feel comfortable and who is willing to put in the time to is willing to put in the time to support your development. support your development. You, as the mentee, should You, as the mentee, should identify a mentor who has identify a mentor who has developed and demonstrated developed and demonstrated the skills that you need to the skills that you need to develop. develop.
Goals ReportGoals Report
Learning QuestionsLearning Questions
Learning QuestionsTell me about some of the projects you have been on. What have you learned? What went right/wrong? What might you have done differently in some of your projects? Which ones did you enjoy most? Why?What do you want from me as your mentor?(If the person is just out of college/university): How has your academic experience prepared you to work at the organization?
Developmental Developmental QuestionsQuestions
Developmental QuestionsWhat do you want to accomplish through the mentoring process?What skills do you feel you have acquired to accomplish your goals?What skills do you feel you need to acquire to accomplish your goals?What is the best way to give you feedback?What is your first step? What resources or other people could you learn from or what courses do you feel you need to take to help you acquire the skills you need? Listen for responsibility of taking action. Don’t let the mentee put you, the mentor, into a position of dictating what to do.
Follow-up Mentoring Follow-up Mentoring MeetingsMeetings
Follow-up Mentoring MeetingsTell me what you have been working on.What are some of the significant experiences you have had? What did you learn?From your experiences, what would you do differently or what alternatives might you use?
The objective of mentoring is to develop people who know their jobs and who can reliably perform the "how" to your "what."
Mentee Assessment Mentee Assessment OutlineOutline
“Talents are best nurtured in solitude, but character is best formed in the stormy billows of
the world.”
Mentee AssessmentMentee Assessment
Profile Characteristics of a high Profile Characteristics of a high profile employeeprofile employee
Profile Characteristicsof a
High Potential Employee
The Whole Person
Professional Presence
Professional Skill Development
Problem Solving
Teamwork
Leadership
Creativity
Integrity
Communication
Adaptability
Business Knowledge
Interpersonal Relationships
Customer Relationship
Initiative
Accountability
Planning
Computer Knowledge
Mentee Work PapersMentee Work Papers
Mentor Work PapersMentor Work Papers
Pre - Task Meeting Pre - Task Meeting AgendaAgenda
Post – Task Meeting Post – Task Meeting AgendaAgenda
Mentor preparation for Mentor preparation for the first meetingthe first meeting
The Mentors SurveyThe Mentors Survey
Self AssessmentSelf Assessment
Action PlanAction Plan
SummarySummary
Your organization’s reputation is built primarily on the service you provide to your customers, but the development and mentoring of staff, supervisors and upper management is the foundation to meeting customer expectation.