CEMS-London Student Alumni Mentoring Program (SAMP) London 9 th - - PowerPoint PPT Presentation

CEMS-London Student Alumni Mentoring Program (SAMP)

London 9th March 2012 Thomson Reuters

What is Mentoring?

– Provides support and understanding – Increases network of knowledge experts – Develops relationships to feel connected to the

• rganization

– Leadership support validates the importance of employee development – Provides “sounding board” on issues and decision options

Mentoring is a developmental relationship through which one person facilitates the development of another by sharing known resources, expertise, values, skills, perspectives, attitudes and proficiencies

REUTERS/ Stephane Mahe

• Improve in career area
• Learn about another division/dept
• Explore potential
• Expand leadership abilities
• Increase technical skills
• Make valuable contacts
• Enhance career opportunities

Mentees

• Share expertise
• Prove leadership
• Expand network
• Invest in organization’s future
• Obtain fresh perspectives

Mentors

Benefits for Mentors/ Mentees

PREPARE ESTABLISH

CLOSE SUSTAIN

• 1. PREPARE

– Decide if you are ready to do this – Determine type and level

• 2. ESTABLISH

– Mentors: Define the competencies for which you can mentor – Mentees: Define focus and goals for what a mentor can help you with specifically – Both: Match with mentoring partner, create mentoring agreement

• 4. CLOSE

– Bring the relationship to a close and summarize the accomplishments

• 3. SUSTAIN

– Meet with your mentoring partner regularly to accomplish the goals of the mentoring agreement

The Four Steps of Mentoring

“If I had eight hours to cut down a tree, I’d spend six sharpening my axe.” ~ Abraham Lincoln

PREPARE

Prepare

• Help mentee develop

appropriate mentoring agreement

• Provide guidance based on

mentee's learning and development needs

• Help mentee access

appropriate experts

• Be resource, advisor, model,

sponsor

• Provide feedback
• Become or replace mentee’s

supervisor or manager

• Report to others about

mentee’s progress

• Know all the answers
• Develop a friendship

Expected to Not expected to

PREPARE What’s Expected: Mentors

• Initiate and drive relationship
• Identify initial learning goals
• Seek feedback
• Take active role in learning
• Initiate meetings and

discussions

• Allocate time and energy
• Follow through on

commitments

• Know all questions to ask
• Get things right the first time
• Fit all learning into one

relationship

• Look to mentor for all

answers

• Be submissive in the

relationship

• Develop a friendship

Expected to Not expected to

PREPARE What’s Expected: Mentees

• Informational Level

– Resourcing – Advising – Enlightening

• Skill Level

– Teaching – Modeling

• Advocacy Level

– Guiding – Consulting – Sponsoring (Advocating Career) Accountability Intensity Trust LESS MORE

PREPARE Mentoring Levels

“Constant development is the law of life” ~Gandhi

ESTABLISH

Establish

CUSTOMER FIRST Act with the customer in mind PERSONAL EFFECTIVENESS Listen, take ownership, be a role model, grow and learn ENGAGE OTHERS Provide direction, development and inspiration INCLUSIVE Think globally, value diversity, collaborate and consider the impact DECIDE Be courageous, contribute, provide/solicit input, take action SIMPLIFY Focus on what matters most, keep things streamlined and effective

ESTABLISHTools to Assess your Needs

Leadership Competency Model

DRIVE STRATEGY Know the business, look ahead, plan for the future INNOVATE Be creative, take smart risks, continuously improve

Functional Competencies

• Core competencies for your function

360 feedback tool

• Others can provide insight on your

development needs (mentee) or areas of strength (mentor) Performance Plan

• Consult your performance plan and

Individual Development Plan Discussion with your Manager

• Areas for improvement
• Areas of expertise that you may

share with others

ESTABLISHTools to Assess your Needs REUTERS/ Petr Josek REUTERS/ Athar Hussain

Purpose:

• Framework for the relationship
• Clarity of expectations
• “Contract” between partners

Contents:

• Partner names
• Goals – the results to achieve
• Competencies to focus on
• Learning and skill goals
• Type of relationship
• Information, Skill, or Advocacy
• Any additional information or clarification
• Meeting frequency, Confidentiality and

accountability standards, How to monitor progress, Duration of relationship

ESTABLISH Mentoring Agreement REUTERS/ Issei Kato

“One thing I know; the only ones among you who will be really happy are those who will have sought and found how to serve.” ~ Albert Schweitzer

SUSTAIN

Sustain

• Respect mentoring partner’s time
• Prepare for each meeting
• Speak candidly
• Listen actively/carefully
• Ask questions
• Follow up on action items after

each meeting

SUSTAIN

Sustaining

REUTERS/ Tyrone Siu

• Meeting 1: Interview & Agreement

– Get to know each other (20 minutes) – Mentoring Agreement (30 minutes) – Agenda for next meeting (10 minutes)

• Meeting 2: Clarify Goals

– Relational check-in (5-15 minutes) – Questions to establish initial goals (20-30 minutes) – Agenda for next meeting (10 minutes)

• Meeting 3: Dialog on Initial Issues

– Relational check-in (5-15 minutes) – Dialog Model and Learning Objectives (20-30 minutes) – Agenda for next meeting (10 minutes) “Easy

• ut” for

both partners

SUSTAIN

First Three Meetings

“To go beyond is as wrong as to fall short” ~Confucius

CLOSE

Close

• Excellent opportunity for growth and

reflection

• Close can be most challenging step of

mentoring

• Types of “dysfunctional” closure
• Lack of closure/fear of closure
• Unanticipated end
• Scheduled end
• Dysfunctional closure can cause anxiety,

discomfort, surprise, resentment

Source: Lois Zachary, “Mentoring Relationships: 7 Tips for Coming to Closure,” Mentoring & Protégé, Vol. 9, No. 4, Fall 1999 CLOSE

Closing the Relationship

REUTERS/Charles Platiau REUTERS/Yannis Behrakis

• 1. Discuss and plan for the end of the relationship
• 2. Look for signals that end is approaching
• 3. Respect your mentoring partner’s decision
• 4. Evaluate the relationship periodically
• 5. Review your goals periodically (Mentoring Agreement)
• 6. Integrate (take what you’ve learned and use it)
• 7. Never assume (appreciate and celebrate)

Source: Lois Zachary, “Mentoring Relationships: 7 Tips for Coming to Closure,” Mentoring & Protégé, Vol. 9, No. 4, Fall 1999 CLOSE

Planning a Meaningful Closure

• Maintain regular contact
• Always be honest, avoid being

judgmental

• Believe in your mentee or mentor
• Don’t expect to have all the answers
• r know all the questions
• Be clear about expectations and

boundaries

• Respect confidentiality
• Have regular check-ins to determine

if you are progressing to the goals identified

Tips for Successful Relationships

REUTERS/Pawel Kopzynski

Contact Information

• Presenter 2012 CEMS Mentoring event - Carien van der

Hoop, Head of Contribution – OTC, Thomson Reuters

carien.vanderhoop@thomsonreuters.com

• Mentor Contact Person - Gosia Niewiarowska, CEMS Alumni

Association President g.niewiarowska@gmail.com

• Mentee Contact Person - Pauline Puiroux, LSE

p.a.puiroux@lse.ac.uk

• Organizer CEMS event March 9 - Wieteke Dupain, Customer

Advisory Programs, Thomson Reuters & CEMS Alumna

wieteke.dupain@thomsonreuters.com