MENTORING
Mentoring has its roots in GREEK mythology and it really means –Top performers, Achievers, Gurus and people with Image being the role models for followers to learn from. Wiser/Older people have wide knowledge of the world and specific knowledge too-learning / growing /developing in their care and guidance is getting wired into the concepts.
Mentoring is a natural process of passing-on, no coaching or training
is involved it is a organic / natural process.
Speaking in the corporate context, organizations are facing challenges due to Technological advances and Globalization. Under these circumstances managing CHANGE is very critical to see rapid action and response we need to have flat organization structures, only then we can become “learning organizations”, fast.
Structures and Cultures are changing and decision making is differently distributed to handle this Empowerment at all levels is the only MANTRA.
Salary and Progression are the order of the day and people are in psychological contracts with employers. To keep abreast of changes fast, we have to keep moving and developing—this is the Imperative of Mentoring.
Differentiating and Innovating is the only way to compete and manager’s role is becoming that of a Facilitator/ Empowerer/ Developer. We are talking about Empowerment and Delegation and in a deeper and complex sense. Development, Facilitation and managing Change are today’s Leadership role for success.
Mentoring is a very social and non threatening approach to guiding and working out a partnership process in learning and developing. Imagine all young managers in their growth had a Boss and a regular spring-board person, who brought reality home and Listened to release tension, with his/her wisdom and grey hair! This would be a luxury have TWO and pay for ONE.
Why MENTORING?
• Flexibility- No prescribed limits or rules
• Off-line Activity-More social and off the operational run activity
• Relates to work and job-Focussed
• Individual-Interest of the two individuals
• Feed-back system-Engages interest and attention /enhances learning
• Broad in Focus-Encompasses the whole range of working and human activity
• Not exclusive-Operates in parallel with other learning methods
What does it do?
Supports the learning process continually and builds relationship around the process.
Benefits that accrue to any Learner:
• Greater understanding total organizational perspective- knowledge outside the individual’s function and knowledge of business.
• The relationship will increase the confidence and self respect of the Individual and increase the skill & ability too.
• Learning outcomes: Improvement in skill & competence
• Developing own learning to learn skills-the focus is on learning process, styles, approaches—imagine a cascading learning process (+reinforcement)
• Career benefit: The intervention of mentor leading to Career Development.
• Problem solving: Become self-sufficient in problem solving.
Benefits to Mentor:
Business Functions-Scanning and monitoring performance within the organization.
It widens the perspective of the mentor if the learner is from another function business.
Increase in personal satisfaction-Similar to the learner the mentor can get tremendous satisfaction out of the relationship and feel he/she is making significant contribution to the system.
Role enhancement and expansion of repertoire of skills-Mentors may learn from learners their experience from diverse technology and skills. Also improvise on mentoring skills as they go.
Personal self-development and Career enhancement-Increase mentor’s visibility and profile within the organization through this role (enhanced skill/role set).
Benefits to the Organization;
• Better trained staff
• Development of organizational culture-New channels of communication up-down and across. Develops new, more productive,supportive and “people-centered” relationship.
• More effective management development- Mentor will apply new learning and lead their own people differently.
• A positive orientation to learning-Brings enhanced learning ability to develop new skills and sets direction to becoming a Learning Organization
• Empowered Staff-Setting people on the track to learning increases their ability and willingness to take responsibility.
Who can be Mentors:
Guides, sponsors, counselors, experts, source of knowledge, facilitators, coaches, catalysts, role-models, stimulators, energizers, friends, time managers, diagnosticians, goal-setters, task masters, planners, problem-solvers, teachers, midwives.
What do they have:
• Management Perspective
• Organizational know-how
• Credibility
• Accessibility
• Communication
• Empowering orientation
• Development orientation
• Inventiveness
Who chooses the Mentor?
Once the system and the process are in place the Learner would choose the mentor from those who are not their direct manager
Qualities and skills (training inputs for mentors)
• Understand what mentoring is about
• Know about the separate roles involved
• Know about process facilitation
• Understand and use counseling skills
• Listen as well as tell
• Use appropriate questioning skills
• Have empathy
• Make good, working relationships
• Have a developmental orientation
• Understand the learning cycle
• Have coaching skills
• Respect other learning styles
NOTE:
Before we embark upon training mentors for future, let us begin with some senior people identified by HR and inject the concept into our culture and go on for six months-end 2008. The people chosen are wise, elderly, have solid experience and perspective and are not the direct managers of the Learners.
Mentoring has its roots in GREEK mythology and it really means –Top performers, Achievers, Gurus and people with Image being the role models for followers to learn from. Wiser/Older people have wide knowledge of the world and specific knowledge too-learning / growing /developing in their care and guidance is getting wired into the concepts.
Mentoring is a natural process of passing-on, no coaching or training
is involved it is a organic / natural process.
Speaking in the corporate context, organizations are facing challenges due to Technological advances and Globalization. Under these circumstances managing CHANGE is very critical to see rapid action and response we need to have flat organization structures, only then we can become “learning organizations”, fast.
Structures and Cultures are changing and decision making is differently distributed to handle this Empowerment at all levels is the only MANTRA.
Salary and Progression are the order of the day and people are in psychological contracts with employers. To keep abreast of changes fast, we have to keep moving and developing—this is the Imperative of Mentoring.
Differentiating and Innovating is the only way to compete and manager’s role is becoming that of a Facilitator/ Empowerer/ Developer. We are talking about Empowerment and Delegation and in a deeper and complex sense. Development, Facilitation and managing Change are today’s Leadership role for success.
Mentoring is a very social and non threatening approach to guiding and working out a partnership process in learning and developing. Imagine all young managers in their growth had a Boss and a regular spring-board person, who brought reality home and Listened to release tension, with his/her wisdom and grey hair! This would be a luxury have TWO and pay for ONE.
Why MENTORING?
• Flexibility- No prescribed limits or rules
• Off-line Activity-More social and off the operational run activity
• Relates to work and job-Focussed
• Individual-Interest of the two individuals
• Feed-back system-Engages interest and attention /enhances learning
• Broad in Focus-Encompasses the whole range of working and human activity
• Not exclusive-Operates in parallel with other learning methods
What does it do?
Supports the learning process continually and builds relationship around the process.
Benefits that accrue to any Learner:
• Greater understanding total organizational perspective- knowledge outside the individual’s function and knowledge of business.
• The relationship will increase the confidence and self respect of the Individual and increase the skill & ability too.
• Learning outcomes: Improvement in skill & competence
• Developing own learning to learn skills-the focus is on learning process, styles, approaches—imagine a cascading learning process (+reinforcement)
• Career benefit: The intervention of mentor leading to Career Development.
• Problem solving: Become self-sufficient in problem solving.
Benefits to Mentor:
Business Functions-Scanning and monitoring performance within the organization.
It widens the perspective of the mentor if the learner is from another function business.
Increase in personal satisfaction-Similar to the learner the mentor can get tremendous satisfaction out of the relationship and feel he/she is making significant contribution to the system.
Role enhancement and expansion of repertoire of skills-Mentors may learn from learners their experience from diverse technology and skills. Also improvise on mentoring skills as they go.
Personal self-development and Career enhancement-Increase mentor’s visibility and profile within the organization through this role (enhanced skill/role set).
Benefits to the Organization;
• Better trained staff
• Development of organizational culture-New channels of communication up-down and across. Develops new, more productive,supportive and “people-centered” relationship.
• More effective management development- Mentor will apply new learning and lead their own people differently.
• A positive orientation to learning-Brings enhanced learning ability to develop new skills and sets direction to becoming a Learning Organization
• Empowered Staff-Setting people on the track to learning increases their ability and willingness to take responsibility.
Who can be Mentors:
Guides, sponsors, counselors, experts, source of knowledge, facilitators, coaches, catalysts, role-models, stimulators, energizers, friends, time managers, diagnosticians, goal-setters, task masters, planners, problem-solvers, teachers, midwives.
What do they have:
• Management Perspective
• Organizational know-how
• Credibility
• Accessibility
• Communication
• Empowering orientation
• Development orientation
• Inventiveness
Who chooses the Mentor?
Once the system and the process are in place the Learner would choose the mentor from those who are not their direct manager
Qualities and skills (training inputs for mentors)
• Understand what mentoring is about
• Know about the separate roles involved
• Know about process facilitation
• Understand and use counseling skills
• Listen as well as tell
• Use appropriate questioning skills
• Have empathy
• Make good, working relationships
• Have a developmental orientation
• Understand the learning cycle
• Have coaching skills
• Respect other learning styles
NOTE:
Before we embark upon training mentors for future, let us begin with some senior people identified by HR and inject the concept into our culture and go on for six months-end 2008. The people chosen are wise, elderly, have solid experience and perspective and are not the direct managers of the Learners.