Mentoring at wheels india

“It is not what we give but what we share,For the gift without the giver is bare."

MENTORING

ORIGIN OF THE CONCEPT

The origin of the word spring from Homer's classic "The Odyssey", where Odysseus, off to war, chose "Mentor" (who was the goddess Athene in the form of Mentor), to protect and advise his son "Telemachus." This has translated to the modern day as an "experienced and trusted adviser" (Oxford Dictionary).

Mentoring--from the Greek word meaning enduring--is defined as a sustained relationship between a youth and an adult

A one-to-one, non-judgmental relationship in which an individual voluntarily gives time to support and encourage another. This is typically developed at a time of transition in the mentee's life, and lasts for a significant and sustained period of time."

MENTORS SPEAK

A process by which an older and more experienced person takes a younger person under his/her wing, freely offering advice, support and encouragement. The older person (the mentor) becomes among other things, a role model who inspires the younger person (the Mentee).

support, assistance, advocacy or guidance given by one person to another in order to achieve an objective or several objectives over a period of time.

MENTORING

Mentoring is usually described as “the relationship between a senior and

more junior member of an organization directed towards the advancement

and support of the junior member” (Fowler and Gorman, 2004). It is a long-

term relationship (either formal or informal) associated with the provision of

support and guidance and ‘passing on of wisdom’.

A trusted external mentor can be an invaluable support in problem solving

and acting as a ‘friendly ear’ with whom to share sensitive issues that would

be difficult to share with colleagues or more junior members of staff.

COACHING Coaching is about expanding people’s capacity to create the desired future. It is not telling people what to do but asking them to examine thinking behind what they’re doing so it is consistent with their goals. It is about giving people the gift of your presence, asking questions and listening.

Coaching is about using day-to-day work experiences as a learning opportunity via the facilitation of an experienced ‘coach’. It involves encouraging self-reflection to unlock a person’s potential to maximize his or her own performance by helping them to learn from experience. Coaching typically has a practical focus aimed at addressing real workplace challenges and can either be treated as a short-term intervention or a longer-term developmental process.

A coach is someone who supports, explains, demonstrates, instructs and directs others via

encouragement and asking questions.

Creates the capacity for continuous improvement, development and success through supporting

people and organisations to make best use of their knowledge, insight, vision, creativity,

sensibility, and vast ability to learn and develop

Centred on goals

impose solutions or opinions

COUNSELLING

Counselling shares many similarities with coaching but is closer to the

therapeutic relationship between therapist and patient. Although often

instigated in response to work-related issues there is a significant

psychological dimension: addressing the person as a whole rather than just

in a professional capacity. The processes involved are more about

understanding, challenging and enabling than providing feedback.

Counselling is not about giving advice but is about getting people to see

things from a different viewpoint and encouraging them to take action to

solve their problems themselves.

A Quick Study Difference between Counselling, Coaching and Mentoring

Let’s say you wanted to learn to drive a car.

If you hired a Counsellor /Coach / Mentor

If You Hired a Counselor /mentor /Coach

Counsellor Mentor Coach

The counsellor would help you find out what might be holding you back from driving the car. He would delve into your past to discover what kinds of experience you have had with automobiles.

The mentor would share her experiences of driving cars and the wisdom and lessons she had learned in her more rich experience with the matter.

The coach would seat you in the car, place himself in the passenger seat, and encourage, endorse, acknowledge and support you until you felt comfortable enough to go it alone.

Difference Between Counselling & Coaching

Counselling

A counsellor typically works with a

dysfunctional person to get them

to functional.

Counselling is required when the

person feels that something is

wrong with him

Counselling focuses on the

“feeling”

Counselling helps to understand

and resolve the past

The counsellor is responsible for

both process and outcome

Coaching

A coach works with a functional

person to get them to exceptional.

Coaching is required when the person

want to focus more on changing future

behaviour.

Coaching focuses on actions and

outcomes

Coaching helps in understanding the

past as the context in which future

goals are set

The coach is responsible for the

process; the employee for the results

Difference Between Mentoring & Coaching

Mentoring "A mentor is like a

sounding board, they can give advice but the protégé is free to pick and choose what they do. The context does not have specific performance objectives.

"Mentoring may be and is OK to be biased in your favour.

In summary, the mentor has a deep personal interest, personally involved—a friend who cares about you and your long term development

Coaching A coach is trying to direct a

person to some end result, the person may choose how to get there, but the coach is strategically assessing and monitoring the progress and giving advice for effectiveness and efficiency.“

Coaching is impartial, focused on improvement in behaviour."

The coach develops specific skills for the task, challenges and performance expectations at work.

FEW RENOWNED EXAMPLES

“ Gandhi and Nehru “

“ Gavaskar and Sachin “

INITIATIO

N

• When the more powerful and professionally recognized mentor recognizes the apprentice as a Protégé

PROTÉG

É

• When the apprentice’s work is recognized not for its own merit but as the by-product of the mentors instruction, support and advice.

BREAK UP

• When the protégé goes off on his/ her own. If the mentor-protégé relationship has not been successful this is the final stage.

LASTING FRIENDSHIP

• The relation being a success leads the mentor and protégé to have a strong friendship which is lasting.

STAGES OF MENTORING

TYPES OF MENTORING

• is a relationship between a less experienced person (protégé) and a more experienced person (the mentor) that helps the less experienced individual learn to navigate in the work environment

Hierarchical mentoring

• is a relationship between two individuals – equal in abilities and qualifications that helps each other develop or refine skills to navigate in the work environment

Peer mentoring

KINDS OF MENTORING

1. Educational or academic mentoring helps mentored youth improve their overall academic achievement.

2. Career mentoring helps mentored youth develop the necessary skills to enter or continue on a career path.

3. Personal development mentoring supports mentored youth during times of personal or social stress and provides guidance for decision making.

THE FACTSMentoring is powerful but it is not a panacea: it can be very effective as a complement to other strategies of development or support;

Programmes need good co-ordination and the time and resources to enable that to happen;

Clear objectives are important from the outset - to enable effective relationships to develop and to evaluate success;

Mentors and Mentees need to understand their respective roles and to be supported to review the relationship and progress made

Good training can make all the difference to help both Mentors and Mentees to get the most out of their relationship;

All mentoring programmes should have an evaluation process built into them. This needs to be considered right at the start of the programme when objectives are set. Thereby providing information that can be used to make programmes more effective in the future.

CHARECTERISTICS OF A GOOD MENTOR

1. A DESIRE TO HELP: Individuals who are interested in and willing to help others.

2. HAVE HAD POSITIVE EXPERIENCES: Individuals who have had positive formal or informal experiences with a mentor tend to be good mentors themselves.

3. GOOD REPUTATION FOR DEVELOPING OTHERS: Experienced people who have a good reputation for helping others develop their skills.

4. TIME & ENERGY : People who have the time and mental energy to devote to the relationship

5. LEARNING ATTITUDE : Individuals who are still willing and able to learn and who see the potential benefits of a mentoring relationship.

6. DEMONSTRATED EFFECTIVE MANAGERIAL (MENTORING) SKILLS : Individuals who have demonstrated effective coaching, counseling, facilitating and networking skills.

7. UP-TO-DATE KNOWLEDGE : Individuals who have maintained current, up-to-date technological knowledge and/or skills.

CHARECTERISTICS OF A GOOD MENTOR …

CHARECTERISTICS OF A MENTEE - PROTEGE

EFFECTIVENESS OF MENTORING DEPENDS ON

Deliberate learning is the cornerstone. :

The mentor's job is to promote INTENTIONAL LEARNING, which includes capacity building through methods such as instructing, coaching, providing experiences, modeling and advising.

Both failure and success are powerful teachers :

Mentors, as leaders of a LEARNING EXPERIENCE, certainly need to share their "how to do it so it comes out right" stories. They also need to share their experiences of failure, i.e., "how I did it wrong". Both types of stories are powerful lessons that provide valuable opportunities for analyzing individual and organizational realities.

Leader need to tell their stories :

Personal scenarios, anecdotes and case examples, because they offer valuable, often unforgettable insight, must be shared. Mentors who can talk about themselves and their experiences establish a rapport that makes them "learning leaders."

Development matures over time :

Mentoring -- when it works -- taps into continuous learning that is not an event, or even a string of discrete events. Rather, it is the synthesis

of ongoing event, experiences, observation, studies, and thoughtful analyses.

Mentoring is a joint venture :

Successful mentoring means sharing responsibility for learning. Regardless of the facilities, the subject matter, the timing, and all other variables. Successful mentoring begins with setting a contract for learning

EFFECTIVENESS OF MENTORING DEPENDS ON…

MENTORING IN THE CORPORATE WORLD

Mentoring is a tool that organizations can use to nurture and grow their people.

It can be an informal practice or a formal program.

Mentee - Protégés observe, question, and explore.

Mentors demonstrate, explain and model.

ACTIONS THAT THE MANAGEMENT CAN TAKE

Increased motivation

Clarity and direction

Increased Productivity

Ownership and

Responsibilitypositive

outcomes

Key Benefits

BENEFITS FOR THE ORGANIZATION ARE…

Having more access to the pool of expertise that is within the organization.

Maximizing the benefits of organization’s training budget by providing more knowledge to employees with little direct cost

Mentoring provides a good opportunity for staff to develop a range of skills

BENEFITS FOR THE MENTORS ARE…

There is the opportunity to develop skills and understanding as part of their personal development.

Increased motivation.

Challenge.

New insights and perspectives.

An opportunity for self-development.

Increased self-esteem & pleasure. The opportunity to positively influence the next generation. Increased peer recognition; and

The opportunity to improve communication.

BENEFITS FOR THE MENTEES ARE…

Mentoring can improve self-confidence and self esteem, increase motivation, broaden horizons and experience and raise achievements and aspirations.

A non-threatening learning opportunity. Developing business expertise & technical knowledge.

Challenge.

Support and reassurance.

Networking/partnership opportunities.

Coaching received from the Mentor

PURPOSE OF MENTORING

• Where you want to make a substantial break from your past, to try new things and new ways of doing them.

• This works like a diagnostic tool, separating wants and needs. • When you find yourself resistant to growth it's like a block, caused by

limiting beliefs, or hidden fears. This will unblock the flow of energy. • Centres on innovation, experimentation and creativity. • Challenge your assumptions, expand your thinking, break out of your

comfort zone! • Identify a trend, extrapolate it out into the future (the vision), then

decide to take advantage of that trend today.• Understand the current set of assumptions and values, then look at the

trends. If the game has changed, prepare to change with it. • Recognize symptoms, discover the source of the symptoms, find a

solution.

• Challenge yourself to something that is far bigger than you are used to - take Massive action.

• Used when recovering from business failure, family loss, etc. Instead of denying it, resisting it, or hiding it, accept it and move on.

• Identifies real opportunity, helps you decide the role you will play, creates a game plan and monitors the action taken in carrying out the plan.

• For the competitive client. Develop a compelling goal, create milestones to keep yourself focused on the goals, build momentum with daily reporting.

• Dissatisfied with life? Job not fulfilling? Fulfilment comes from living your values, this calls for a re-evaluation

• Most people try to overcome a weakness, rather than accepting it and using it to their advantage. Acceptance this provides the answer.

PURPOSE OF MENTORING…

HEART

MotivationEnergyEnthusiasmPassion

FrameworksModelsToolsExamples

DemonstrationBehaviours

WALKING THE TALK

PERSONAL ENGAGEMENT

HEAD

INTELLECTUALUNDERSTANDING

HAND

Open Hidden

Blind UnknownKn

ow

n t

o O

thers

Known to Self

12

GIVING FEEDBACK

GIVING FEEDBACK…

UnknownBlind

Hid

den

Open

Kn

ow

n t

o O

thers

; Feed

back

Known to Self; Disclosure

13

Observed

Think

Feel

Desire

OTFD MODEL

THE FUNNEL – QUESTIONING MODEL

BUILDING RAPPORT, TRUST AND EMPATHY • Rapport

• Rapport is a process of building a sustaining relationship of mutual trust, harmony and understanding (when two people can see the other person's viewpoint, appreciate each other's feelings, and be on the same wavelength.).

• Rapport is the ability to be on the same wavelength and to connect mentally and emotionally.

• Having rapport does not mean that you have to agree, but that you understand where the other person or people are coming from.

• Rapport – the Key to Influence• Rapport is the key to influence. It starts with acceptance of the other person's point of

view, their state and their style of communication. To influence you have to be able to appreciate and understand the other person's standpoint. And these work both ways: I cannot influence you without being open to influence myself.

• Rapport – the Key to Building Trust• We trust people who look at the world the way we do. If we feel understood, we give

people our trust and open up to them more easily. Taking the other person's perceptual position will help you achieve rapport and build trust.

• Creating Rapport• "To create rapport, it is important to mirror, match, and pace lead the person or persons.

THE GROW MODEL

WILLWhat will you do next…?How, when, with whom…? What do you need from me?

OPTIONSWhat could you do to move yourself just one step forward…?What are your options…? How far towards your objective will that take you…?

REALITYWhat is happening now that tells you…? Describe the current situation… What made you realisethat you need to do somethingdifferent?

GOALWhat do you want to move forward on…?What can we achieve in the timeavailable…? What would be the most helpful thing for you to take away from this session?

TOPICTell me about… What would you like to think/talk about…?Give me a flavour in a few short sentences...

T

G R O

W

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MENTORING QUOTES

“There is no beginning too small.” --Henry David Thoreau

“Let everything you do be done as if it makes a difference.” --William James

“You never know when you’re making a memory.” --Rickie Lee Jones

“Few things help an individual more than to place responsibility upon him, and to let him know you trust him.” --Booker T. Washington

“Once self-concept changes, behavior changes to match the freshly perceived self.” --Carl Rogers

“Treat a child as though he already is the person he’s capable of becoming.” --Haim Ginott

“If you have no confidence in self, you are twice defeated in the race of life. With confidence, you have won even before you have started.” --Marcus Garvey

“The impulse to dream had been slowly beaten out of me by experience. Now it surged up again and I hungered for books, new ways of looking, and seeing.” --Richard Wright

“Catch people in the act of doing something right.” --Ken Blanchard

MENTORING QUOTES

PITFALLS TO BE AVOIDED IN MENTORING

MISMATCH BETWEEN MENTOR AND MENTEE - PROTEGES

UNREALISTIC EXPECTATION

BREACHES OF CONFIDENTIALITY

CONCLUSION

“ A mentor helps you master the unspoken rules of a corporate. If you are energetic and

demonstrate initiative, a mentor welcomes theopportunity to assist your growth. To accomplishyour mentoring goals, define what you want toachieve and then select a mentor. A successfulmentoring relationship requires nourishing tomaintain—you must value your mentor's timeand demonstrate appreciation. When you no

longer require your mentor's guidance, you canend the mentoring phase of the relationship with

honesty and appreciation. “

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