Mentoring for Better Performance and Retention By Rex Gatto, Ph.D. Gatto Associates, LLC 412-344-2277 [email protected].

Mentoring for Better Performance Mentoring for Better Performance and Retentionand Retention

By Rex Gatto, Ph.D.Gatto Associates, LLC

[email protected]

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.