[Enter Your Logo Here]

Mentoring Guidebook

Culture of Connection

INDEX

Introduction
Mentoring Overview / Chapter 1: The Exceptional Mentor – Qualities, Expectations and Behaviors
The Mentoring Process / Chapter 2: Mentorship Stages and Methods
The Mentor / Chapter 3: The Mentor Roles and Responsibilities
The Beginning / Chapter 4: The First Meeting
Chapter 5: Tips for Meaningful Initial Discussions
Chapter 6: The mentorship Agreement
Mentor Skills Guide / Chapter 7: Feedback, Listening and Solving Problems
Mentorship Tools / Chapter 8: Meeting notes
Chapter 9: A Sample Action Plan

INTRODUCTION

Mentoring is a process through which one person (the mentor) facilitates the development of another person (the mentee) by sharing perspectives, expertise, resources, skills and experiences.

Benefits of Mentoring

  • Accelerates the mentee’s productivity
  • Reinforces the organizational culture
  • Facilitates a sense of community among the company’s employees
  • Enables sharing of knowledge

Mentoring Program Goals

The following are the overall goals for the mentoring program for all participants.

  • Create a connection between employees.
  • Accelerate the mentee’s productivity. This includes the development of basic skill sets—both in technical knowledge and in how to get things done.
  • Communicate and reinforce the company’s culture and ethical standards.
  • Provide industry exposure and insight into the energy business.
  • Create a productive, long-lasting relationship between the mentee and the organization.
  • Assist in developing and implementing the mentee’s career development plan.

MENTORING OVERVIEW

Qualities of an Effective Mentor

Specific characteristics and qualities have been identified in successful mentors. The attributes demonstrated by successful mentors include the characteristics listed in the illustration above. These traits all work together.

  • CONFIDENT & CONTINOUS LEARNER: Confident and secure with themselves; has a learning attitude.

Individuals who are willing to learn and who see the benefits of a mentoring relationship.

  • KNOWLEDGABLE: Depth and breadth of knowledge.

Individuals who maintain up-to-date technical and on-the-job knowledge and skills.

  • INVESTS IN OTHERS: Good reputation for developing others.

Experienced people who have a good reputation for assisting others to develop their skills. They work to develop their own coaching and feedback skills in order to establish a comfortable environment for discussions. They take pride and satisfaction in watching a mentee develop.

  • DEDICATED: Gives time and energy to the mentee.

People with a genuine interest who are willing to dedicate time and energy to the mentee.

  • RESPECTFUL: Respectful attitude and a desire to help.

Individuals who are interested and willing to assist others. They possess excellent listening skills and are sensitive to another’s needs and development. They are patient, non-judgmental and accept personal differences. They maintain confidentiality.

THE MENTORING PROCESS

Stages of Mentoring

Establishing realistic expectations for relationship-building takes time. Individuals may move through these stages at different paces.Stages

There is a natural evolution to a mentoring relationship and how it is cultivated. The following is an overview of the traditional stages:

Stage 1: Initiating

The mentor and mentee are getting to know one another. Your mentee is relying heavily on you for information and support.

Stage 2: Guiding

At this stage, you begin to encourage the mentee to be solution-oriented, find answers and seek challenges.

Stage 3: Performing

Gradually, professional development is occurring and the mentee has some experience and ability. It is at this stage where you allow your mentee to work more independently without as much reliance on feedback and answers from you.

Stage 4: Redefining

At this stage, you act as a sounding board and provide advice or direction as solicited by the mentee.

Methods of Mentoring

  • One-on-one: Hold meetings between you and your mentee.
  • Two-by-two: Schedule meetings with two mentors and two mentees. This is an effective way to maximize time and build a diverse relationship.
  • Group meetings: Bring a mentee to a meeting with you to observe or ask other mentors and mentees to meet, learn and share with you and your mentee.
  • e-Mentoring: Communicate by email or have your mentee participate in a learning teleconference or webcast to listen to experts and learn from their experiences. This could also involve vendors and other resources.
  • Networking or events: Invite the mentee to meet, network and learn from people outside of the organization who are connected to the industry.

GROW Model of Mentoring

This is an excellent structure to help mentors prepare for the initial discussion of the action plan. These suggested questions will also help further the discussion throughout the partnership as the mentee is working to achieve specific goals and objectives. Use these questions as a guide to work through each mentoring session.

Goals
Set goals, write them down, establish what the mentee wants out of the session
  • What do you want to achieve out of this mentoring session/relationship?
  • What are the goals you want to achieve? (Make sure the goals are SMART - Specific, Measurable, Action-oriented, Realistic, Time limited)
  • What do you hope to achieve through this goal?
  • What would make this goal even more meaningful for you?
  • Which of your values do you need to consider when setting this goal?
  • On a scale of 1 to 10 (with 10 being the highest), how committed are you to this goal?
  • What are the expectations of others?
  • Who else needs to know about your goal? How will you inform them?
/ Reality
Let them tell their story, invite self-assessment, tell what’s happening, when does this happen, what effect does it have, other factors
  • What is the context of the current situation? Tell me what is happening in regard to this goal at the moment.
  • Tell me some more about that …
  • What has stopped you from reaching this goal in the past?
  • Do you know anyone who has achieved this goal?
  • What can you learn from them?
  • On a scale of 1 to 10, how severe/serious/urgent is the situation?

Options
Brainstorm options, ask – don’t tell, empower, ensure choice, how can you move toward the goal, what has worked in the past
  • What could you do as a first step? What else could you do?
  • What would happen if you did nothing?
  • What has worked for you in the past?
  • How could you do more of what works for you?
  • Who can support you in making this change?
  • How could you redesign your work environment to support you in implementing this goal?
  • What could you change or eliminate in your environment that is holding you back?
  • What are the costs and benefits of this goal?
/ Wrap-up
Identify specific steps and any obstacles, write action plan
  • Where does this goal fit in with your personal priorities at the moment?
  • What obstacles do you expect to face? How will you overcome them?
  • What steps do you need to take to achieve this?
  • What are you going to do?
  • How can I help you in moving forward?

THE MENTOR

Clarifying the Role of a Mentor

Through this mentor program, individuals are able to assist each other for a variety of purposes. They are able to increase and improve knowledge and skills, increase productivity, develop connections and identify common interests, build relationships with others, share insights and ideas, and establish more formal methods for personal accountability and personal growth.

The Mentor is…

  • A guide
  • A teacher
  • A coach
  • A leader
  • A partner in ideas, growth, and development
  • A trusted advisor

The Mentor is NOT…

  • An evaluator
  • A boss or supervisor

Mentor
Understands and explains that personal growth increases self-awareness and facilitates personal goal achievement / Guides, suggests, teaches, challenges, and coaches using the mentor’s experience and expertise to influence the mentee’s actions and development. / Helps the mentee navigate barriers that may exist in the work environment / Has a long-term, strategic focus on the mentee’s development / Fosters collaboration and a shared sense of responsibility with the mentee / Does not conduct performance assessments for employment or job certification

Overall Mentor Responsibilities

  • Identify areas for learning, growth or change.
  • Help your mentee establish goals that are realistic and measurable.
  • Identify barriers and limitations.
  • Engage your mentee in a new way of thinking; an exploration of new ideas and solutions.
  • Challenge your mentee’s assumptions and perspectives.
  • Help your menteedefine and implement strategies to achieve their desired goals.
  • Monitor their progress.

How Can You Do This?

  • Ask the mentee to report on their progress:
  • catch them doing good and praise them for their successes; and
  • address (positively) their need to execute things that remain to be done.
  • Prepare for your sessions with the mentee.
  • Keep the session on track by focusing on goals.
  • Keep written notes for review.

Mentor Do’s and Don’ts

Do / Don’t
Provide advice and direction within your areas of expertise. A mentor serves as a facilitator and doesn’t have all the answers. Provide additional resources for your mentee. / Don’t take on more mentees than is manageable and fair to everyone.
Be open and accessible. / Don’t treat mentees as “free” labor or people to just “boss” around.
Maintain clear, distinct boundaries with the mentee. Set clear expectations. / Never make a personal request of a mentee.
Be ethical and professional. / Don’t gossip – ever – about anyone or anything at the office. Do not speak poorly or critically of the company.
Take the lead in facilitating the mentoring process – schedule meetings, follow-up on questions, adhere to deadlines, etc. / Don’t micro-manage the mentee. Provide advice and guidance. Don’t try to solve mentee’s problems.
Establish clear, open, two-way communication. Be willing to listen to your mentee’s ideas. / Don’t criticize. Don’t complain about your problems. Don’t give up on your mentee. Don’t judge or assume.

A Great Mentor…

  • Commits to teaching, guiding and training a mentee.
  • Acts as a sounding board for the mentee’s ideas, goals and aspirations, and instills a drive toward achieving them.
  • Advises the mentee on organizational norms and expectations.
  • Is open to new discoveries and possibilities for the mentee’s growth and achievement of higher performance levels.
  • Provides advice and helps identify future needs for the mentee’s career development.
  • Helps develop the mentee’s career through a process of intentional, planned experiences and assignments.
  • Identifies developmental objectives that are specific, measurable, achievable and compatible with skill competencies.
  • Establishes and maintains a regular schedule of mentor/mentee meetings.
  • Is available to discuss any issues or concerns.
  • Provides the mentee with feedback regarding his/her strengths and developmental needs.
  • Arranges for the mentee to attend meetings as an observer or presenter.
  • Communicates the mentoring partnership agreement with the mentee’s supervisor.
  • Supports the mentee in building internal and external networks to help the menteefurther his/her knowledge through the advice, expertise and experience of many others.

A Great Mentee…

  • Acknowledges that development of their career is best achieved through a process of intentional, planned experiences and assignments.
  • Is open to new discoveries and possibilities that will result in a higher level of achievement for both mentee and the organization, and is a willing participant in both industry learning and networking opportunities.
  • Is receptive to learning and to developing a learning relationship with a mentor.
  • Discusses ideas, goals, aspirations and plans for action with their mentor and their supervisor.
  • Prepares an Action Plan that identifies:
  1. Developmental objectives; and
  2. Necessary training and experiences for development.
  • Identifies and coordinates developmental objectives with your mentor and supervisor that are specific, measurable, achievable and compatible with skill competencies.
  • Reaches consensus with your mentor and supervisor on an Action Plan and accepts responsibility for the accomplishment of both current job and plan requirements.
  • Seeks advice from the mentor on organizational norms and expectations.
  • Reaches agreement with the mentor on a schedule of regular mentor/mentee meetings.
  • Is willing to discuss developmental issues and concerns with the mentor.
  • Seeks feedback from the mentor and others regarding strengths and additional developmental needs.
  • Works with the mentor on networking internally and externally to meet others who might help with advice, knowledge, experiences, etc.

A note about confidentiality…

As a mentor, you are a member of the team that shares the responsibility for the professional development of your mentee. Although mentorship relationship can often result in strong connections and should include trust and confidence, it should not include violations of confidentiality and should remain ethical. If you ever question the nature of information disclosed, seek assistance from a member of leadership regarding how your concerns should be managed.

THE BEGINNING

First Meeting Framework and Discussion

These are guidelines for the mentor on how to get started with amentee at your first meeting.

  • Talk about what mentoring is and is not.
  • Discuss why they mentor and what they get out of it.
  • Explain what is confidential and what is not.
  • Ask the mentee what in general they want from the partnership.
  • Ask the mentee some questions to begin getting to know more about them and what they want.
  • Ask the mentee what they would like to know about the your background.
  • Review the responsibilities of both the mentor and the mentee (provided previously).
  • Close the first meeting with what the next steps are and agree on the next meeting. It may help to review the competencies and skills for their job and identify some areas that they would like support in.
  • NOTE: During your first meeting, discuss the role confidentiality will play in the mentorship to ensure each person is clear on the expectations.

IMPORTANT: Your goal for the first meeting is to become acquainted and finalize your mentor agreement together.


Questions for Mentors

How to initiate productive conversations with your mentee

These questions will help facilitate worthwhile and thought-provoking conversation between you and your mentee. There are many more questions that can be added. These are merely examples to get you started.

Self-Awareness and Discovery

  • Tell me a little about yourself; things I wouldn’t read on your resume.
  • What value do you bring to this job/internship?
  • What do you believe are your talents?
  • What non-work related experiences have shaped who you are today?
  • Tell me about an accomplishment you are really proud of and why.
  • Why did you choose this area of expertise as a career?
  • What makes you a good team player?
  • What are your challenges when working with others on a project?
  • Tell me about a project that stretched you beyond your comfort zone. What did you learn from that?
  • What do others appreciate about your skill set?
  • What do you take the most pride in when you work on something?

Visioning

  • How do you define success?
  • If you could do anything in your career, what would it be?
  • What do you hope to achieve in your career? What are your professional expectations of yourself?
  • Where do you want to be in 10 years? 20 years?
  • What brings you satisfaction in your workday?
  • What values are most important to you?

Guiding and Development

  • What is most satisfying about your current job?
  • What is most challenging for you?
  • What strengths do you possess that you feel are underutilized?
  • Do you have the desire for additional education?
  • What key professional experiences are you interested in pursuing?
  • What talents do you want to grow?
  • Are there others who can help you grow and develop? If so, who?

Although sometimes less formal in nature, all mentorships should discuss terms of the relationship and utilizing a form to do so may prove most beneficial. This ensures common ground and often makes the discussion flow more smoothly.

The Mentorship Agreement & Discussion Document

Sample Agreement:

Date:
Name of Mentor:
Name of Mentee:

We are voluntarily entering into a formal mentoring partnership, which we expect to benefit the company and each of us. The following highlights the features of our partnership and commitment to the overall process.

Overall objectives for the mentoring relationship
Our role as mentor and mentee will be to
Logistics of our meetings
Measurements of successes
Understanding of confidentiality
We have discussed and understand the boundaries and parameters of confidentiality in our alliance as mentor and mentee.
______(Mentor’s Initials) ______(Mentee’s Initials)
Resolution of disagreement or conflict
AGREEMENT
We agree to terms set above and are excited about this mentoring relationship.
______
Mentor Signature Mentee Signature

MENTOR SKILL GUIDES

In order to help your mentee grow, you will be required to provide feedback. You will also spend a great deal of time listening. This is a critical part of your role, since it is through listening that you become most familiar with needs and areas of growth opportunity.