Mentoring :

Mentoring

Program Objectives (1 of 5) :

Program Objectives (1 of 5) Discuss Goleman ‘s five components; self-awareness, self-

regulation, motivation, empathy, and social skills. Define mentoring in terms of a collaborative
partnership that is mutually beneficial. Learn about one’s own self awareness and self
regulations. www.readysetpresent.com Page 2

Program Objectives (2 of 5) :

Program Objectives (2 of 5) Discuss empathy and how to understand it and use it to develop
others. Learn about social skill and how you can effectively interact with others. Evaluation why
you should mentor and how it leads to lower turnover for your business.
www.readysetpresent.com Page 3

Program Objectives (3 of 5) :

Program Objectives (3 of 5) Identifying a mentor as a helper as well as define a helpers good and
bad qualities. Learn what a good mentor program can do for you individually and for your
business. www.readysetpresent.com Page 4

Program Objectives (4 of 5) :

Program Objectives (4 of 5) Identify the responsibilities, process and outcomes of both the
protégé and mentor. Gain knowledge about the 4 types of mentoring: natural, situational,
supervisory and formal facilitates. www.readysetpresent.com Page 5

Program Objectives (5 of 5) :

Program Objectives (5 of 5) Learn the six possible types of mentors and the roles that they play.
Describe the life cycle of a mentoring relationship. Gaining knowledge about establishing a
formal mentoring program. www.readysetpresent.com Page 6

A Challenge :
A Challenge Please write a One Sentence Definition of M E N T O R I N G.
www.readysetpresent.com Page 7

Definition :

Definition Mentoring is a collaborative, mutually beneficial partnership between a Mentor (who

possesses greater skills, knowledge and experience) and a Protégé (who is looking to increase his
or her skills, knowledge and experience). www.readysetpresent.com Page 8

Slide 9:

www.readysetpresent.com Page 9

Eight Steps (1 of 2) :

Eight Steps (1 of 2) Learn what mentoring is all about. Review mentoring suggestions. Make a
match. Have your first meeting. www.readysetpresent.com Page 10

Eight Steps (2 of 2) :

Eight Steps (2 of 2) Continue the partnership. Have a six-month check-up. Continue with
personal growth. Conclude the mentoring partnership. www.readysetpresent.com Page 11

Do You Want To Be A Mentor? :

Do You Want To Be A Mentor? Mentoring is widely recognized today as an extremely

beneficial career development tool. Studies have shown that having a mentor is a top factor
affecting an employee’s success, career satisfaction, and whether they stay with an organization.
www.readysetpresent.com Page 12

Mentoring Is (1 of 3) :

Mentoring Is (1 of 3) Point out the key words in this definition… Mentoring is a partnership… it
is not the relationship between an employee and his or her immediate supervisor. Even though
there is an inequality in the skills, knowledge and experience of the partners, the partnership
itself is equal. Both parties agree to the relationship and both parties are responsible for its
success. www.readysetpresent.com Page 13
What Are The Mentor’s Responsibilities? :

What Are The Mentor’s Responsibilities? www.readysetpresent.com Page 14

Supervisory Mentoring :

Supervisory Mentoring www.readysetpresent.com Page 15

Strong Interpersonal Skills :

Strong Interpersonal Skills Look for a person who talks and listens. www.readysetpresent.com
Page 16

Personal Power :

Personal Power Look for the person whose opinions are sought. www.readysetpresent.com Page
17

Willingness To Be Responsible For Someone Else’s Growth :

Willingness To Be Responsible For Someone Else’s Growth Look for a person who initiates
coaching contacts with others. www.readysetpresent.com Page 18

Slide 19:

What is your next step? www.readysetpresent.com Page 19

Slide 20:

Download “Mentoring” PowerPoint presentation at ReadySetPresent.com 144 slides include: 8

steps of mentoring, 29 points on emotional intelligence, slides on organization’s gains, what the
mentor gains, what the protégé’s gains with responsibilities, different ways of mentoring,
qualifications for a mentor, general rules and guidelines, identifying candidates for protégé, the
life cycle of a mentoring relationship, increasing the pool of talented people, reducing recruiting,
training costs, how to's and more. Royalty Free – Use Them Over and Over Again.
Delegating to Employees
© Copyright Carter McNamara, MBA, PhD, Authenticity Consulting, LLC.

Delegating is a critical skill for supervisors. Delegating involves working with an employee to
establish goals, granting them sufficient authority and responsibility to achieve the goals, often
giving them substantial freedom in deciding how the goals will be achieved, remaining available
as a resource to help them achieve the goals, assessing their performance (the quality of their
effort and attainment of the goals), addressing performance issues and/or rewarding their
performance. Ultimately, the supervisor retains responsibility for the attainment of the goals, but
chooses to achieve the goals by delegating to someone else.

Delegation can sometimes be a major challenge for new supervisors to learn because they are
concerned about giving up control or struggle to have confidence in the abilities of others.
Supervisors that can effectively delegate can free up a great deal of their own time, help their
direct reports to cultivate expertise in learning, and can develop their own leadership skills --
skills that are critical for problem solving, goal attainment and learning.

Basics of Delegating

© Copyright Carter McNamara, MBA, PhD, Authenticity Consulting, LLC.

Adapted from the Field Guide to Leadership and Supervision.

(This document is referenced from Delegating to Employees.

The hallmark of good supervision is effective delegation. Delegation is when supervisors give
responsibility and authority to subordinates to complete a task. Effective delegation develops
people who are ultimately more fulfilled and productive. Managers become more fulfilled and
productive themselves as they learn to count on their staffs and are freed up to attend to more
strategic issues.

Delegation is often very difficult for new supervisors, particularly if they have had to scramble to
start the nonprofit or start a major new service themselves. Many managers want to remain
comfortable, making the same decisions they have always made. They believe they can do a
better job themselves. They don't want to risk losing any of their power and stature (ironically,
they do lose these if they don't learn to delegate effectively). Often, they don't want to risk giving
authority to subordinates in case they fail and impair the organization.

However, there are basic approaches to delegation that, with practice, become the backbone of
effective supervision and development. Thomas R. Horton, in Delegation and Team Building:
No
Solo Acts Please (Management Review, September 1992, pp. 58-61) suggests the following
general steps to accomplish delegation:

1. Delegate the whole task to one person.

This gives the person the responsibility and increases their motivation.
2. Select the right person.
Assess the skills and capabilities of subordinates and assign the task to the most appropriate one.

3. Clearly specify your preferred results.

Give information on what, why, when, who, where and how. Write this information down.

4. Delegate responsibility and authority

Assign the task, not the method to accomplish it. Let the subordinate complete the task in the
manner they choose, as long as the results are what the supervisor specifies. Let the employee
have strong input as to the completion date of the project. Note that you may not even know how
to complete the task yourself -- this is often the case with higher levels of management.

5. Ask the employee to summarize back to you.

Ask to hear their impressions of the project and the results that you prefer.

6. Get ongoing non-intrusive feedback about progress on the project.

This is a good reason to continue to get weekly, written status reports from all direct reports.
Reports should cover what they did last week, plan to do next week and any potential issues.
Regular staff meetings provide this ongoing feedback, as well.

7. Maintain open lines of communication.

Don't hover over the subordinate, but sense what they're doing and support their checking in with
you along the way.

8. If you're not satisfied with the progress, don't immediately take the project back.
Continue to work with the employee and ensure they perceive the project as their responsibility.

9. Evaluate and reward performance.

Evaluate results, not methods. Address insufficient performance and reward successes (including
the manager's).