Mentoring, Coaching, and Sponsoring Workshop

As a manager, it’s important to balance your style between advice-giving mode (mentorship), active listening and curiosity mode (coaching), and empowering mode (sponsorship). In this workshop, we will define and practice each of these styles, and talk about how to know when to employ one over the other - especially when you’re managing people who work really differently than you do.

Transcript

1. Mentoring, Coaching, and Sponsoring Workshop by Lara Hogan
2. Management is a blend of mentoring, coaching, and sponsoring
3. Mentoring
5. Mentorship: Giving advice, based on your experience
6. Advice is just one thing a mentor gives. There are residual benefits from visible proximity and tangential relationships to be gained.” “ — Kristy Tillman Director of Product Design
7. Being a responsible mentor
9. Honesty Flexibility Reciprocity Qualities of a successful mentor relationship: Hilary Sanfey, M.B.B.Ch., M.H.P.E., Celeste Hollands, M.D., Nancy L. Gantt, M.D. Active listening Mutual respect Personal connection Shared values
10. Coaching
11. The spirit of coaching is helping a person dump out their box of legos to help them find the two pieces they’ve been looking for together” “ —Paloma Medina, coach and trainer
12. open questions reflection +
13. The power of open questions
14. The best open questions start with “what” • What’s important about this? • What’s hard about this? • What does success look like?
15. Reflections
16. • Can I reflect back what I’m hearing you say? • Here’s what I know to be true about you. • Let’s reflect on where you were this time last year.
17. You don’t need prior experience, or even any idea about someone’s universe to coach them.
18. Getting curious and actively listening
19. Level 1: Internal Listening
20. Level 2: Focused on the other person
21. Level 3: Whole environment
22. The #1 “recent trick” I hear during icebreakers is the power of silence during 1:1s
23. Sponsoring
25. Illustration by Catt Small
26. Mentors give perspective, sponsors give opportunity.” — Cate Huston, Engineering Director “
28. The dashboards are slow today. Is there someone who knows how to fix that? Oh, Max fixed our dashboards before. Maybe ask them? Sara’s also been doing a lot of perf work recently. Ask her too?
29. A sponsor confers a statistical career benefit from 22%–30% (e.g. getting a stretch assignment, negotiating a pay raise) Center for Talent Innovation
30. Being a sponsor
31. Marginalized people are over-mentored, and under-sponsored
32. With a sponsor, women are • 70% more likely to have their ideas endorsed • 119% more likely to see them developed • 200% more likely to see them implemented Center for Talent Innovation
33. It’s risky for URMs to help others like them Study by David R. Hekman, Stefanie K. Johnson, Maw-Der Foo, and Wei Yang
34. Examples of sponsorship as a manager or leader: • Give promotions and raises • Give visible/public recognition • Assign tasks and projects • Open the door for them to do blog posts, company talks, open source work
35. Adapting to support different people
36. Wearing those three hats
37. What’s the purpose of a 1:1 with your direct reports?
38. Manager Direct Report Disseminate information Hear rumors, news, strategy Context Develop a relationship Does my manager care about me? Trust Identify goals/ career trajectory I want to keep growing my skills Growth Unblock them Get status updates I might need help getting unblocked Problem Solving
39. Context Trust Growth Problem Solving Wrap-up First 5-10% Last 5-10% Middle 80-90% How to spend each 1:1
40. Context Wrap-up Middle: (Trust, Growth, Problem Solving) Sponsoring Mentoring Coaching Open: Close:
41. Context Wrap-up Sponsoring Mentoring Coaching Middle: (Trust, Growth, Problem Solving) Open: Close:
42. Manager crew (Manager Voltron!)
43. Be on the lookout for people who: • will push you out of your comfort zone • have different levels of experience than you (both more experience, and less experience) • have experience in a different industry • are good at the things that you’re terrible at
44. 1. Do great work 2. Find someone who knows your work 3. Know how you want to grow 4. Keep them updated
45. 1. Do great work 2. Find someone who knows your work 3. Know how you want to grow 4. Keep them updated
46. 1. Do great work 2. Find someone who knows your work 3. Know how you want to grow 4. Keep them updated
47. 1. Do great work 2. Find someone who knows your work 3. Know how you want to grow 4. Keep them updated
48. 5. Give back!
49. Lean on your Manager Voltron for goal-setting, goal-measuring, and feedback.
50. Debrief and Open Q&A: Mentoring, coaching, and sponsoring