Boost your career through mentoring

Based on research, mentoring has a powerful positive impact on an individual’s professional growth and is no longer a “nice to have”. It’s essential for teams and organisations that want to thrive within a post-pandemic world.
Everyone has something to share. Everyone has something to learn. Each person can maximize their potential by gaining knowledge, confidence, and skills through access to a mentoring experience.
In this presentation, I will speak about the power of mentoring and the major advantages of being a mentor and mentee. I will share practical ideas about how to be a wonderful mentor and mentee and how to use the mentorship experience to achieve your objectives.

1. Boost your career through mentoring Magda Miu | @magdamiu Engineering Manager @Adobe Android Google Developer Expert
2. • WHY: Data from Research [10’] • HOW: The Process [15’] • WHAT: Concrete Actions [10’] WHY HOW WHAT Agenda
3. WHY Data from Research
4. What is Mentoring Mentor Mentee* knowledge skills experiences feedback confidence networking
5. Mentor Sponsor Mentors have mentees Sponsors have protégés. A mentor could be anyone in a position with experience desired by a mentee who can offer advice and support A sponsor is a senior level staff member invested in a protégé’s career success. Mentors support mentees through formal or informal discussions about how to build skills, qualities and confidence for career advancement Sponsors promote protégés directly, using their influence and networks to connect them to high-profile assignments, people, pay increases and promotions. Mentors offer insight on how a mentee can increase visibility through finding key projects and people Sponsors champion their protégés visibility, often using their own platforms and reputation as a medium for exposure. Mentors advise you and sponsors advocate for you.
6. Mentor Coach A mentor is someone who shares their knowledge, skills and/or experience, to help another to develop and grow. A coach is someone who provides guidance to a client on their goals and helps them reach their full potential. What it takes to be a mentor: experience, seniority. What it takes to be a coach: credentials, experience, soft skills. The mentee is asking questions to tap into the mentor’s experience. The coach is expected to address critical and guiding questions. Mentoring is mainly development driven and looks to the mentee to decide what they wish to achieve and which goals they have for their mentoring relationships. Coaching is performance driven and encourages the individual or individuals being coached to perform in their day-to-day roles. Mentoring (directive) is instructing and telling. Coaching (non directive) is reflection and raising awareness.
7. Have a Mentor Have a Sponsor Have a Coach The Perfect Trio
8. On average, US Fortune 500 companies with mentoring programs had better profits during the 2020 Covid-19 economic downturn. Why it matters 100% of US Fortune 50 companies have mentoring programs. 94% of workers would stay longer if their employer offered more learning and career development opportunities. (LinkedIn) Employees who are involved in mentoring programs have a 50% higher retention rate than those not involved in mentoring and 93% of mentees believe their mentoring relationship was useful. (MentorcliQ) 87% of mentors and mentees say that their mentoring relationships make them feel empowered and assist them to develop a more prominent sense of confidence in themselves. (Source) 97% of individuals with a mentor feel they are highly impactful and valuable. (Source)
9. HOW The Process
10. Beliefs • We are different and our diversity creates valuable perspectives • We have our own answers, yet get in our own way • My experience is a gift, not a directive • Relationships are conversations Practices • Fully present: no phones, computers, or other electronic distractions • Clean communication: we commit to speak authentically and succinctly • Positive emotional engagement: suspend judgment and negativity • Absolute confidentiality: "What is said here, stays here". Mentoring - Code of Conduct
11. The most successful mentoring relationships are mutually beneficial, stemming from reciprocal generosity and respect. 1. Respect the other person and their time. 2. Be open, honest, and fully authentic. 3. Commitment is key. 4. Express gratitude. Building the relationship
12. The Process LOG Logistics How long, how often, how to give feedback 01 02 Objectives Define STRAM/SMART objectives 03 Growth Follow up and track the progress
13. Logistics How long, how often, how to give feedback 01 • Emphasis the value that you want to encourage and promote • The feedback should be genuine • The structure of the congratulatory feedback ◦ state the facts: explain with concrete examples a positive aspect, strengths that you would like the person to continue to boost ◦ indicate the feeling: say what it brings and makes you feel "Julie, I appreciate the fact that yesterday you took the ownership to solve that critical bug. That emphasized your ability to be committed and focused on what was urgent and important for our customers. Thank you! Great achievement!" Give Appreciation Feedback
14. Logistics How long, how often, how to give feedback 01 • Focus on observed facts and come from a place of care and curiosity • Ask for permission • Explain “the why" • Use a framework: Feedback Equation by Lara Hogan (observation) Mark, I’ve noticed your emails usually include three to five words in the body. I know you are working to have better communication, so therefore I came to you. (impact) I have a hard time understanding what you mean in those emails. I often need to reply to your email with more questions to get clarification or more context, which adds time to the process. (question) Can you help me understand what's your perspective on writing emails? Give Constructive Feedback
15. Logistics How long, how often, how to give feedback 01 • Used to help someone progress with a task, a skill or a mission; something they could try for the future • Focus on recommending clear actions or behaviors • Do not focus on the past behaviors that could not be changed • The major feed forward questions are ‘Where am I going?’, ‘How am I doing?’ and ‘Where next?’. “I recommend you include a bit more context in your emails, consider thinking about the receivers of the email, and what is the call to action for them. ” Give Feed-Forward Feedback
16. Objectives Define STRAM/SMART objectives 02 STRAM/SMART Objectives Specific Measurable Achievable Relevant Time-Bound SMART STRAM Specific Trackable Relevant Attainable Motivating S & T are documented R, A, M are conversational
17. Growth Follow up and track the progress 03 • Evaluate and track the progress on each objective. • Evaluate the process: ◦ How helpful are the sessions ◦ How about the resources ◦ How about the recurrence • Take notes and model curiosity by using powerful questions ◦ What is the opportunity here? ◦ What is the challenge? ◦ How does this fit with your plans/way of life/values? ◦ What are the possibilities? ◦ What will happen if you do, and what will happen if you don’t? ◦ If you are saying YES to this, what are you saying NO to? ◦ If the same thing came up again, what would you do? ◦ What was the lesson? ◦ What is your desired outcome? ◦ How will you know have reached it? Growth
18. WHAT Concrete Actions
19. Mentor
20. • Communication skills by explaining complex things in a simple way. • Increased understanding of the business - learn about how others perceive it. • Personal branding & networking - build a larger network & a reputation as someone open to helping others. • Reverse mentoring - get a new perspective on a subject due to sharing of ideas and reverse mentoring. • Self awareness and get personal satisfaction of helping others. You will feel energised after each mentoring session. Advantages of being a Mentor
21. • Genuinely eager to help others and share your knowledge. • Able and available to commit real time and energy to the mentoring relationship. • Able to help your mentee to setup his/her objectives: spark, learn, support, network. • Identify your mentee’s learning style (VARK) and share resources. • Skilled in active listening, asking reflective and insightful questions, providing feedback, and storytelling. • During each session define some check-in points to ask the mentee what she/he learned until now, or how helpful was the provided info. • At the end of the session ask the mentee to repeat the next steps that should be done. How to be a Good Mentor
22. Questions to understand their background: • What is your educational and professional background (including your current role and how long you have been with the organisation)? • What are your greatest strengths? Greatest weaknesses? • What are your short-term career goals? Long-term career goals? • What are your hobbies/interests outside of work? Questions to get a sense of what your mentee is expecting: • What do you see as my role as your mentor? • What ground rules should we set (e.g., confidentiality, openness, honesty) • What topics are off-limits (e.g., performance reviews, personal lives)? • What do you think will be challenging about this relationship? • What topics do you want to cover in our conversations? • What do you hope to gain from this relationship? • How do you prefer to communicate between meetings? First Meeting Agenda
24. Mentee
25. • Professional & personal development - enhance their skills, develop their fullest potential, and advance in their careers. • Networking - mentorship is a great way for mentees to expand their network. • Gain new skills - they can develop their problem-solving skills as they get insights into the mentor’s experiences. • Understand better the business - get access to the years of wisdom a mentor has to offer. New hires also get an idea of the expectations, vision, and goals of the organisation. Advantages of being a Mentee
26. Preparation is the key to most successful interactions. • Understanding what you want out of a mentoring relationship. ◦ Step 1: Develop your self-awareness ◦ Step 2: Define the goals ◦ Step 3: Visualize your ideal mentor • Connecting with a mentor ◦ Step 1: Know and believe in yourself ◦ Step 2: Reflect on who to reach out ◦ Step 3: Research possible mentors ◦ Step 4: Connect courageously with mentors • Using informational interviews to connect with a mentor ◦ Step 1: Prepare and show that you have done your research ◦ Step 2: Respect your interviewee’s time (20 to 30 minutes) ◦ Step 3: Communicate your desire to reciprocate. How can you help? ◦ Step 4: Turn the interview into a mentoring relationship. How to connect with Mentors
27. • Be specific when contacting a potential mentor • Communicate that you want to give and not just take • Use self-disclosure gradually • Ask for a short meeting as a way to connect with the potential mentor Approaching a potential Mentor Dear Julie, I am reaching out to you as I attend the same training with your colleague, Stacy, and she recommended I connect with you. I would like to talk to you as your research in cloud native is very similar to what I am interested in. I would love to share ideas about my work in this area. Would it be possible to meet over coffee or schedule a short phone call? Thank you very much, Magda
28. • Learn in advance about your mentor. • Define your objectives/ expectations & schedule all meetings, have an agenda, and follow up on action items. Showing up on time and prepared. • Stay proactive and engaged. Actively listen and stay open to mentor’s advice and ideas. Ask your mentor what’s important to them, their story, and how they got there. • Topics to discuss (4S): stories, scenarios, self-awareness, skill-building. • Able and willing to seek and accept feedback and act upon it. • Remember that your Mentor is a volunteer and remember to say "Thank you" . • Develop a team of mentors, not just for your professional life but also for your personal life. How to be a Good Mentee
29. 1. Last Week's Action Items ◦ Review Action Items from the Previous Meeting 2. Discuss new challenges that have arisen unexpectedly ◦ Review Mentee progress on 3. STRAM/SMART Goals ◦ Review Mentee progress on 4. Action Items ◦ Document Mentee Action Items Sample Meeting Agenda
30. • Take time to reflect on the mentorship experience ◦ Keep notes of your accomplishments and track your objectives ◦ What worked? What was challenging? ◦ Provide and ask for feedback • Create an action plan moving forward ◦ How the mentee will continue to work to/refine STRAM/SMART goals ◦ Determine cadence and structure in which the mentor/mentee will continue to collaborate. • Say “Thank you” Final Session Meeting Agenda
31. Make time for mentoring
32. Resources • [guide] Situational Leadership Model • [guide] Grasp Mentorship Style Guide • [course] “Being a Good Mentee” by Ellen Ensher • [course] “Being a Good Mentor” by Ellen Ensher • [guide] About Feedback • [guide] Feedback Equation • [video] Active Listening • [book summary] The Coaching Habit
33. CREDITS: This presentation template was created by Slidesgo, including icons by Flaticon, and infographics & images by Freepik Do you have any questions? Website: magdamiu.com Twitter: @magdamiu LinkedIn: /in/magdamiu/ THANKS!