CEMS-London Student Alumni Mentoring Program (SAMP) London 9 th - PowerPoint PPT Presentation

CEMS-London Student Alumni Mentoring Program (SAMP) London 9 th March 2012 Thomson Reuters

What is Mentoring? Mentoring is a developmental relationship through which one person facilitates the development of another by sharing known resources, expertise, values, skills, perspectives, attitudes and proficiencies – Provides support and understanding – Increases network of knowledge experts – Develops relationships to feel connected to the organization – Leadership support validates the importance of employee development – Provides “sounding board” on issues and decision options REUTERS/ Stephane Mahe

Benefits for Mentors/ Mentees • Share expertise • Prove leadership Mentors • Expand network • Invest in organization’s future • Obtain fresh perspectives • Improve in career area • Learn about another division/dept • Explore potential Mentees • Expand leadership abilities • Increase technical skills • Make valuable contacts • Enhance career opportunities

The Four Steps of Mentoring 1. PREPARE 2. ESTABLISH – Decide if you are – Mentors: Define the ready to do this competencies for which you – Determine type and can mentor level – Mentees: Define focus and goals for what a mentor can help you with specifically – Both: Match with mentoring partner, create mentoring PREPARE ESTABLISH agreement CLOSE SUSTAIN 4. CLOSE 3. SUSTAIN – Bring the relationship to – Meet with your mentoring a close and summarize partner regularly to the accomplishments accomplish the goals of the mentoring agreement

Prepare PREPARE “If I had eight hours to cut down a tree, I’d spend six sharpening my axe.” ~ Abraham Lincoln

PREPARE What’s Expected: Mentors Expected to Not expected to • Help mentee develop • Become or replace mentee’s appropriate mentoring supervisor or manager agreement • Report to others about • Provide guidance based on mentee’s progress mentee's learning and • Know all the answers development needs • Develop a friendship • Help mentee access appropriate experts • Be resource, advisor, model, sponsor • Provide feedback

PREPARE What’s Expected: Mentees Expected to Not expected to • Initiate and drive relationship • Know all questions to ask • Identify initial learning goals • Get things right the first time • Seek feedback • Fit all learning into one relationship • Take active role in learning • Look to mentor for all • Initiate meetings and answers discussions • Be submissive in the • Allocate time and energy relationship • Follow through on • Develop a friendship commitments

PREPARE Mentoring Levels LESS  Informational Level – Resourcing – Advising – Enlightening  Skill Level Accountability – Teaching Intensity – Modeling Trust  Advocacy Level – Guiding – Consulting – Sponsoring (Advocating Career) MORE

Establish ESTABLISH “Constant development is the law of life” ~Gandhi

ESTABLISH Tools to Assess your Needs CUSTOMER FIRST Act with the customer in mind PERSONAL EFFECTIVENESS Listen, take ownership, be a role model, grow and learn Competency Model ENGAGE OTHERS Provide direction, development and inspiration Leadership INCLUSIVE Think globally, value diversity, collaborate and consider the impact DECIDE Be courageous, contribute, provide/solicit input, take action SIMPLIFY Focus on what matters most, keep things streamlined and effective DRIVE STRATEGY Know the business, look ahead, plan for the future INNOVATE Be creative, take smart risks, continuously improve

ESTABLISH Tools to Assess your Needs Functional Competencies  Core competencies for your function 360 feedback tool  Others can provide insight on your development needs (mentee) or REUTERS/ Petr Josek areas of strength (mentor) Performance Plan  Consult your performance plan and Individual Development Plan Discussion with your Manager  Areas for improvement  Areas of expertise that you may REUTERS/ Athar Hussain share with others

ESTABLISH Mentoring Agreement Purpose :  Framework for the relationship  Clarity of expectations  “Contract” between partners Contents :  Partner names  Goals – the results to achieve  Competencies to focus on REUTERS/ Issei Kato  Learning and skill goals  Type of relationship  Information, Skill, or Advocacy  Any additional information or clarification  Meeting frequency, Confidentiality and accountability standards, How to monitor progress, Duration of relationship

Sustain SUSTAIN “ One thing I know; the only ones among you who will be really happy are those who will have sought and found how to serve.” ~ Albert Schweitzer

SUSTAIN Sustaining  Respect mentoring partner’s time  Prepare for each meeting  Speak candidly  Listen actively/carefully  Ask questions  Follow up on action items after REUTERS/ Tyrone Siu each meeting

SUSTAIN First Three Meetings  Meeting 1: Interview & Agreement – Get to know each other (20 minutes) “Easy – Mentoring Agreement (30 minutes) out” for – Agenda for next meeting (10 minutes) both  partners Meeting 2: Clarify Goals – Relational check-in (5-15 minutes) – Questions to establish initial goals (20-30 minutes) – Agenda for next meeting (10 minutes)  Meeting 3: Dialog on Initial Issues – Relational check-in (5-15 minutes) – Dialog Model and Learning Objectives (20-30 minutes) – Agenda for next meeting (10 minutes)

Close CLOSE “To go beyond is as wrong as to fall short” ~Confucius

CLOSE Closing the Relationship • Excellent opportunity for growth and reflection • Close can be most challenging step of mentoring • Types of “dysfunctional” closure • Lack of closure/fear of closure • Unanticipated end REUTERS/Charles Platiau • Scheduled end • Dysfunctional closure can cause anxiety, discomfort, surprise, resentment REUTERS/Yannis Behrakis Source: Lois Zachary, “Mentoring Relationships: 7 Tips for Coming to Closure,” Mentoring & Protégé, Vol. 9, No. 4, Fall 1999

CLOSE Planning a Meaningful Closure 1. Discuss and plan for the end of the relationship 2. Look for signals that end is approaching 3. Respect your mentoring partner’s decision 4. Evaluate the relationship periodically 5. Review your goals periodically (Mentoring Agreement) 6. Integrate (take what you’ve learned and use it) 7. Never assume (appreciate and celebrate) Source: Lois Zachary, “Mentoring Relationships: 7 Tips for Coming to Closure,” Mentoring & Protégé, Vol. 9, No. 4, Fall 1999

Tips for Successful Relationships • Maintain regular contact • Always be honest, avoid being judgmental • Believe in your mentee or mentor • Don’t expect to have all the answers or know all the questions • Be clear about expectations and boundaries REUTERS/Pawel Kopzynski • Respect confidentiality • Have regular check-ins to determine if you are progressing to the goals identified

Contact Information • Presenter 2012 CEMS Mentoring event - Carien van der Hoop, Head of Contribution – OTC, Thomson Reuters carien.vanderhoop@thomsonreuters.com • Mentor Contact Person - Gosia Niewiarowska, CEMS Alumni Association President g.niewiarowska@gmail.com • Mentee Contact Person - Pauline Puiroux, LSE p.a.puiroux@lse.ac.uk • Organizer CEMS event March 9 - Wieteke Dupain, Customer Advisory Programs, Thomson Reuters & CEMS Alumna wieteke.dupain@thomsonreuters.com