This strategy booklet describes that mentors and mentees who develop and manage successful mentoring partnerships demonstrate a number of specific, identifiable skills that enable learning and change to take place. It also provides a tool for you to assess yourself informally on each skill.
1. SKILLS FOR SUCCESSFUL MENTORING: Competencies of Outstanding Mentors and Mentees $4.50 by Linda by Linda Phillips-Jones, Phillips-Jones, Ph.D. Ph.D. ### CCC502-02 CCC502-02
4. THE MENTORING SKILLS MODEL SHARED CORE SKILLS Instructing/ Acquiring Developing Mentors Capabilities Listening Learning Actively Inspiring Quickly MENTEE- MENTOR- Showing Building Providing SPECIFIC Trust SPECIFIC Initiative Corrective SKILLS SKILLS Encouraging Feedback Following Through Identifying Goals Managing Managing & Current Reality Risks the Opening Relationship Doors Core Mentoring Skills • use appropriate nonverbal language such as looking directly into people’s Both mentors and mentees should utilize the eyes, nodding your head, leaning following core skills in their mentoring part- slightly toward them, frowning, or nerships. smiling where appropriate; 1. Listening Actively • avoid interrupting mentors and mentees while they’re talking; Active listening is the most basic mentoring • remember and show interest in skill; the other skills build on—and require—it. When you listen well, you demonstrate to your things they’ve said in the past (“By mentors and mentees that their concerns have the way, how did the meeting with been heard and understood. As a result, they your manager go?”); and feel accepted by you, and trust builds. The way • summarize the key elements of what you indicate you’re listening intently is by performing several observable behaviors. For each of you said. example, if you’re an excellent listener, you: Resist the impulse always to turn the con- • appear genuinely interested by mak- versation to your experiences and opinions and ing encouraging responses such as to find immediate solutions to problems you may “Hmmm . . .” and “Interesting . . .” or be hearing. Listen carefully first; problem solve sometimes reflecting back (para- much later. If your mentors and mentees have phrasing) certain comments to show a habit of immediate problem solving, see if you you’ve grasped the meaning and can help them be better listeners and problem feelings behind the message; explorers. 2
5. 2. Building Trust When was the last time you received too much praise? If never, you’re not alone. Effective The more that your mentors and mentees mentors encourage their mentees, which in turn trust you, the more committed they’ll be to your helps increase the mentees’ confidence and partnerships with them, and the more effective enables them to develop. you’ll be. This trust develops over time—if your mentors and mentees observe certain At the same time, successful mentees appropriate behaviors on your part. To become make a point of positively reinforcing their trustable, you must: mentors, which serves to keep the mentors focused and motivated. Provide genuine, • keep confidences shared by your positive feedback to your mentors and mentees mentors and mentees; on a regular basis. • spend appropriate time together; While there are many ways to encourage, • follow through on your promises to and mentors and mentees can differ in the types them; and amounts of encouragement they like, you can: • respect your mentors’ and mentees’ boundaries; • compliment your mentoring partners on accomplishments and actions; • admit your errors and take responsi- bility for correcting them; and • point out positive traits (such as per- severance and integrity) in addition to • tactfully tell your partners if and why their performance and accomplish- you disagree or are dissatisfied with ments; something so they’ll know you’re honest with them. • praise them privately, one-on-one; Particularly with cross-difference (e.g., • commend them in front of other people gender, culture, style, age) mentoring, trust- building is crucial and has to be developed over (being sensitive to any cultural and time. style preferences regarding public praise); 3. Encouraging • express thanks and appreciation; According to Phillips-Jones’ research, the most valued mentoring skill is giving encour- • write encouraging memos or e-mail agement. This includes giving your mentoring and leave complimentary voice mail; partners recognition and sincere positive ver- and bal feedback. • let them know how you use any help they give you. Mentors and mentees at several Fortune 500 companies revealed in interviews that positive Be certain that your praise and encour- verbal reinforcement—praise—was rare and even publicly discounted in their organiza- agement are sincere. In mentoring, err in the tions. However, most admitted enjoying being direction of too much praise, rather than too little. recognized for accomplishments and abilities Some human development experts recommend and receiving positive feedback—provided a ratio of four or five praises for every corrective such attention was sincere and not overdone. remark. Interviewees said they wished such behaviors were a greater part of their organizational cul- tures. 3
6. 4. Identifying Goals and Current One effective individual, a former engineer Reality who was currently a division manager (and a mentee in two mentoring partnerships), dem- Whether you’re a mentor or mentee, you onstrated her skill of identifying goals and cur- should have a personal vision, specific goals, rent reality by writing this: and a good grasp of current reality. As a mentor, be clear on and talk to your mentees about their “My long-range goal is to be a general man- visions, dreams, and career/life goals. They’ll ager or vice president within ten years. My technical skills as an engineer and my skills be interested in your current reality (your view (as an operations manager) are strong. I now of your strengths and limitations as well as the manage 75 men and women. I’m weaker in current reality of situations within your sales and marketing.” organization) and want help recognizing theirs as well. “I expect to reach my goal by continuing to build our business, gaining some strong mar- As a mentee, you also need this skill. Be- keting and sales OJT in a temporary lateral fore asking for help, you should know your assignment, getting coaching from my two— tentative goals, strengths, what development and probably future—mentors, providing for- you need, and the specific assistance you’d like. mal mentoring to at least one promising indi- vidual a year, and hopefully, running one of our You should discuss these with your mentors. factories in about five years. My back-up goal The more aware you are of these, and the more is to leave and start my own company.” accurately you can convey them to potential helpers, the more likely they’ll be to assist your next steps. To demonstrate this mentoring skill: Model this skill by continually working on your own goals. Show your mentors and mentees • know what’s important to you, what how to take a less than ideal current reality and you value and desire most; pull that reality toward their goals. • recognize areas in which you’re able to Critical Skills for Mentors perform well, very concrete examples of behaviors you can perform at the In addition to the core mentoring skills good-to-excellent level; described above, mentors use several specific competencies in an attempt to help mentees • identify specific weaknesses or growth develop. areas observed in yourself and ones noted by others; 1. Instructing/Developing Capabilities • set tentative one- to five-year goals to Probably all mentors do some teaching or reach in your personal life and career; instructing as part of their mentoring. The skill and is especially important in formal mentoring. This seldom means that you’ll give formal speeches • describe accurately the reality of your and lectures. Instead, your instructing will usually abilities and situations. be more informal—from modeling specific behaviors to conveying ideas and processes Effective mentors and mentees are con- one-on-one, in a tutoring mode. You’ll: stantly fine-tuning this self-knowledge, incor- porating new feedback and observations on a • be a “learning broker” as you assist regular basis. Peter M. Senge, in The Fifth your mentees in finding resources Discipline, mentions these skills as part of such as people, books, software, “personal mastery,” which he calls a journey, websites, and other information not a destination. sources; 4
7. • teach your mentees new knowledge, • help them recognize inspiring actions skills, and attitudes by explaining, they took in the past and ways to excel giving effective examples, and asking again. thought-provoking questions; It’s always tempting to tell mentees what to • help your mentees gain broader per- do and, in fact, to have them follow in your spectives of their organizations includ- footsteps. Your challenge as a mentor is to ing history, values, culture, and politics; ensure that your mentees identify and pursue their own form of greatness, not necessarily • demonstrate or model effective beha- yours. viors, pointing out what you’re trying to do; and Some outstanding mentors use language— stories, metaphors, and powerful phrases—to • help them monitor performance and inspire their mentees. Is this a mentoring be- refocus steps as needed. havior you could hone during the coming months? A key part of your instruction is teaching the mentoring process. You can do this by making process comments—pointing out, naming, and 3. Providing Corrective Feedback otherwise getting your mentees to recognize which aspect of mentoring you’re doing at the In addition to giving frequent and sincere time—and why. positive feedback, effective mentors should also be willing and able to give mentees corrective feedback. Whoever cares to learn will always find a teacher. When you observe your mentees making — German proverb mistakes or performing in less than desirable ways, you should be direct with your mentees, 2. Inspiring letting them know what you perceive and providing some better ways for handling the One skill that separates superb mentors situations. It will probably be better for them to from very good ones is an ability to inspire their hear it from you than from others. This is an mentees to greatness. By setting an example aspect of the mentor’s protection skill, Managing yourself and helping your mentees experience Risks, described later. other inspirational people and situations, you can help them onto future paths that excite and One of the first things you can discuss with motivate––even beyond their original dreams. your mentees is if and how they’d like to receive Mentors vary in their ability to be inspiring. See if this feedback. People are more willing to hear you can: corrective feedback if they’ve given permission and know in advance it’s coming. At the same • do inspiring actions yourself which time, you’ll be more likely to give feedback if challenge your mentees to improve; you’re invited to do so. Attempt to: • help them observe others who are • use positive, non-derogatory, inspiring; business-like words and tone of voice with mentees when their behaviors or • arrange other inspirational experiences products aren’t satisfactory; for them; • give corrective feedback in private; • challenge them to rise above the mun- dane and do important things in life; • give the feedback as soon as feasible and after the performance; 5
8. • give specific (as opposed to vague) Business Risks feedback on behaviors; and Dealing incorrectly with customers • offer useful suggestions for them to try Missing deadlines next time, offering to be a resource Underestimating project costs when that time occurs. Doing something unethical Compromising on quality Use the Encouraging skill much more often Career Risks than the skill of Providing Corrective Feedback. Offending certain people 4. Managing Risks Taking the wrong position Staying in a job too long Another distinguishing characteristic of Not being able to sell others on one’s own ideas effective mentors is their willingness and abil- Failing to learn and improve ity to protect their mentees from disasters. One of your tasks is to prevent your mentees from Some of these risks your mentees will recog- making unnecessary mistakes as they learn to nize, and others only you—with your wisdom take appropriate risks. This skill of Managing and experience—recognize. Still other chal- Risks builds closely on the core skill of Building lenges will seem more risky to your mentees Trust, identified earlier. Some refer to this risk- than they really are. Offer to help your men- management process as helping mentees “step tees identify and determine how to handle these risks with recognition, prevention, and out on the branch, then fly when ready.” You’ll: recovery strategies. • help your mentees recognize the risks involved in actions and projects, 5. Opening Doors including some risks (and mistakes) you’ve experienced; Mentors are usually in a position to provide visibility for their mentees. This means opening • make suggestions to help them avoid the right doors that allow them to meet people major mistakes (business, career, and to demonstrate to different audiences what financial, personal, and other) in they can do. Research has shown that when judgment or action; mentors vouch for mentees in this way, their • help them learn to prepare well, get work is much more likely to be well received. To wise counsel, then trust their own open doors, you’ll: decisions and actions; and • put in a good word to people who • if requested in difficult situations, could help your mentees reach intervene as your mentees’ advocate desired goals; with others. • personally introduce your mentees to Mentees and mentors in many corporations appropriate contacts; have identified Managing Risks as an increas- ingly important mentoring skill. • make certain your mentees’ abilities are noticed by others; Typical Risks • give your mentees assignments or Your mentees probably face business risks opportunities that enable them to and career risks, potential danger zones in interact with important colleagues, which they could make large errors and pos- suppliers, or customers; and sibly jeopardize their positions, careers, or organizations. Here are some examples: 6
9. • suggest other resources for your • negotiate the mentoring arrangements mentees to pursue. with your mentors, including agree- ments on goals, expectations, length You’ll probably open doors for your mentees of the relationships, confidentiality, only when you believe they’re ready to go through feedback processes, and meeting them. Since your reputation may be affected by schedules. your doing this, you’ll first want to see your mentees as capable and trustworthy. Explain For detailed tips on acquiring appropriate this process to your mentees as part of the mentors, see Strategies for Getting the development effort. Mentoring You Need. For more ideas on career self-reliance, read the excellent book, We Are One mentee raved about how his mentor All Self-Employed, by Cliff Hakim. (Both are opened numerous doors for him. The mentor listed in Resources.) took him to two key meetings, allowed him to co-author (with the mentor) several papers, set 2. Learning Quickly up an opportunity for the mentee to make a very visible oral presentation to a group of Mentors enjoy working with mentees who decision makers, and nominated him for a learn quickly and take seriously any efforts to highly competitive leadership development pro- teach them. Typically, your mentors want you to gram within the organization. be a “quick study.” You should work hard at directly and indirectly learning everything you can Critical Skills for Mentees as rapidly as possible. Try to: In addition to the core skills described earlier, • apply the knowledge and skills pre- mentees need to be competent in several areas. sented to you, and be ready to tell your mentors how you applied them; 1. Acquiring Mentors • observe carefully and learn indirectly from the modeled actions of your Becoming a successful mentee isn’t a mentors and others; passive experience. In the spirit of career self- reliance, you should be very active in selecting • study materials (those given by your and negotiating with several mentors who can mentors and materials you seek out) help you succeed. Good mentors now have a related to your development areas; wide choice of potential mentees, so you must skillfully handle the acquisition process. For • integrate new things you learn into your example, be able to: own conceptual framework for prob- lem solving; and • identify a desirable pool of individuals who potentially can provide you with • receive feedback nondefensively. (You mentoring; should ask for specifics and be appreciative of the feedback. If your • actively search for several mentors; mentors have misperceived a fact, diplomatically tell them.) • “sell” potential helpers on the idea of providing mentoring to you (in addition As your mentoring relationships proceed to—or as opposed to—others they and mature, you’ll probably have ample op- might help); portunities to debate and disagree with your mentors. In the beginning, you should display a • convey your specific needs and goals strong learning attitude, be willing to consider to prospective mentors; and new ideas, and show an openness to be proven wrong. 7
10. • take informed risks (stretch beyond Unclear about how to become a “quick your usual comfort level) in order to study”? Try what one dedicated mentee did. acquire new knowledge, skills, and She earned a degree in education and English attitudes; and then decided to go back to college and enter pre-med. The math, physics, and chemistry were daunting—her weakest areas by far. Not • go beyond what your mentors suggest; wanting to fail, she spent at least eight hours that is, take their ideas and show every day reading chapters, re-reading and creative or ambitious ways of using marking them with a yellow highlighter, typing them. outlines of the chapters, and studying them alone and with study partners. At least two Mentors vary in the amounts and timing of additional hours each day she found an empty initiative they like from their mentees. Discuss classroom and wrote and rewrote math, chem- this early in your relationships to establish istry, and physics formulas on chalkboards preferences and expectations and to negotiate until she could recite them in her sleep. arrangements that work for all. A quick study? No, a slow study at first. But eventually she got it—and her 4.0. How com- 4. Following Through mitted do you think her professor mentors were to her success? These days, it’s a mentors’ market. Mentees who don’t follow through on tasks and com- mitments are often dropped and replaced with 3. Showing Initiative mentees who do. To demonstrate this skill: The newest approach to mentoring en- • keep all agreements made with your courages the mentees to manage the rela- mentors; tionships and show considerable initiative (see the skill, Managing the Relationship, on the next • complete agreed-upon tasks on time; page). Even with this new trend, some mentors will attempt to lead the relationships and expect • try out their suggestions and report you to follow. Others will expect you to drive the back the results; process from the beginning. • explain in advance if you want to Either way, they’ll expect you to show the change or break an agreement; and right amount of initiative. They’ll observe the things you do on your own to develop. At times, • persist with difficult tasks even when most mentors will expect some following from you’re discouraged. you, particularly when your activities could have ramifications for them (e.g., approaching one of their valued contacts). As an effective mentee, An informal poll of mentors by Phillips-Jones you: revealed that several were frustrated with mentees who failed to follow through on agreed- • know when and when not to show upon tasks. Some mentors even refused to initiative; enter new mentoring partnerships. They concluded that they were working harder on their mentees’ lives than the mentees were • ask appropriate questions to clarify doing for themselves! and get more information; • pursue useful resources on your own; 8
11. 5. Managing the Relationship • prepare for the end of your mentoring relationships; and Even when your mentors try to take a strong lead, you’re the one who should manage the • leave the formal relationships on ami- relationships. It’s your development, and you cable terms, even if the relationships must take responsibility for its process and continue on an informal basis. outcomes. To go through this journey, you can: Carefully track your mentoring relationships, • describe the general process of being and make suggestions as needed. mentored––how it works and why it’s powerful; Final Thoughts • stay up to date with each of your men- These are the critical skills needed by tors on issues between you, goals to mentors and mentees for effective mentoring reach, satisfaction with your meeting relationships. As a closing exercise to reinforce schedules, etc.; your learning, complete the mentoring skills self- assessment on the following page. • analyze the current status of your mentoring partnerships, and deter- mine where to go next with them; There are countless ways of achieving greatness, but any road to achieving one’s maximum potential must be built on a bedrock of respect for the individual, a commitment to excellence, and a rejection of mediocrity. — Buck Rodgers Manager, professional baseball 9
12. MY MENTORING SKILLS Directions: Assess your potential to be a successful mentor and mentee by rating yourself on the fol- lowing mentoring skills. For each skill, circle the appropriate number. Total the numbers for each part (I, II, and III), and read the interpretations. Quality of Skill Mentoring Skill Excellent Very Good Adequate Poor Part I. Shared Core Skills 1. Listening Actively 5 3 1 0 2. Building Trust 5 3 1 0 3. Encouraging 5 3 1 0 4. Identifying Goals and Current Reality 5 3 1 0 Subtotal Core Skills _____ 16-20 Excellent core skills; you could coach others; concentrate improvement efforts on fine-tuning your style 11-15 Very good skills; continue to polish those skills that will make you even more effective and desirable as a mentor or mentee 6-10 Adequate core skills; work on your less-developed skills in order to have better relationships 5 or You’ll benefit from coaching and practice on core skills; acquire training or coaching, and under observe others who have strong skills Part II. Mentor-Specific Skills 1. Instructing/Developing Capabilities 5 3 1 0 2. Inspiring 5 3 1 0 3. Providing Corrective Feedback 5 3 1 0 4. Managing Risks 5 3 1 0 5. Opening Doors 5 3 1 0 Subtotal Mentor Skills _____ 20-25 Excellent mentor skills; you could coach others; concentrate improvement efforts on fine-tuning your style with particular mentees 15-19 Very good skills; continue to polish those skills that will make you even more effective and desirable as a mentor 10-14 Adequate mentor skills; work on your less-developed skills in order to acquire strong mentees and have better relationships with them 9 or You’ll benefit from coaching and practice on mentor skills; acquire training or coaching, and under observe others who have strong skills Part III. Mentee-Specific Skills 1. Acquiring Mentors 5 3 1 0 2. Learning Quickly 5 3 1 0 3. Showing Initiative 5 3 1 0 4. Following Through 5 3 1 0 5. Managing the Relationship 5 3 1 0 Subtotal Mentee Skills _____ 20-25 Excellent mentee skills; you could coach other mentees; concentrate any improvement efforts on fine-tuning your style with particular mentors 15-19 Very good skills; continue to polish those skills that will make you even more effective and desirable as a mentee 10-14 Adequate mentee skills; work on your less-developed skills in order to acquire strong mentors and have better relationships with them 9 or You’ll benefit from coaching and practice on mentee skills; get training or coaching, and observe under others who have strong skills 10
13. RESOURCES 1. Hakim, C. (1994) We Are All Self-Employed: The New Social Contract for Working in a Changed World. San Francisco: Berrett-Koehler. 2. Peterson, D. B. & Hicks, M. D. (1996) Leader as Coach. Minneapolis: Personnel Decisions International, 800.633.4410. 3. Peterson, D. B. & Hicks, M. D. (1995) Development FIRST. Minneapolis: Personnel Decisions International, 800.633.4410. 4. Phillips-Jones, L. (2003) The Mentee’s Guide: How to Have a Successful Rela- tionship with a Mentor. CCC/The Mentoring Group, 13560 Mesa Drive, Grass Valley, CA 95949, 530.268.1146. 5. Phillips-Jones, L. (2003) The Mentor’s Guide: How to Be the Kind of MentorYou Once Had—Or Wish You’d Had. CCC/The Mentoring Group, 13560 Mesa Drive, Grass Valley, CA 95949, 530.268.1146 6. Phillips-Jones, L. (2003) Strategies for Getting the MentoringYou Need: A Look at Best Practices of Successful Mentees. CCC/The Mentoring Group, 13560 Mesa Drive, Grass Valley, CA 95949, 530.268.1146. 7. Phillips-Jones, L. (2001 revision) The New Mentors and Proteges: How to Succeed with the New Mentoring Partnerships. CCC/The Mentoring Group, 13560 Mesa Drive, Grass Valley, CA 95949, 530.268.1146. 8. Senge, P.M. (1990) The Fifth Discipline: The Art & Practice of theLearning Organization. New York: Doubleday. 11
14. About the Author Dr. Linda Phillips-Jones was a licensed psychologist, the author of various publications, and a consultant to a wide range of organizations. Dr. Phillips-Jones passed away in December of 2006 after a valiant six-year fight with four rounds of cancer. CCC/The Mentoring Group continues to promote Dr. Linda's mentoring vision through her publications and philosophy on mentoring. This booklet appears as a chapter in The Mentoring Coordinator’s Guide, The Mentor’s Guide, and The Mentee’s Guide. For copies of any of these Guides, contact CCC/The Mentoring Group, 13560 Mesa Drive, Grass Valley, CA 95949, www.mentoringgroup.com. For additional copies of this booklet, contact CCC/The Mentoring Group. Phone: 530.268.1146; fax: 530.268.3636; or e-mail: [email protected]. Check Products at www.mentoringgroup.com for information on quantity discounts. 12
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16. SKILLS FOR SUCCESSFUL MENTORING: Competencies of Outstanding Mentors and Mentees $4.50 by Linda Phillips-Jones, Ph.D. ### CCC502-02
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