1. Welcome Welcome to the CoE Mentoring Program! We are glad you are here!

2. CoE Mentoring Program Kick-Off February 2016 Materials adapted from SHRM website, MentorTech, Wiki on Mentoring

3. AGENDA Introduction – Lynda House Ice Breaker—LaJauna Ellis Program Information—Lynda House Welcome—John Leonard Next Steps—Lynda House

4. INTRODUCTION In learning you will teach, in teaching you will learn. - Phil Collins

5. ACTIVITY “Getting to know you”

6. OBJECTIVES At the end of this session, you will be able to: 1.Define mentoring. 2.Describe how mentoring differs from coaching. 3.Clarify how the mentoring relationship is good for the organization, mentor, and mentee. 4.List the characteristics/components of a good mentor/mentee relationship. 5.Understand how this mentoring program works. 6.Think about ways to evaluate the mentor/mentee relationship. 7.Be ready to take the next steps.

7. WHAT IS MENTORING? Mentoring is a learning and development partnership between someone with vast experience and someone who wants to learn. Mentees pair with more experienced mentors in order develop their effectiveness and to gain knowledge, skills, experience, information and advice. Anyone at any job level may participate and benefit from a mentoring relationship.

8. DIFFERENCE BETWEEN MENTORING AND COACHING Coaching is a training method in which a more experienced or skilled individual provides an employee with advice and guidance intended to help him or her develop skills, improve performance and enhance the quality of his or her career. Coaching is different from mentoring in that: 1)Coaching is usually used during the first few months of employment to train a new employee. Mentoring may occur at any time during the employment relationship. 2) Coaching is used by a manager to develop a direct report. Mentoring relationships are not between managers and direct reports. 3)Coaching may be used by first level manager with direct report for progressive discipline. A mentor may not use progressive discipline with a mentee.

9. QUESTION: Why did you sign up to join the COE mentoring program??

10. A mentoring program is important to an organization because it: Encourages mutual loyalty between employee and Institution. Increases employee retention. Develops “bench strength” for next generation of leaders. Promotes diversity by creating new relationships outside of everyday workgroups. Helps new employees acclimate to job and Institute culture more quickly. Provides a pathway to encourage greater involvement in employee’s own career development. Increases employee morale. Helps to break down barriers or silos among units. Creates opportunities to share best practices. Increases creativity and exposure to new ideas. Contributes to the development of a cooperative, productive and service-oriented environment. IMPORTANCE OF A MENTORING PROGRAM

11. Benefits to the mentor: Represents making a difference to the organization, profession and the mentee. Provides the fulfillment and satisfaction of helping others. Gives “payback” for the support received from others in the past. Expands effective communication skills. Increases experience and skills for career development. Provides an opportunity to communicate Institute values. Creates work allies. Encourages self-reflection on your own career and goals. IMPORTANCE OF A MENTORING PROGRAM

12. Benefits to the mentee: Learn from another person’s experience. Demonstrates the employer recognition of knowledge, skills and abilities of the mentee. May help career advancement. Increases confidence by moving out of comfort zone. Develops creative and independent thinking. Gives insight into organizational culture. Help off-site employees feel more in touch socially and professionally. Results in a greater awareness of organizational politics and culture. Provides an appreciation and effective use of networking. Develops proactive approaches to tasks and projects. Encourages protégé to uncover and develop own abilities. IMPORTANCE OF A MENTORING PROGRAM

13. Training Cross Training Conversation Promise of promotion or move to another job A formula or scientific process At the outset, establish what each person anticipates, which will ensure a beneficial mentoring relationship with positive end results. WHAT MENTORING IS NOT

14. The role of the mentor is to empower the protégé The role of the protégé is to help empower themselves while using the mentor as a resource and a guide Respect and value each other’s time and viewpoint MENTOR AND MENTEE ROLES

15. QUESTION: What does TRUST mean to you? How do you build trust??

16. ACTIVITIES AND OUTCOMES FOR PAIRS Suggested activities/outcomes: Completion of a career plan Set SMART goals for professional development Identify solutions to work/life balance issues Update resume and cover letters Improve interviewing skills/conduct mock interviews Research and attend training Network with others (internal and external to campus) Attend GT activities (conferences, seminars, athletic events, etc.)

17. Invest time in self and others Be accessible and open to others Able to share personal experiences and stories Listen, do not preach or lecture Identify mentee feelings and validate them Effectively confront negative intentions or behavior Provide appropriate information when needed Encourage the exploration of options MENTOR COMPETENCIES

18. Open to mentors comments Have realistic expectations of the mentoring relationship Clearly communicate expectations and outcomes Accept mentoring relationship with no strings attached Express dilemmas, feelings, emotions Listen Capable of self-examination Be courageous to try new behaviors and patterns Follow through on commitments MENTEE COMPETENCIES

19. Genuine interest from both the mentor and the mentee Time to participate Commitment Confidentiality & Trust Clear, open, two-way communication Excellent listening skills Self-motivation and personal responsibility Mutually established and clear goals CHARACTERISTICS & COMPONENTS OF A GOOD MENTORING RELATIONSHIP

20. Voluntary participation opportunity for CoE staff Program runs from February to September Mentees/mentors apply and are matched based on common interests/experience Mentee/mentor meet to discuss and establish goals Each participant should have support of direct supervisor Mentee/mentor develop mentoring action plan with set meeting times at least twice per month Participate in mentoring activities/workshops HOW OUR MENTORING PROGRAM WORKS

21. To evaluate the mentor/mentee relationship, ask the following: Do we believe we are a suitable match? How often have we met? Do we feel energized after meeting? Are we satisfied with the amount of time we are investing? What did we set out to accomplish together? How do we believe we’re doing? Should we shift our goals at all? Are they realistic? How are we doing in honoring the agreements we made in our Mentoring Action Plan and Agreement? What are we each doing “right” that has made this partnership work as well as it has? EVALUATING THE MENTOR/MENTEE RELATIONSHIP

22. To evaluate the mentor/mentee relationship, ask the following (cont’d): What signals did we give that demonstrated we could trust each other? Did we accomplish our mentoring goals? What do we appreciate about each other? How have we helped each other grow? If this were the last time we were ever going to see each other, what would we want to be sure to express in the way of gratitude? In what specific ways have we observed the mentoring program improving the organization? How can we apply (leverage) what we learned in the program to other aspects of our job/relationships? EVALUATING THE MENTOR/MENTEE RELATIONSHIP

23. 1.Mentoring is a career development method whereby less experienced employees are matched with more experienced colleagues for guidance either through formal or informal programs. 2.Coaching differs from mentoring in that it is usually used during first few months of employment to train a new employee, is used by a manager to develop a direct report and is often used by the first-level manager for progressive discipline. 3.A mentoring program is important to the organization, to the mentor, and to the mentee. SUMMARY

24. 4.Some of the characteristics of a good mentoring program are a commitment to the relationship, confidentiality and clear, open, two-way communication. 5.Ours is a voluntary program, where the matched pairs sign a mentoring agreement and developing a mentoring action plan. 6.Evaluation of the mentoring program includes reviewing goals and outcomes. SUMMARY

25. Resources: mentor.coe.gatech.edu Confidentiality is critical Pairs meet at least twice per month Turn in Commitment and Confidentiality Agreement Forms Questions? Contact Lynda House, lynda.house@coe.gatech.edu or 404-385-2351lynda.house@coe.gatech.edu CLOSING REMINDERS

26. February 18 Mentor Workshop9-11 am(218 Van Leer) Mentee Workshop 1-3 pm (218 Van Leer) March 24 “Building Your Career the GT Way” 9-11 am (SC, Piedmont) April 28 Resume Workshop 9-12 am (SC, Piedmont) May 26 Interviewing Workshop 9-12 am (SC, Piedmont) SCHEDULE

27. June 30 Mentor Roundtable 9-11 am(218 VL) Mentee Roundtable 1-3 pm(218 VL) July 28 “Business Etiquette & Professionalism” 9-11 am (SEB 122) August 25 Book discussion9-11 am (SC, Crescent) September 29 Closing Celebration 11 am – 1 pm (SC, Peachtree)

28. COE MENTORING PROGRAM See you next week!