CEMS-London Student Alumni Mentoring Program (SAMP)

CEMS-London Student Alumni
Mentoring Program (SAMP)
London 9th 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
Mentors
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Share expertise
Prove leadership
Expand network
Invest in organization’s future
Obtain fresh perspectives
Mentees
•
•
•
•
•
•
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Improve in career area
Learn about another division/dept
Explore potential
Expand leadership abilities
Increase technical skills
Make valuable contacts
Enhance career opportunities
The Four Steps of Mentoring
1. PREPARE
– Decide if you are
ready to do this
– Determine type and
level
4. CLOSE
– Bring the relationship to
a close and summarize
the accomplishments
2. ESTABLISH
– Mentors: Define the
competencies for which you
can mentor
– Mentees: Define focus and
goals for what a mentor can
help you with specifically
PREPARE
ESTABLISH
CLOSE
SUSTAIN
– Both: Match with mentoring
partner, create mentoring
agreement
3. SUSTAIN
– Meet with your mentoring
partner regularly to
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
• Help mentee develop
appropriate mentoring
agreement
• Provide guidance based on
mentee's learning and
development needs
• Help mentee access
appropriate experts
• Be resource, advisor, model,
sponsor
• Provide feedback
Not expected to
• Become or replace mentee’s
supervisor or manager
• Report to others about
mentee’s progress
• Know all the answers
• Develop a friendship
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
• Take active role in learning
• Fit all learning into one
relationship
• Initiate meetings and
discussions
• Look to mentor for all
answers
• Allocate time and energy
• Be submissive in the
relationship
• Follow through on
commitments
• Develop a friendship
PREPARE
Mentoring Levels
LESS
 Informational Level
– Resourcing
– Advising
– Enlightening
 Skill Level
Accountability
Intensity
Trust
– Teaching
– Modeling
 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
Leadership
Competency Model
PERSONAL EFFECTIVENESS
Listen, take ownership, be a role model, grow and learn
ENGAGE OTHERS
Provide direction, development and inspiration
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
REUTERS/ Petr Josek
360 feedback tool
 Others can provide insight on your
development needs (mentee) or
areas of strength (mentor)
Performance Plan
 Consult your performance plan and
Individual Development Plan
REUTERS/ Athar Hussain
Discussion with your Manager
 Areas for improvement
 Areas of expertise that you may
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
 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
REUTERS/ Issei Kato
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
“Easy
out” for
both
partners
– Get to know each other (20 minutes)
– Mentoring Agreement (30 minutes)
– Agenda for next meeting (10 minutes)
 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
REUTERS/Charles Platiau
• Lack of closure/fear of closure
• Unanticipated end
• 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
• Respect confidentiality
• Have regular check-ins to determine
if you are progressing to the goals
identified
REUTERS/Pawel Kopzynski
Contact Information
•
Presenter 2012 CEMS Mentoring event - Carien van der
Hoop, Head of Contribution – OTC, Thomson Reuters
carien.vanderhoop@thomsonreuters.com
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Mentor Contact Person - Gosia Niewiarowska, CEMS Alumni
Association President g.niewiarowska@gmail.com
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Mentee Contact Person - Pauline Puiroux, LSE
p.a.puiroux@lse.ac.uk
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Organizer CEMS event March 9 - Wieteke Dupain, Customer
Advisory Programs, Thomson Reuters & CEMS Alumna
wieteke.dupain@thomsonreuters.com