Mentoring Relationships that Work

By Dr. William A. Gray
$19.99 Rating: Not yet rated.
Published: June 15, 2011
Words: 39,709 (approximate)
Language: English
ISBN: 9780986879616

Short description

This ebook shares 30 years experience developing mentoring relationships that benefit participants. Mentors will learn how to improve your effectiveness in helping proteges (mentees). Proteges will learn how to manage the mentoring process. Book purchasers can receive a free copy of the Mentoring Style Indicator by contacting Dr. Gray, so you can identify your preferred Mentoring Style.

Extended description

Why should you read Mentoring Relationships that Work? This ebook is based on practical experience and insights gained since 1978 from developing over 150 very different formalized mentoring programs. Each Chapter concludes with Summarized Tips to help Mentors, Proteges and Coordinators apply what was learned.

Book purchasers can receive a free copy of the Mentoring Style Indicator by contacting Dr. Gray, so you can identify your preferred Mentoring Style.

Chapter 1: Why Informal Mentoring Practices Won’t Improve Your Mentoring Relationship is important because about 90% of everything written on mentoring describes informal mentoring – which occurs so “naturally” and “spontaneously” that knowing what “can happen” won’t improve mentoring relationships. For example, do you know which informal Mentor Roles should never be employed during formalized mentoring, and why not? Do you know why Novices and Advanced Beginners cannot design mentoring programs that produce in.. (Read more) Why should you read Mentoring Relationships that Work? This ebook is based on practical experience and insights gained since 1978 from developing over 150 very different formalized mentoring programs. Each Chapter concludes with Summarized Tips to help Mentors, Proteges and Coordinators apply what was learned.

Book purchasers can receive a free copy of the Mentoring Style Indicator by contacting Dr. Gray, so you can identify your preferred Mentoring Style.

Chapter 1: Why Informal Mentoring Practices Won’t Improve Your Mentoring Relationship is important because about 90% of everything written on mentoring describes informal mentoring – which occurs so “naturally” and “spontaneously” that knowing what “can happen” won’t improve mentoring relationships. For example, do you know which informal Mentor Roles should never be employed during formalized mentoring, and why not? Do you know why Novices and Advanced Beginners cannot design mentoring programs that produce intentional outcomes?

Chapter 2: Why Mentoring Relationships Work or Fail describes how to develop a successful mentoring relationship that achieves desired goals – by utilizing a Mentor-Protege Relationship Model that over 100,000 participants have used. Learn how mentors equip proteges with what they know – to benefit proteges in six important ways. Learn how mentors empower what proteges want to do and become – to benefit proteges in six important ways. Find out how equipping plus empowering proteges has a transformational impact on them and on their organizations. Learn how 11 Mentoring Variations are used for different purposes (e.g., Group Mentoring got new products to market faster at AT&T Consumer Products Lab while reducing turnover of high potentials; Reciprocal Mentoring solved a generational conflict between newer hires and veterans at Varian Associates; Rotational Mentoring overcame “silo thinking” and developed leadership competencies in Winthrop Pharmaceutical’s diversified workforce).

Chapter 3: Mentoring with the Right Style describes how to use four Mentoring Styles and 26 associated mentoring behaviors in a flexible manner – to help proteges progress from being Unconsciously Incompetent (unaware of what to do and unable) to become Consciously Competent (aware and able). Learn how to avoid “getting stuck” on a favorite Mentoring Style or behavior – because this eventually causes mentoring partners to stop meeting.

Chapter 4: Mentoring for Results focuses on using a 6-Step Mentoring Process™ to handle challenging situations. Read a transcript of an actual interaction that helped a protege change her career. Learn how a 4-D Training Format ensures competencies are developed to produce desired results (Describe and Demonstrate mentoring concepts and skills; partners Do an activity to apply this; Debrief what they will later use).

Chapter 5: Situational Mentoring lets you answer six Situations to identify your Preferred Mentoring Style. Knowing this will prevent you from “getting stuck” on a favorite Mentoring Style. A “Test Scenario” (Improving Time Management) lets you indicate which Mentoring Styles and behaviors you would employ.

The Epilogue provides answers to the “Test Scenario” plus two Activities that enhance mentoring relationships.
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Tags

nonfiction, career development, manager, training, coaching, results, mentoring, case studies, challenges, expert, leadership development, mentor, empower, benefits, champion, administrator, mentorship, mentee, human resource development, retention, clients, protege, mentoring relationship, mentoring partnership, informal mentoring, formalized mentoring program, formal mentoring program, formalized mentoring, planned mentoring program, planned mentoring, structured mentoring program, structured mentoring, facilitated mentoring, mentoring program components, mentoring program elements, mentoring program characteristics, mentoring styles, mentoring style, mentor training, mentoring partner training, mentor partner training, protege training, mentee training, mentoree training, leader development, action plan, mentoring action plan, new hire orientation, orientation mentoring, onboarding, coop students, interns, turnover, skill coaching, coaching skills, competency development, develop competency, expert program developer, program development, mentoring program developer, program design, learning how, know how, knowing about, knowledge about, learning about, mentoring process, coordinator, outcomes, mentor protege training, mentor mentee training, matching mentoring partners, oneonone mentoring, 1 to 1 mentoring, group mentoring, peer mentoring, new hire mentoring, reciprocal mentoring, topdown mentoring, bottomup mentoring, reverse mentoring, rotational mentoring, crossfunctional mentoring, crossdepartmental mentoring, comentoring, long distance mentoring, long distance partners, intensive mentoring, equip, situational mentoring, mentoring effectiveness, effective mentoring, unconsciously incompetent, consciously incompetent, unconsciously competent, consciously competent

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