What is Mentoring

What is Mentoring: (Content courtesy - from a session attained in past)

“ If you would thoroughly know anything , teach it to others”
-Tryon Edwards.

The best leaders enjoy helping their people to learn, grow and succeed in their career. At times these relationships grow to a mentoring arrangement.
Mentoring goes beyond simply directing and instructing others. Mentors are advisers, teachers, sounding boards, cheer leaders and critics rolled into one.

Through mentoring you can give those who are less experienced an opportunity to improve their understanding of business practices, understand the policies, discuss problems , analyze and learn from mistakes of others and celebrate success. Leaders are expected to share their wisdom with people from other parts of the organization known as mentees.
The mentees tend to learn more quickly than they would through the normal process of trial and error.
Consider your mentoring commitment carefully – Don’t agree to mentor someone if you don’t have the time and/or interest.

  • Be clear how much time you are able to give to mentoring relationship.
  • Look for informal as well as formal mentoring opportunities
  • Consider whether your company would benefit from a formal relationship or is it done informally
  • It takes time to develop the relationship . What skills abilities , or knowledge needs improvement
  • Decide frequency of meetings
  • Notice of cancellations
  • Confidentiality
  • Topics that would off limits
  • Establish a pace that is reasonable
  • Don’t try to download your knowledge and experience all at once Remember you did not learn everything all at once
  • Keep your mentoring discussions focused on relevant goals and challenges that your protégé (protege) is facing, learning is often most effective when delivered just in time
  • Be accessible
  • You may choose weekly, biweekly or monthly meetings
  • Establish parameters for when you are available for consultations by e-mail or voice mail between mentoring sessions
  • Offer your own ideas based on your experience but don’t expect that your mentee would necessarily do things the way you do it
  • Encourage creative individual thinking
  • Be an encouraging confident
  • Encourage your protégé or mentee to aim at high standards and push him to set up challenging goals. Raise the bar when you feel they are ready
  • Balance praise and constructive criticism
  • Help protégé to do analysis but remind them that mistakes are part of learning
  • Treat your discussions as confidential as possible. Respect the trust of your protégé
  • Acknowledge and celebrate success
  • Don’t give all the answers
  • When protégé asks for your help with a problem, ask him to suggest few solutions. Encourage discussions and exploration of various courses of action, raising any significant concern or points your protégé has missed
  • Influence your protégé to take specific direction only if you feel he might be about to choose a course of action.
  • Otherwise encourage your protégé to make choices and decisions that he feels are best
  • Know when it is time to let go
  • When protégé becomes proficient and is reluctant to tell that he has out grown you or may simply be unaware that it is time to move on
  • Help your mentee to plan the future before ending your formal mentoring relationship
  • General transferable qualities of leaders across the board

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Problem Solving Methodology - Technique for How to Solve a Problem

Problem Solving Methodology - Technique for How to Solve a Problem Problems are so very frequent in nearly everything - from work to personal life. Whether you are a project manager or just a team member, you are surrounded with and encountered by problems and you are expected to solve them.
It is always a feeling in mind that "there should have been some way to solve each and every problem". Apparently, there is a generic problem solving methodology - steps to follow - techniques to implement - for solving any problem. Follow the below steps and solve nearly every problem you ever face.
Step 1 - Identifying and diagnosing the problem
The real problem will arrive to the surface only after the facts have been gathered and analyzed. Therefore, start with an assumption that can later be confirmed or corrected.
Step 2 - Gather facts, feelings and opinions
What happened? Where? When and How? Who and what is affected? Is it likely to happen again? Does it need to be corrected? Time and expense may require problem solver to think thorough what they need, and assign priorities to more critical elements.
Step 3 - Restate the problem
The facts help make this possible, and provide supporting data. The actual problem may or may not be the same as assumed in Step 1.
Step 4 - Identify alternative solutions
Generate ideas. Do not eliminate any possible solutions until several have been discussed.
Step 5 - Evaluate alternatives
Which alternative will provide optimum solutions? What are the risks? Will the solution create new problems?
Step 6 - Implement the decision
Who must be involved? To what extent? How, When and Where?
Who will the decision impact?
What might go wrong?
How will the results be reported and verified?
Step 7 - Evaluate the results
Test the solution against the desired results. Modify the solution if better results are needed.

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