Mentoring -Teaching others to fly

“ Mentoring - Teaching others to fly By Saji

Agenda Why What Who How Potential Benefits Mentoring Activities Core Skills Mentoring Program Process Flow The Adult Mentoring Model Needed Materials Resources - Mentoring web sites “ Mentoring - Teaching others to fly By PMI Memphis Chapter Mentoring Team

Struggling Well-trained and successful in the past (Prior to Y2K) CHEESE IS MOVED Life Home Business BUT NOW

Less than 50% of followers trust their Manager. Only 14% of followers have a role model at work. 40% of Managers are threatened by talented subordinates. Loyalty is at all time low.

Evolution of Leadership Globalization of Countries ( 15th century to 19th century ) Globalization of Companies (20th century) Globalization of Leadership ( Individuals) (Since year 2000) Adapted from the Book “World is Flat” by Pulitzer prize winning author Thomas Friedman

Why Mentoring? Where is your career going? Is it growing as fast as you would like? Are you encountering “challenges” in your career? Would you like to “give back” to your profession?

MENTORING IS the process in which successful individuals go out of their way to help others establish goals and develop the skills to reach them.

MENTORING CAN HELP YOU Acquire skills, Increase confidence, Widen your perspective, Avoid many errors, Enhance your career and life, And help you succeed.

“Communications is human nature; Knowledge sharing is human nurture!” - Alison Tucker

Types of Mentoring Natural Mentoring Planned Mentoring

WHAT - What Is It? 2 people collaborating around the mentee’s Career goals Professional development goals PM “challenges” at work One may be just a little further along

Mentoring is not therapy Spoon feeding Not a way to get a job reference Not counseling in getting a new job Not a constant “gripe” session Not a way to prepare for PMP exam Not a “quick fix” WHAT - What isn’t it?

WHO - Mentee Any current PMI Chapter member Willingness to “collaborate” Must attend mentoring training

Any current PMI member Experienced PM Prior 1-1 mentoring experience (desirable) Must attend mentoring training Willing to share experiences and promote Project Management. WHO - Mentor

HOW - Guidelines Confidentiality Content / issues appropriate for dialogues Topics suitable for projects Personality "clashes" are normal Respectful frankness, not "brutal" honesty Use of a Mentoring Journal

Mentor’s knowledge and 1-1 skills Mentee’s motivation and readiness Mutual commitments to: Maintain scheduled sessions Select relevant topics Pursue meaningful activities HOW - Critical Success Factors

HOW - When & How Long Meet once a month (minimum) Or twice a month (recommended) Contact: meeting, email, phone, etc. Meet from nine to twelve months At final meeting – Celebrate the journey!

Time: Approx. 2 contacts per month (2 hrs each) Activities outside of sessions Effort: consistent commitment to process Money: ~ $15 for books & materials HOW - Commitment Needed

Potential Benefits - For Mentees (Protégés) Faster career growth Faster growth in PM profession Success with immediate PM “challenges” Earn 5 PDU’s / Education Credits Hrs.

A way to “give back” Personal satisfaction. Sense of Community Exposure to new ideas Sharpen leadership skills Earn 5 PDU’s Potential Benefits - For Mentors

Mentoring Activities Clarify career goals and paths Review requirements, proficiencies, credentials Discuss selected readings, research Professional development projects Recommended workshops, seminars

Analyze interpersonal & group dynamics Assess ideas & beliefs Critique of career/professional progress Reflections on personal values, job satisfaction, and career choices Feedback about current competencies Mentoring Activities

Shared Core Skills Listening Actively Building Trust Encouraging Identifying Goals & Current Reality From The Mentor’s Guide (Revised Edition). © 2003 by Linda Phillips-Jones, Published by the Coalition of Counseling Centers/The Mentoring Group, Grass Valley, CA, 530-268-1146

Mentor-Specific Skills Instructing/Developing Capabilities Inspiring Providing Corrective Feedback Managing Risks Opening Doors From The Mentor’s Guide (Revised Edition). © 2003 by Linda Phillips-Jones, Published by the Coalition of Counseling Centers/The Mentoring Group, Grass Valley, CA, 530-268-1146

Mentee-Specific Skills Acquiring Mentors Learning Quickly Showing Initiative Following Through Managing the Relationship From The Mentor’s Guide (Revised Edition). © 2003 by Linda Phillips-Jones, Published by the Coalition of Counseling Centers/The Mentoring Group, Grass Valley, CA, 530-268-1146

The Adult Mentoring Model By Dr. Norman H. Cohen From the Mentee’s Guide to Mentoring, Dr. Norman Cohen. Copyright 1999, HRD Press, Inc., Armherst, MA, 800-822-2801, www.hrdpress.com Motivation Initiative Mentor Model Mentee Vision Final Alternatives Challenge Facilitative Confrontive Later Advise Information Middle Trust Relationship Early Key Points Dimensions Phases

Mentoring Program Process Flow Adapted from PMI Chicago Land Chapter

Needed Materials Mentees ““ The Mentee’s Guide”, Revised Ed. "Creating Your Personal Vision & Writing a Plan: Three Tools for Achieving Your Goals" Mentors “ The Mentor’s Guide”, Revised Ed. "75 Things to Do with Your Mentees: Practical and Effective Development Ideas You can Try" All materials are written by Linda Phillips-Jones, Ph.D.

Resources Mentoring web sites: http://www.pmimemphis.org/mentor.shtml http://www.mentoringgroup.com/ http://www.hrdpress.com/ http:// www.mentoring-programs.com

“ The most precious gift we can offer others is our presence. When mindfulness embraces those we love, They will bloom like flowers” Thich Nhat Hanh Will You be Part of this Noble Mission??????

Saji Madapat CPIM, CIERP, PMP, CMPE, CSSBB Product of PMI’s prestigious Leadership Institute. A global citizen with the techno-functional and Project Portfolio responsibility for the Global Business System of the Buckman companies in over 20 countries (travelled to 12). Worked with leading consulting firms including Bearing Point (KPMG), Ernst & Young (Cap Gemini), Arthur Anderson, BaaN (Vanenburg) Business System and CroweChizek on various high-profile ERP & Business Performance Management projects in the USA. Prior experience includes project feasibility studies, appraisals, industry analysis, company analysis and strategic financial planning. Led and performed numerous engagements with PMI committees since 1998. Currently serving 3rd term as VP, Finance of the PMI Memphis Chapter that won the distinguished Chapter of the Year Award. Published or presented 20 papers including in PMI’s Global Leadership Conferences. Involved in many PMI activities including judging PMI's 2004 & 2005 Project of the Year (POY) Award applications, mentoring initiative and contributing to PMI’s strategic initiative on OPM3, (Organizational Project Management Maturity Model), PPMS (Program Portfolio Management Standards) and PMC (Project Manager Competency). Saji@Madapat.com/ 214-454-7254

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