Mentor preparation workshop

Today's agenda

Break from 1:05 to 1:15.

Why does preparation matter?

87% of trained mentors changed at least one behavior; in the control group it was 42%.

Pfund et al., randomized study of 283 mentors (WCER, 2014).

Three roles, three different jobs

Mentoring gets stronger when it goes beyond "this is how things work here" (CIPD).

What do good listeners do?

• Help the other person clarify their thinking
• Ask questions instead of staying silent
• Build trust and add energy
• Offer suggestions at the right moment

Zenger Folkman, 360-degree data on 3,492 managers.

Powerful questions

• What matters most to you in this situation?
• What have you tried so far?
• Where do you want to be a year from now?
• What's holding you back?
• What's the smallest step you could take tomorrow?

Exercise: questions only (30 min)

1. Form pairs
2. A describes a real work problem (10 min)
3. B only asks questions, no advice
4. Switch roles (10 min)
5. Debrief together: what did you notice? (10 min)

Goals: three at most

• What do we want to change?
• How will we know we're making progress?
• What do we want to see at the end of the cohort?

A relationship that starts without goals turns into small talk.

Feedback in four steps

1. Situation: when and where did it happen?
2. Behavior: an observation, not an interpretation
3. Impact: what did it lead to?
4. Question: "How did you see it?"

Ask regularly: "Are these sessions working for you?"

Exercise: feedback in threes (25 min)

1. Groups of three: mentor, mentee, observer
2. The mentee describes a short work situation
3. The mentor gives four-step feedback (5 min)
4. The observer shares what they saw (2 min)
5. Rotate roles, three rounds

Confidentiality: where are the limits?

Discuss the limits in the first session (Clutterbuck).

When do you refer?

• Mental health or serious personal problems
• A risk to someone's safety
• Suspected harassment or discrimination
• Topics outside your expertise

A mentor isn't a therapist. Know your HR and employee support channels by name.

Exercise: hard moments (20 min)

• The mentee cancels three sessions in a row
• The mentee complains about their manager and wants you to step in
• Sessions have drifted from the goal into small talk
• You feel the pair isn't working

Groups answer each case: "What would you say?"

Sample answer: a complaint about a manager

"What's within your control here? How could you raise this with your manager?"

Don't take sides, and don't try to talk to the manager yourself.

Sources

• Pfund et al. (WCER), 2014 — effect of mentor training
• CIPD — coaching vs. mentoring
• Zenger Folkman, 2019 — behaviors of good listeners
• Clutterbuck — limits of confidentiality
• Zachary (University of Washington) — mentor boundaries, referral