![]() In between sessions, “forage for the tribe”, looking for useful articles or tidbits for your mentees.Ĭare about the person and the partnership. They’re investing a lot in this relationship too, so be excited, committed, reliable, approachable, and available. It’s easy to let a bad day drag down your energy for a mentee. Help set up a group of people that know the mentee–people that can make impartial assessments (from a bit of a distance) and that can round out the guidance you provide. Set up a personal Board of Directors for the mentee.ĭon’t be the only one investing in your mentee. Don’t shy away from it–it’s one of the biggest disservices you could do.Īfter all, that’s why you get paid for being a mentor. Sometimes you have to be the one to tell the mentee what they need to hear. Be willing to have difficult conversations. Research shows specificity in an ask more consistently yields goal achievement. Get clear on why they’ve chosen you as a mentor and what their ask is. when the robots have taken over and Ryan Seacrest is our overlord. Learn who they are, how they like to work, their strengths and weaknesses, and help them become better at being them. You’re engaged in a transfer of knowledge, not a transfusion. ![]() Help mentees become a better version of themselves, not a better version of you. The tribulations you share will be even more valuable than your triumphs. Research indicates that more than anything, mentees want to know they’re getting the real, trustworthy you–not an over-polished, perfect version. Exude trustworthiness, authenticity, and vulnerability. Be articulate in communicating how the mentee might benefit from your experiences. Don’t be that guy or girl waxing on a stream of consciousness and eating up your precious time together.īe reflective on lessons you’ve learned that you want to share. Mentees will sit there and, out of respect, listen. This is half the reason the personal trainer industry exists (to keep clients from exercising their right not to exercise). Be encouraging but demand accountability.Ĭheerleading and championing along the way is essential, but don’t forget one of the most powerful roles a mentor can play: that of an accountability partner. Take time to carefully consider the advice you’re going to give–because the mentee is very likely to follow it. Research shows a top complaint of mentees is that mentors often jump the gun on advice.Ĭall in consultants if you have to. Nothing wrong with giving point blank advice, just balance prescribing your point of view with helping the mentee develop their own point of view. Listen more than you lecture.Īsking the right questions will help the mentee figure things out for themselves. ![]() Ask more than you answer.Īvoid making assumptions. Research indicates this is especially critical for female mentees. Help them focus on improvement, not approval. You can help them think “sky’s the limit”, not limitations. Sometimes, as a mentor, you just have to help people get out of their own way. Break down the borders and restrictions they’ve put up. Here’s the mission briefing for becoming a SuperMentor: 1. Mentors, you want big box-office for the time you spend outside of that box you call an office on mentoring, right?
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