During your coaching and mentoring experience, you are required to complete a self-reflection log of your experiences and obstacles. This log will be a helpful component to evaluating and modifying the overall coaching/mentoring experience. Please respond to each response with a minimum of 100 words.
1. Describe how you will use your personal qualities to contribute to your coaching or mentoring abilities.
I’m honest and direct and I try to empathize. I believe that being honest will help cultivate an open relationship. Honesty ensures a constructive feedback which in turn provides a thriving environment to grow personal and professional mentoring abilities. Honest advice will ensure that I am making a rational choice.
2. How do these qualities serve as a value to your mentee?
It helps the mentee understand they are not alone in their struggles. Honesty ensures there is a real mentoring relationship by ensuring the presence of some mentor/mentee chemistry and understanding.
3. How do you establish trust with your family? With your friends? With your coworkers? Is this an important factor to establish in the mentor/mentee relationship?
My family knows one thing I won’t do is alter who I am, how I speak and how I address issues. In all my relationships, I value building trust by respecting other peoples’ choices, encourage diverse relationships and being reliable.
1. What personal qualities do you prefer in those individuals you seek to coach or mentor?
Are there different qualities more suitable for coaching than mentoring or the vice-versa?
I want someone to have the motivation to see change. I can help but I cannot force you to do anything you need to want change for yourself. A good mentee will respect you and appreciate the time you spend in mentoring. They will also respect the value you are providing. A good mentee will be able to communicate whether or not they understand what you are teaching them. This makes the entire process much more effective. Confidence and self-belief are essential for maximizing performance at any stop on the corporate ladder. It is much more fun to mentor positive people than negative ones. Positive people usually produce better and more sustainable results, too. Coaching and mentoring use the same skills and approach but coaching is short term task-based and mentoring is a longer term relationship. Both use similar qualities.
2. How difficult is it to select a person to coach or mentor who possesses the qualities for which you are looking? What could you do in your workplace to identify potential mentee opportunities?
It’s difficult to find that person because most people don’t really want to put in the work that is required for change. It isn’t difficult at all. I pay attention to the mannerisms, how fast they get things done and how open they are to change. I like to choose individuals who acknowledge that development of their career is best achieved through a process of intentional, planned experiences and assignments. Moreover, I prefer working with people who are open to new discoveries and possibilities that will result in a higher level of achievement for both mentee and the organization, and is a willing participant in both industry learning and networking opportunities. One should be willing to discuss ideas, goals, aspirations and plans for action with their mentor honestly and openly.
3. How do you decipher goals that are short-term verses long-term? As you are working with your mentee, how do you guide the mentee through developing short-term and long-term goals that would meet the mentee’s vision?
I would clarify what I want to accomplish. I would ask myself: what is the bottleneck that’s stopping me from growing my mentorship? The answer to this question will illuminate my core mentorship problem, providing a critical piece of information that me and the mentee can use to build my future goals around.
1. Reflect on two coaching techniques selected to support the short-term and long-term goals of your mentee. Why were these techniques selected and how can they help your mentee achieve success?
For the first week _ I focused on two goals for my mentee – Addressing their weaknesses so they can see what could possible hold them back. This allowed me to put on the mentee shoes on the problem being faced and be empathetically enough to pinpoint all the weaknesses and challenges that would work out negatively on our mission.
Second- Setting their goals would help her with something definite to work toward and have the potential to increase productivity in accomplishing her goals
2. Reflect on two mentoring techniques selected to support the short-term and long-term goals of your mentee. Why were these techniques selected and how can they help your mentee achieve success?
Explain how the two above techniques are beneficial
Collaboration. In order for the mentee to achieve both short-term and long-term goals, collaboration and partnership in every step and undertaking would be appropriate. Collaboration would allow me and the mentee walk the journey together. This would be the best strategy to achieve both the short-term and long-term goals more easily and effective.
Feedback. In every step the mentee would take, feedback would be a good measure on the progress towards attaining the goals. Feedback shows which areas need to be put more emphasis. Using the feedback sources of information, I would help the mentee in many ways, including reinforcing progress being made, redirecting effort if the mentee’s efforts are not yielding desired results, or challenging any negative assumptions.
3. How did you decide which technique(s) to use with your mentee? How do these techniques account for both your and your mentee’s values and beliefs? What ethical considerations did you have to account for in developing your Individual Development Plan?
Explain- I studied the challenges being faced by the mentee in meetings the mentorship goals. Collaboration and feedback are both generally acceptable techniques across value and beliefs. The both strategies safeguard the interests, value and beliefs of the mentee.
Confidentiality: We agreed on clear guidelines about what information may, or may not, be divulged. We also negotiated agreements so that the required levels of trust are to be maintained. I and the mentee agreed on the issues of confidentiality and put them in writing.
Competency: I and the mentee laid out clearly the role of each other detailing required outcomes like personal development, leadership development and performance issues. This was done after I objectively assessed the requirements and ensured that their competency was adequate to the tasks. Procedures were as well established for where referrals to other experts may be required.
Dependency: Clear Guidelines regarding length of coaching /mentoring process was made as well as exit strategy.
1. How important is the Individual Development Plan in meeting the goals of your mentee?
An individual development plan (IDP) is a tool to assist mentee achieves their coaching and mentorship goals in a structured manner by progressively measuring performance. Its primary purpose is to help mentee reach short and long-term career goals, as well as improve current productivity. The individual Development Plan would aid my mentee to heal quickly and resume back to her normal life especially to resume back to her academic plans, generating income and better time management. Individual Development Plan should be looked like a partnership between the mentor and the mentee. It involves preparation and continuous feedback. Individual development planning benefits the mentor by aligning mentee coaching and development efforts with its mission, goals, and objectives. When using an IDP, mentors develop a better understanding of their personal and professional goals, strengths and development needs.
2. List a minimum of three activities you could present to your mentee. Reflect on your decision to use these activities to meet the vision for your mentoring experience.
Use the same activities – I can regularly brief Mentee on a book addressing personal development or another skill set that the mentee should read independently. I and my mentee can also read the same book together throughout the assignment period. Communication, personality style, conflict, creativity, organization and recuperation; subject matters that are essential to the normalization of the mentee lifestyle.
I would provide the mentee with assignment. This would involve writing down the picture of a perfect week. Activities pertaining what the mentee would be doing, where she is living, how people talk about her and discuss these discoveries and how the mentee can learn and apply them.
I would also set as an activity to discuss the mentee’s growth areas and tentative plans for working on them. Discuss how feedback will be given and received, and what, if anything, either would like to avoid doing.
3. How could you incorporate leadership skills into your mentoring experience that demonstrate kindness, compassion, and the good of the organization and the community?
Showing relation with my own experiences and moments of struggle at certain points and how I was able to overcome them. I can also incorporate leadership skills by undertaking volunteer work to the community. This including volunteering my free to the cause of the organization or the community. This will allow me to act on my feelings of compassion and empathy for others, and to feel I am making a direct impact on someone’s day, and to connect on a social level with others. I can also an active listener.
4. How do you distinguish between coaching activities and mentoring activities? Label your activities as either coaching or mentoring opportunities.
Mentoring is an ongoing relationship that can last for a long period of time but under coaching, relationship generally has a set duration. Mentoring can be more informal and meetings can take place as and when the mentee needs some advice, guidance or support. In mentoring, the mentor is usually more experienced and qualified than the ‘mentee’. Often a senior person in the organization who can pass on knowledge, experience and open doors to otherwise out-of-reach opportunities while coaching is generally not performed on the basis that the coach needs to have direct experience of their client’s formal occupational role, unless the coaching is specific and skills-focused. Mentoring is focused on the long-term and takes a broader view of the person while under coaching relationships are focused on the short-term and focused on specific development areas/issues
5. Choose some coaching opportunities and explain how they help
I prefer to coach someone in order to strengthen their skills so I can delegate more tasks to them and focus on more important responsibilities. Additionally, I also want to help others overcome costly and time-consuming performance problems and boost productivity by helping mentee work smarter. Lastly, I take mentoring as an opportunity for developing a deep bench of talent who can step into your shoes as you advance in senior ranks. Coaching activities do not require careful selection while mentoring activities require careful design. Physical exercise, socializing with other people and reading motivational books are mentoring activities designed to help the mentee create the necessary capabilities needed when pursuing the desired outcome
1. How can coaching activities benefit the culture in your work environment? Is it beneficial to develop activities individually or as a group activity? How can you leverage on an individual’s knowledge, strength, and skills to create a positive outcome for the individual and work environment?
In coaching, it is often necessary to assess and change the company’s culture over time so that business goals can be achieved and high performance reinforced at every level. The CEO may request a coach to help design a plan for culture change, define key characteristics of the desired future culture, and solve problems related to the barriers and resistance to change. Cultural change is also facilitated by coaching key managers in other areas of the organization, particularly in large and complex corporations. It’s both essential to develop activities individually and as a group too. Top ways for realizing and developing strengths in individuals and organizations include the focus on strengths rather than weaknesses to increase performance; match work tasks to strengths to engage people, target strengths when recruiting and selecting talent, marshal strengths to motivate behavior change and to develop a shared language of strengths to increase teamwork.
2 Describe the follow-up schedule you will use with your mentee. Does it support the activities listed in the Individual Development Plan? Does it require modifications or adjustments? Explain.
There is no timeline with this particular mentee as what I am mentoring her on is struggles she is currently having in her marriage and the long term goal getting to common ground with her husband. I would continuously recommend reading of some books that would be resourceful to build on our collaboration work and feedback. I would uphold the weekly meeting schedule to discuss some of the emerging concern and disparities and compare performance with previous weeks. These schedules would act to cement every initiative undertaken as per the goals and metrics set before beginning the mentoring process. The mentee main goal is to see herself back to her normal life.
3 Are there ethical considerations (e.g., culture, religion, personal beliefs, etc.) that must be considered when preparing activities for an Individual Development Plan? Discuss potential considerations and how to ensure you have developed an experience that meets the needs of your particular mentee.
Ethical Considerations would be:-Her Beliefs of Open Communication in a Marriage, Husbands should not abuse the roles society expects women to play of simply supporting the man and children but tasks in the household should be split between the spouses. Ethical consideration on the matters of marriage confidentiality may be a great concern if the mentee decides to hide some important information. Similarly cultural differences and informed consent issues may come on play to my collaboration with the mentee. Informed consent involves providing the mentee with a description of the mentorship plan and the challenges and hurdles that may result if the mentee decides to hide crucial information.
Ethical Considerations would be – Her Beliefs of Open Communication in a Marriage, Husbands should not abuse the roles society expects women to play of simply supporting the man and children but tasks in the household should be split between the spouses
1. Discuss possible strategies to hold your mentees accountable for the activities and to reach both short-term and long-term goals. How can these strategies support the growth process?
Checking to see if they are sticking to their own timeline weekly of communicating with spouse and notating what actions were done to see change that week.
2. Reflect on the evaluation and observation process of the mentoring experience. Discuss the importance of evaluating your mentees prior to setting goals. What advantages and disadvantages come with the evaluation and observation process?
It’s important to evaluate the mentee to understand how tolerant she has become with failure, what changes she has attempted on her own for change. Screening the background of the problem or challenge before attempting to come up with goals and milestone would be a prudent initiative. This is a crucial step in which the mentee would be given the opportunity to explain or discuss in details on what she understands about the challenge at hand and would interventions she has taken to address the issue. As a mentor this would be the stage to prequalify the strength of the issue at hand and narrow down to the path of setting the means of meeting the goals.
1. As a mentor, how do you feel about the progress your mentee made toward the achievement of the goals?
This is the first week so I am simply working with her to see where we will start.
2. How does your mentee feel about the progress made toward the achievement of the goals?
Since this is the first week she seems hopeful and motivated and that’s a good start for us both.
1. In a brief reflection (250-500 words), discuss the feedback you received on your Mentor Evaluation. Reflect on the development of your Individual Development Plan, its success, and the results for your mentee. Was this process rewarding? What were your strengths and weaknesses as a mentor? If you had it to do over again, what specific elements would you change? If you would not change anything, explain why?
My strengths and weakness play hand in hand. Reason being I do NOT want to mentor anyone- quite frankly I simply want to work on my own. One of my attributes is that I love to help, I love to find solutions to problems that I know the end result would make someone’s life better in the long run. I am very direct and some may be intimidated by my demeanor alone. On more than one occasion I was told that my calling was to be a mentor because I have helped those who asked find the solution to their own problem in life. Regardless of how many people advise me that this is the best thing I can do for a career I don’t like to interact with people too long. I prefer to help from a distance.
My mentees feedback to me is she knows I wont go easy on her during this transition- I don’t know how to deal with failure and if she fails I will know I failed her and I refuse to fail at something I have invested in. This assignment is challenging because the expectation is for me to be consistent over a term of two months with helping someone. I have done so in the past but to sit there and dissect what I did or will do – that’s where the difficulty will come in.
With the help of the individual plan I do see us finding middle ground because it helps me with a layout during this process.