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TIPS
FOR EFFECTIVE MONITORING
OF
MENTOR-PROTEGE TEAMS
Let
go; it’s their Team, not yours. As much as possible, let the
Team work things out for themselves. Your role is to help them clarify
the issues, and to work with the dissatisfied person to develop strategies
so they can get the best results in working with the other.
Show
them that both people are probably right in the case of Team conflict.
See if you can help each of them see the other’s point of view, even role
playing to get them to switch hats and perspectives.
Probe
beyond the excuse that “I don’t have time.” Everyone has the
time for whatever is truly important to them, and both parties made a commitment
at the beginning of the program. If they are changing their tune,
there is usually a reason, no matter what the external pressures are.
Clear
up any misunderstanding of the mentors role, or the program’s goals.
If either party is disappointed, it is often because they had unrealistic
expectations of the program. Your are in a position to educate them,
as in “It sounds as if you were expecting....but the program is actually
designed to...”
Keep
the Team focused on the protege’s goals, whether those are being
worked toward and how. The ultimate measure of a pair’s success has
to be measured by them. Any step toward the protege’s goals is a
valuable one – whether it is making a single phone call, updating application
materials, or something much vaguer, like increased confidence. Help
your Team evaluate whether what they are doing is moving the pair in the
right direction.
Meet
in person if difficult issues arise. There is not substitute
for face to face contact if you feel that the issues which are surfacing
are emotionally charged. You will be able to be much mor helpful
in person than on the phone or computer.
Ask
for help if you are unsure of what to do. There are multiple
resources at your disposal: Mentoring Subcommittee members, former mentors,
or human resources personnel within your organization that specialize in
helping employees. Maintain confidentiality and use discretion, but
do get help if you need it.
Position
yourself as a resource who is available to champion or help if needed.
If your Team feels free to call you when they are having difficulty, nothing
will come as a surprise. You want them to feel undefensive about
revealing any tough spots, so you can learn about them as quickly as possible
and develop a plan succeed.
Provide
guidance when either party is in doubt. In a real sense, your
role is to mentor the Team, so that they have a sense of direction.
Familiarize yourself with the information on their roles and responsibilities,
so you can make suggestions if they reach a point where they are at a loss.
The more you know, the more useful you will be to them.
Read
between the lines of your Team’s answers. If the response
to “how often have you met?” is “Well, it seems like a lot,” you may be
dealing with a mentor who feels overburdened. The protege who reports
that the match is “OK” may feel that it’s no better than that. Assessing
whether people are beginning to trust each other and work together is key.
It’s never inappropriate to clarify with “Do you mean that....”
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