1. “It is not what we give but what we share,
For the gift without the giver is bare."

2. ORIGIN OF THE CONCEPT
 The origin of the word spring from
Homer's classic "The Odyssey",
where Odysseus, off to war, chose
"Mentor" (who was the goddess
Athene in the form of Mentor), to
protect and advise his son
"Telemachus." This has translated
to the modern day as an
"experienced and trusted adviser"
(Oxford Dictionary).
 Mentoring--from the Greek word
meaning enduring--is defined as a
sustained relationship between a
youth and an adult

3. MENTORS SPEAK
A one-to-one, non-judgmental relationship
in which an individual voluntarily gives time
to support and encourage another. This is
typically developed at a time of transition
in the mentee's life, and lasts for a
significant and sustained period of time."
A process by which an older and more experienced person takes a
younger person under his/her wing, freely offering advice, support and
encouragement. The older person (the mentor) becomes among other
things, a role model who inspires the younger person (the Mentee).
support, assistance, advocacy or guidance given by one person to
another in order to achieve an objective or several objectives over a
period of time.

4. MENTORING
Mentoring is usually described as “the relationship between a senior and
more junior member of an organization directed towards the advancement
and support of the junior member” (Fowler and Gorman, 2004). It is a long-
term relationship (either formal or informal) associated with the provision
of support and guidance and ‘passing on of wisdom’.
A trusted external mentor can be an invaluable support in problem solving
and acting as a ‘friendly ear’ with whom to share sensitive issues that would
be difficult to share with colleagues or more junior members of staff.

5. COACHING
Coaching is about expanding people’s capacity to create the desired future. It is not telling people what to do
but asking them to examine thinking behind what they’re doing so it is consistent with their goals. It is about
giving people the gift of your presence, asking questions and listening.
Coaching is about using day-to-day work experiences as a learning opportunity via the facilitation of an
experienced ‘coach’. It involves encouraging self-reflection to unlock a person’s potential to maximize his or her
own performance by helping them to learn from experience. Coaching typically has a practical focus aimed at
addressing real workplace challenges and can either be treated as a short-term intervention or a longer-term
developmental process.
A coach is someone who supports, explains, demonstrates, instructs and directs others via encouragement and
asking questions.
Creates the capacity for continuous improvement, development and success through supporting people and
organisations to make best use of their knowledge, insight, vision, creativity, sensibility, and vast ability to learn
and develop
Centred on goals
impose solutions or opinions

6. COUNSELLING
Counselling shares many similarities with coaching but is closer to the
therapeutic relationship between therapist and patient. Although often
instigated in response to work-related issues there is a significant
psychological dimension: addressing the person as a whole rather than just
in a professional capacity. The processes involved are more about
understanding, challenging and enabling than providing feedback.
Counselling is not about giving advice but is about getting people to see
things from a different viewpoint and encouraging them to take action to
solve their problems themselves.

7. A Quick Study
Difference between Counselling, Coaching and Mentoring

8. Let’s say you wanted to learn to drive a car.
If you hired a Counsellor /Coach / Mentor

9. If You Hired a Counselor /mentor
/Coach
Counsellor Mentor Coach
The counsellor would help The mentor would share The coach would seat you
you find out what might be her experiences of driving in the car, place himself in
holding you back from cars and the wisdom and the passenger seat, and
driving the car. He would lessons she had learned in encourage, endorse,
delve into your past to her more rich experience acknowledge and support
discover what kinds of with the matter. you until you felt
experience you have had comfortable enough to go
with automobiles. it alone.

10. Difference Between
Counselling & Coaching
Counselling Coaching
 A counsellor typically works with a  A coach works with a functional
dysfunctional person to get them person to get them to exceptional.
to functional.  Coaching is required when the person
 Counselling is required when the want to focus more on changing
person feels that something is future behaviour.
wrong with him  Coaching focuses on actions and
 Counselling focuses on the outcomes
“feeling”  Coaching helps in understanding the
 Counselling helps to understand past as the context in which future
and resolve the past goals are set
 The counsellor is responsible for  The coach is responsible for the
both process and outcome process; the employee for the results

11. Difference Between Mentoring &
Coaching
Mentoring Coaching
 "A mentor is like a  A coach is trying to direct a
sounding board, they can person to some end result, the
give advice but the person may choose how to get
protégé is free to pick and there, but the coach is
choose what they do. The
strategically assessing and
context does not have
specific performance monitoring the progress and
objectives. giving advice for effectiveness
 "Mentoring may be and is and efficiency.“
OK to be biased in your  Coaching is impartial, focused
favour. on improvement in behaviour."
 In summary, the mentor  The coach develops specific
has a deep personal skills for the task, challenges and
interest, personally performance expectations at
involved—a friend who
work.
cares about you and your
long term development

12. FEW RENOWNED EXAMPLES
“ Gandhi and Nehru “
“ Gavaskar and Sachin “

13. STAGES OF MENTORING
• When the more powerful and professionally recognized
INITIATION mentor recognizes the apprentice as a Protégé
• When the apprentice’s work is recognized not for its own
merit but as the by-product of the mentors instruction,
PROTÉGÉ support and advice.
• When the protégé goes off on his/ her own. If the mentor-
protégé relationship has not been successful this is the final
BREAK UP stage.
• The relation being a success leads the mentor and protégé to
LASTING have a strong friendship which is lasting.
FRIENDSHIP

14. TYPES OF MENTORING
• is a relationship between a less
experienced person (protégé) and a
Hierarchical more experienced person (the
mentor) that helps the less
mentoring experienced individual learn to
navigate in the work environment
• is a relationship between two
Peer individuals – equal in abilities and
qualifications that helps each other
mentoring develop or refine skills to navigate
in the work environment

15. KINDS OF MENTORING
1. Educational or academic mentoring
helps mentored youth improve their
overall academic achievement.
2. Career mentoring helps mentored
youth develop the necessary skills to
enter or continue on a career path.
3. Personal development mentoring
supports mentored youth during times
of personal or social stress and provides
guidance for decision making.

16. THE FACTS
Mentoring is powerful but it is not a panacea: it can be
very effective as a complement to other strategies of
development or support;
Programmes need good co-ordination
and the time and resources to enable that
to happen;
Clear objectives are important from the
outset - to enable effective relationships to
develop and to evaluate success;
Mentors and Mentees need to understand their respective roles
and to be supported to review the relationship and progress made
 Good training can make all the difference to help both Mentors
and Mentees to get the most out of their relationship;
All mentoring programmes should have an evaluation process
built into them. This needs to be considered right at the start of the
programme when objectives are set. Thereby providing information
that can be used to make programmes more effective in the future.

17. CHARECTERISTICS OF A GOOD MENTOR
1. A DESIRE TO HELP: Individuals who
are interested in and willing to help
others.
2. HAVE HAD POSITIVE EXPERIENCES:
Individuals who have had positive
formal or informal experiences with a
mentor tend to be good mentors
themselves.
3. GOOD REPUTATION FOR DEVELOPING OTHERS:
Experienced people who have a good reputation
for helping others develop their skills.

18. CHARECTERISTICS OF A GOOD MENTOR …
4. TIME & ENERGY : People who have
the time and mental energy to devote
to the relationship
5. LEARNING ATTITUDE : Individuals who are still willing
and able to learn and who see the potential
benefits of a mentoring relationship.
6. DEMONSTRATED EFFECTIVE MANAGERIAL
(MENTORING) SKILLS : Individuals who have
demonstrated effective coaching, counseling,
facilitating and networking skills.
7. UP-TO-DATE KNOWLEDGE : Individuals who
have maintained current, up-to-date
technological knowledge and/or skills.

19. CHARECTERISTICS OF A MENTEE - PROTEGE

20. EFFECTIVENESS OF MENTORING DEPENDS ON
Deliberate learning is the cornerstone. :
The mentor's job is to promote INTENTIONAL
LEARNING, which includes capacity building
through methods such as instructing,
coaching, providing experiences, modeling and
advising.
Both failure and success are powerful
teachers :
Mentors, as leaders of a LEARNING
EXPERIENCE, certainly need to share their
"how to do it so it comes out right" stories.
They also need to share their experiences of
failure, i.e., "how I did it wrong". Both types of
stories are powerful lessons that provide
valuable opportunities for analyzing individual
and organizational realities.

21. EFFECTIVENESS OF MENTORING DEPENDS ON…
Leader need to tell their stories :
Personal scenarios, anecdotes and case examples, because they offer
valuable, often unforgettable insight, must be shared. Mentors who
can talk about themselves and their experiences establish a rapport
that makes them "learning leaders."
Development matures over time :
Mentoring -- when it works -- taps into continuous learning that is not
an event, or even a string of discrete events. Rather, it is the synthesis
of ongoing event, experiences, observation, studies, and thoughtful
analyses.
Mentoring is a joint venture :
Successful mentoring means sharing responsibility for learning.
Regardless of the facilities, the subject matter, the timing, and all
other variables. Successful mentoring begins with setting a contract
for learning

22. MENTORING IN THE CORPORATE WORLD
Mentoring is a tool that
organizations can use to
nurture and grow their
people.
 It can be an informal
practice or a formal program.
Mentee - Protégés observe,
question, and explore.
Mentors demonstrate,
explain and model.

23. ACTIONS THAT THE MANAGEMENT CAN TAKE

24. Key Benefits
Clarity and Increased Ownership
Increased positive
direction Productivity and
motivation outcomes
Responsibility

25. BENEFITS FOR THE ORGANIZATION ARE…
Having more access to the pool
of expertise that is within the
organization.
Maximizing the benefits of
organization’s training budget by
providing more knowledge to
employees with little direct cost
Mentoring provides a good
opportunity for staff to develop a
range of skills

26. BENEFITS FOR THE MENTORS ARE…
There is the opportunity to develop skills and understanding as part of
their personal development.
Increased motivation.
Challenge.
New insights and perspectives.
An opportunity for self-development.
Increased self-esteem & pleasure.
The opportunity to positively influence the next generation.
Increased peer recognition; and
The opportunity to improve communication.

27. BENEFITS FOR THE MENTEES ARE…
Mentoring can improve self-confidence and self esteem, increase
motivation, broaden horizons and experience and raise achievements and
aspirations.
A non-threatening learning opportunity.
Developing business expertise & technical knowledge.
Challenge.
Support and reassurance.
Networking/partnership opportunities.
Coaching received from the Mentor

28. PURPOSE OF MENTORING
• Where you want to make a substantial break from your past, to try new
things and new ways of doing them.
• This works like a diagnostic tool, separating wants and needs.
• When you find yourself resistant to growth it's like a block, caused by
limiting beliefs, or hidden fears. This will unblock the flow of energy.
• Centres on innovation, experimentation and creativity.
• Challenge your assumptions, expand your thinking, break out of your
comfort zone!
• Identify a trend, extrapolate it out into the future (the vision), then
decide to take advantage of that trend today.
• Understand the current set of assumptions and values, then look at the
trends. If the game has changed, prepare to change with it.
• Recognize symptoms, discover the source of the symptoms, find a
solution.

29. PURPOSE OF MENTORING…
• Challenge yourself to something that is far bigger than you are used to -
take Massive action.
• Used when recovering from business failure, family loss, etc. Instead of
denying it, resisting it, or hiding it, accept it and move on.
• Identifies real opportunity, helps you decide the role you will play,
creates a game plan and monitors the action taken in carrying out the
plan.
• For the competitive client. Develop a compelling goal, create milestones
to keep yourself focused on the goals, build momentum with daily
reporting.
• Dissatisfied with life? Job not fulfilling? Fulfilment comes from living
your values, this calls for a re-evaluation
• Most people try to overcome a weakness, rather than accepting it and
using it to their advantage. Acceptance this provides the answer.

30. HEART
PERSONAL
ENGAGEMENT
Motivation
Energy
HEAD Enthusiasm
Passion
Frameworks Demonstration HAND
Models Behaviours
INTELLECTUAL Tools
UNDERSTANDING Examples
WALKING THE TALK

31. GIVING FEEDBACK
Known to Self
Open Hidden
Known to Others
Blind Unknown
12

32. GIVING FEEDBACK…
Known to Self; Disclosure
Known to Others; Feedback
Open
Hidden
Blind Unknown
13

33. OTFD MODEL
Observed
Think
Feel
Desire

34. THE FUNNEL – QUESTIONING MODEL

35. BUILDING RAPPORT, TRUST AND EMPATHY
• Rapport
• Rapport is a process of building a sustaining relationship of mutual trust, harmony and
understanding (when two people can see the other person's viewpoint, appreciate each
other's feelings, and be on the same wavelength.).
• Rapport is the ability to be on the same wavelength and to connect mentally and
emotionally.
• Having rapport does not mean that you have to agree, but that you understand where
the other person or people are coming from.
• Rapport – the Key to Influence
• Rapport is the key to influence. It starts with acceptance of the other person's point of
view, their state and their style of communication. To influence you have to be able to
appreciate and understand the other person's standpoint. And these work both ways: I
cannot influence you without being open to influence myself.
• Rapport – the Key to Building Trust
• We trust people who look at the world the way we do. If we feel understood, we give
people our trust and open up to them more easily. Taking the other person's perceptual
position will help you achieve rapport and build trust.
• Creating Rapport
• "To create rapport, it is important to mirror, match, and pace lead the person or
persons.

36. THE GROW MODEL
REALITY
GOAL What is happening now that tells
What do you want to move forward on…? you…? Describe the current
What can we achieve in the time situation… What made you realise
available…? What would be the most that you need to do something
helpful thing for you to take away different?
G R
from this session? O
T W OPTIONS
What could you do to move
TOPIC yourself just one step forward…?
Tell me about… What are your options…? How
What would you like to far towards your objective will
think/talk about…? that take you…?
Give me a flavour in a
few short sentences...
WILL
What will you do next…?
How, when, with whom…?
What do you need from
me? 21

38. MENTORING QUOTES
“There is no beginning too small.”
--Henry David Thoreau
“Let everything you do be done as if it makes a
difference.”
--William James
“You never know when you’re making a memory.”
--Rickie Lee Jones
“Few things help an individual more than to place
responsibility upon him, and to let him know you trust
him.”
--Booker T. Washington
“Once self-concept changes, behavior changes to
match the freshly perceived self.”
--Carl Rogers

39. MENTORING QUOTES
“Treat a child as though he already is the person he’s
capable of becoming.”
--Haim Ginott
“If you have no confidence in self, you are twice
defeated in the race of life. With confidence, you
have won even before you have started.”
--Marcus Garvey
“The impulse to dream had been slowly beaten out
of me by experience. Now it surged up again and I
hungered for books, new ways of looking, and
seeing.”
--Richard Wright
“Catch people in the act of doing something right.”
--Ken Blanchard

40. PITFALLS TO BE AVOIDED IN MENTORING
MISMATCH BETWEEN MENTOR AND MENTEE
- PROTEGES
UNREALISTIC EXPECTATION
BREACHES OF CONFIDENTIALITY

41. CONCLUSION
“ A mentor helps you master the unspoken rules of
a corporate. If you are energetic and
demonstrate initiative, a mentor welcomes the
opportunity to assist your growth. To accomplish
your mentoring goals, define what you want to
achieve and then select a mentor. A successful
mentoring relationship requires nourishing to
maintain—you must value your mentor's time
and demonstrate appreciation. When you no
longer require your mentor's guidance, you can
end the mentoring phase of the relationship with
honesty and appreciation. “

44. Our Coordinates
BuildHr Management Consultants Private Limited
3A / 8, Thangal Ulvai Street,
Virugambakkam,
Chennai 600092
044 – 42016776, 23773743
www.buildhr.co.in
Yogita LN
Mobile : 91766 28233
yogitaln@buildhr.co.in
Lakshmi Narayan NJ
Mobile: 91767 11312
lakshminarayan.nj@buildhr.co.in