Mentoring

RECOGNITION AND APPRECIATION

The Company clearly recognizes the benefits associated with providing a working environment in which people, at all levels of the Company, feel “connected” to the Company and are given the opportunity to develop to their full potential. The FIRST core values of the Company are an integral part of our daily lives. Improving human behavior in all areas of our operation is fundamental to the success of individuals, groups of individuals and the Company as a whole. One of the key elements in the successful development of people is a network of mentors, within which people are offered constructive feedback, advice, guidance and suggestions towards personal and career development. People are respected and rewarded for helping each other succeed.

WHAT IS A MENTOR?

The dictionary defines mentor as “A friend entrusted with education. A trusted counselor, coach or guide.” In modern terms, a mentor is someone who is a friend and a role model, an able advisor, a person who lends their support in many different ways to one pursuing specific goals.

WHO IS A MENTOR?

Many people have the potential to be a mentor, and therefore they can emerge from any level within the organization. Generally speaking, supervisors should be the most appropriate people to act as role models and mentors, simply because they have more experience of life and work to communicate with other less experienced people. In very broad terms, a mentor is someone who has the positive personal attributes, valuable knowledge, and the experience in their personal and working lives, which can only be gained over a period of time. A great number of people are already mentoring as individuals, husbands and wives, parents, friends, sports team members and co-workers.
Mentors can be many things to many people; however, they all have similar clearly recognizable characteristics:

• They often do not realize they are seen as mentors – they are “naturals”.
• They enjoy mentoring and provide an atmosphere for learning.
• They will if required ask other team members for advice or help, focusing on what is right, not who is right.
• They make a conscious effort to develop a sense of responsibility and accountability within the team.
• They consider other person’s point of view, treat people as they need to be treated and come to agreements.
• They keep their mentees informed.
• They naturally want to develop and motivate people.

WHY DO WE NEED MENTORS?

It is vital that we as a Company seek and take every opportunity to develop and motivate people within the organization. People with valuable personal qualities and talent are in positions all around the world, and we understand the value of communicating their life and work experiences to those less experienced. The intent is to provide a forum and structure, so that people are continually encouraged and motivated and developed.

WHEN DOES MENTORING TAKE PLACE?

There is no set time or place for mentoring to take place, and the important thing is that it is provided, regularly, and that it is honest and understood. Remember that feedback, both reinforcing and corrective, is best given as soon as possible after an event requiring it, and should be given face to face and one-on-one, but does not need to be. People can be mentored with a look, a letter, a gift, a conversation or phone call. The mentor will know what is appropriate.

HOW CAN MENTORING BE ESTABLISHED AND EFFECTIVE?

Some mentors are “naturals” in the art of mentoring, others will need some advice and guidance on improving their mentoring skills.
It must be important to establish a relationship between the people involved, discover each other’s colors, and understand the characteristics of each color. A huge motivating factor in any relationship is giving recognition. Make sure people know their contribution is important to the team’s overall success. The recognition must be genuine – deserved encouragement brings out the best in people. And though a close mentoring relationship needs to develop, there needs to be just enough distance so that the mentor remains objective.
When trying to help each other, both sides of the relationship must know if either has any concerns or worries. Ask broad, open-ended questions that give people the latitude and permission to speak honestly and without risk. Do not pry – you are a mentor not an inquisitor. Remember that when you ask a question it is vital to listen to the answer. Be responsive to people’s fears and concerns.
Communication is the glue that holds all relationships together and communication with others must always be open and honest. A mentor should never apologize for providing corrective feedback.

Mentors know that setbacks will occur from time to time at work. Finding the solutions for problems is one of the strengths of a mentor. When searching for solutions, the mentor will always look beyond personal interest and look at the “Big Picture.”
Above all, mentors should understand that personal and team success is not a single event but is a continuous ongoing process. Mentors must find ways to keep motivated towards success in endeavors.
As with many things, ACTION makes the difference, and the following steps are the required actions for an effective mentoring network:

• In its simplest form, mentoring is a “buddy” system providing someone new to a place of work or in a new position, with a “buddy”. The buddy must show what is expected, what to do and what not to do, and be an experienced co-worker who provides information and guidance. Remember that very inexperienced people often do not even know the right questions to ask.
• Once established in a place of work or in a position, a person can be reasonably expected to have learned the “basics’,” and the mentors can plan long-term objectives. This is required to allow people to more fully develop and start teaching the philosophy of the Company. As previously stated, there is no standard format to follow, mentoring begins with communication.
• The long-term goal of mentoring is for the original mentor to phase out, allowing the person being mentored to become a mentor, which is a natural progression of success. In the early stages of the mentoring process, the mentor takes the lead, teaching coaching and explaining. The person being mentored seeks to profit from the knowledge and skills exemplified by the mentor’s achievements. A gradual transition takes place where the person being mentored becomes someone else’s mentor. This needs to be carefully transitioned though, and the mentor should regularly check in with the person being mentored so they do not feel deserted.

Treat people as THEY NEED to be treated.