Mentoring   Future Leaders

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Mentoring Future Leaders Helpful Hints for Giving Feedback © Learning Link International  April 2005 (Landsberg, 1996, p.25) Exercise: Pairs 1. Look at your learning partner and give a “camera shot” description of what you see. Then tell the person what you think (based on what you saw) as well as how you feel (as a result of your thoughts). • I see • I think • I feel Destructive Feedback Creates defensiveness; focuses on blame Constructive Feedback Creates trust and cooperation; focuses on improvements – possible or achieved How to Give Quality Feedback • Contract to discuss issues • Acknowledge mentee’s feelings Does not improve skill Increases skill • Focus on ‘skills’ not ’person’ • Be specific about desired behaviour • Suggest practical steps Undermines confidence and self-esteem Leaves person in the dark Leaves person feeling being ‘judged’ Improves confidence in ability and potential Clarifies ‘exactly where I stand’ and ‘what to do next’ Leaves person feeling ‘helped’ • Position as need to ‘build’ or ‘demonstrate’ vs. ‘don’t have’ or ‘must prove’ • Balance negatives and positives; provide constructive actions • Verify with questions; ask mentee to recap • Jointly arrive at plan • Invite mentee to assess own performance first • Offer support for future 2. Refer to the feedback guidelines on the next page and plan feedback you want to give to someone else in the room. Give feedback to the person according to the guidelines. Module 4 - Mentoring Skills Page ! 1
Mentoring Future Leaders Making Suggestions and Giving Advice What are the pros and cons of making suggestions and giving advice? Advice and Suggestions Many first time mentors are tempted to   give advice and make suggestions instead of facilitating the mentee’s own discovery of new insights Persuasion and advice of the kind “this is what I think you ought to do” lacks the emotional buy-in that leads to ownership and commitment. Suggestions and opinions might be proposed in the case of minor decisions where there is little risk involved. However, the final decision always remains with the mentee. In the case of life changing decisions, the mentor cannot afford to give advice, as he/she might be held responsible for the consequences of following the advice. In an emergency situation the mentor might be pressed for advice and could consider making some suggestions to facilitate the mentee’s rate of decision-making. Shifting the responsibility for decision-making to the mentor might create dependency and diminish the problem-solving skills and confidence of the mentee. Well-meant advice might eventually cause resistance, which could jeopardise relationships. Suggestions and ideas arise in the mentor’s mind as a function of his or her experience, intelligence, intuition or imagination. They are occasionally valid and occasionally acceptable to the mentee. The mentee should have a genuine choice as to whether or not to accept them. As in the case of feedback: © Learning Link International  April 2005 Module 4 - Mentoring Skills Page ! 1
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Module 6 Case Studies & Role Plays
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Mentoring Future Leaders Aktiwiteit
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Mentoring   Future Leaders