How do you align your mentoring program with stakeholder goals?

I disagree to a degree - a mentor should not be in your decision tree - in fact I suggest that people searching for a mentor find someone from a completely different area of the company. You need to be able to have open and transparent conversations and it is difficult if they influence the metrics you are responsible for day to day. If you are in manufacturing, find someone in sales as an example. Plus you get to make connection outside of your core group and it could lead to other opportunities later in your career.

I think this step confuses mentorship with allyship. An ally is someone who has a personal stake in your outcome and is willing to use their time and political capital to advocate for you. While a mentor may also be an ally, a mentor may be someone who cares about you, but is not directly connected to a specific outcome. For example, a mentor may be a former colleague or someone else in an industry who does not work with you directly but enjoys helping others realize their potential. Both roles can benefit you, but they are different. In the same vein, a customer communicates interests to you in the hope you can serve them. The focus is not on helping you, per se, but on serving the customer’s own needs.

Like an relationship, a mentoring program needs to add value to both mentor and mentee. If either party is simply participating and not truly engaging, it’s not worth doing. The goal is to help create a better potential leader for the company. If you believe the strength of your organization is thru its people, it’s in the mentors (and company’s interest) to invest time in building its bench. The mentee has to be open to honest critique, taking on extra work (homework), and be willing to provide honest feedback. Your there to increase your knowledge base, build a network, hone decision making skills…make yourself a better candidate for future opportunities, hopefully with your current company.

Before initiating or joining a mentoring program, identify key stakeholders such as senior management, direct supervisor, peers, customers, mentees/mentors, and yourself, each with unique expectations and roles. Effective communication is essential for understanding these roles and ensuring alignment with stakeholder goals. The mentoring program coordinator, pivotal in this process, oversees program design, evaluation, stakeholder collaboration, and mentor-mentee matching, ensuring program success through various phases.

Antes de iniciar en un programa de mentoría en una empresa de manufactura automotriz, es esencial identificar a las partes interesadas clave involucradas en el proceso. Por ejemplo, podría ser crucial comunicarse con la alta gerencia para alinear los objetivos del programa con los de la empresa, o con los supervisores directos para garantizar un seguimiento efectivo del progreso. También es importante considerar las expectativas de los compañeros de equipo y de los aprendices, así como las propias metas personales dentro del programa. Esta comunicación y clarificación de roles son fundamentales para garantizar el éxito y la efectividad del programa de mentoría.

I do not quite agree. The primary focus for a mentor program is yourself m. You will lead the outcome and the value. This is one to be selfish about.

Mentoring and reverse mentoring both serve a unique purpose and create considerable value, when managed and executed thoughtfully. At the core, leadership is about inspiring, enabling and empowering others to be their best -- that goes both ways.

First I'd prioritize the stakeholders and their needs. It's unrealistic to think that a mentoring program can be all things to everyone. Second, have extensive discussions with open-ended questions like "What does good look like?" and "What must happen for you to consider this program a success?" Third, identify two or three SMART goals or OKRs to measure "good" -- either quantitative or qualitative (at least one of each.) Fourth, take a baseline of those metrics before the program starts. Fifth, take measurements the program is done. (Bonus if you take measurements along the way, too.) Sixth, do a retro at the end to review the results, discuss what went well (so you can reinforce it,) and what didn't go well (so you can eliminate it.)

Antes de iniciar un programa de mentoría, es crucial identificar a las partes interesadas clave que puedan influir en sus resultados. Estas partes pueden variar desde la alta gerencia hasta los clientes y colegas. Por ejemplo, como gerente financiero en una empresa automotriz, podrías identificar a la alta dirección como una parte interesada clave, ya que podrían respaldar financieramente el programa de mentoría. También tus colegas podrían beneficiarse al aprender de tus conocimientos financieros específicos de la industria automotriz. Asegurarte de comunicar claramente los objetivos y beneficios del programa a cada parte interesada garantizará su apoyo y compromiso con el éxito del mismo.

Considero que es fundamental identificar a las partes interesadas clave antes de iniciar o unirse a un programa de mentoría. Estas personas pueden incluir desde la alta gerencia hasta los mentores, aprendices, clientes y otros colaboradores relevantes. Cada una de estas partes interesadas tiene objetivos y expectativas diferentes respecto al programa de mentoría, por lo que es crucial comunicarse con ellos para clarificar roles y responsabilidades.

Something I’ve noticed with my mentees is a lot of them do not have well-refined goals and often need help developing them. If you put in the time, answering right open-ended questions can help get to some broad goals. Once those are established, I work to align those goals in SMART fashion with the company objectives. It can be surprisingly easy to make linkages. Even if the goal of the individual was to own a coffee shop one day, you could identify strengths/gaps in business acumen that could be developed into goals to support both the company and the individual. Ultimately I think the goal of the mentor should be to help develop a plan for the mentees development to benefit them individually as well as the company.

Al establecer los objetivos para un programa de mentoría en una empresa de manufactura automotriz, es esencial tener en cuenta a todas las partes interesadas involucradas. Por ejemplo, podrías definir objetivos específicos para mejorar tus habilidades técnicas en la línea de producción, lo que se alinearía con los objetivos de eficiencia y calidad de la empresa. También podrías establecer metas para desarrollar habilidades de liderazgo entre tus compañeros de equipo, lo que contribuiría al ambiente colaborativo y al crecimiento del equipo. Al asegurarte de que tus objetivos sean claros, medibles y alineados con los intereses de la organización y de tu desarrollo profesional, puedes maximizar el valor y el impacto del programa de mentoría.

Una vez identificadas las partes interesadas, es crucial definir los objetivos del programa de mentoría. Estos deben ser específicos, medibles y alineados con los objetivos estratégicos de la organización. Por ejemplo, como gerente en una empresa automotriz, podrías establecer el objetivo de mejorar las habilidades de gestión financiera del equipo mediante la tutoría. Esto se alinea con el objetivo estratégico de mejorar la eficiencia financiera de la empresa. Además, al establecer metas claras y acordar el alcance y la frecuencia de las sesiones con el mentor o aprendiz, se garantiza un enfoque efectivo para alcanzar esos objetivos.

Yes, the lead is on the mentee and this must be clear. Success depends on the mentee drive and preparation. Formulate where you need support. Understand if you can build trust with your mentor.

“Mentor me” is too vague to be actionable. When you ask a mentor for help, you need to know the area in which you require assistance, why you want help, and what you hope to achieve. But I don’t think you necessarily need SMART goals to start out. You can work on things like “executive presence” organically with a mentor as opportunities percent themselves, then define more specific objectives together, as time goes on.

I would not only focus on kpis and metrics. I would formulate how success looks like and plan to seek candid feedback that might show progress. I like to talk about specific situations with my mentees and think of “what would be a different approach “

To keep your mentoring program on track with stakeholder goals, regularly monitor results using tools like feedback surveys and performance reviews, analyzing data to showcase its impact on goal achievement and skill enhancement.

En una empresa de manufactura automotriz, asegurar que el programa de mentoría esté alineado con los objetivos de todas las partes interesadas es crucial para su éxito. Por ejemplo, si te desempeñas como mentor, podrías establecer como objetivo mejorar las habilidades de liderazgo y resolución de problemas de tu aprendiz en la línea de ensamblaje. Esto no solo contribuiría a un ambiente laboral más eficiente y seguro, sino que también impulsaría la calidad y la productividad en la cadena de producción. Al monitorear continuamente el progreso y los resultados del programa de mentoría mediante encuestas de retroalimentación, revisiones de desempeño y seguimiento de objetivos, puedes garantizar que esté generando un impacto positivo.

En mi rol como gerente de finanzas en una empresa de producción, implementamos un programa de mentoría para mejorar las habilidades de liderazgo financiero entre los gerentes de división. Utilizamos encuestas de retroalimentación al inicio y al final del programa para evaluar la percepción de los participantes sobre la efectividad de las sesiones de mentoría. Además, llevamos a cabo revisiones trimestrales de desempeño para medir el progreso en el manejo de presupuestos y análisis financiero. Observamos una mejora significativa en la capacidad de los gerentes para tomar decisiones financieras estratégicas y una reducción en los errores en los informes financieros, lo cual demostró el éxito y el impacto positivo del programa de mentoría.

I would ensure that there is tangible proof of progress. Be a data miner! Dig deep and collect data that outlines how your mentoring efforts are helping both you and your mentee hit your targets and buff up those cross-functional leadership skills. It can be done through surveys, assessment tools etc. I would also ensure that I keep an eye on the "As is" situation for me to rightly measure the "To Be" situation.

A lot of this is simple accountability. A lot of mentoring programs are focused on stretch goals beyond their day to day work. Mentors should act as a mechanism of accountability for the mentee so that during times of higher stress, they are still able to focus on their development.

Para garantizar que el programa de mentoría esté alineado con los objetivos de las partes interesadas, es vital monitorear su progreso y resultados. Por ejemplo, como gerente financiero en una empresa automotriz, podrías implementar encuestas de retroalimentación para evaluar la efectividad del programa en el desarrollo de habilidades financieras del equipo. Además, podrías realizar revisiones de desempeño para medir el impacto del mentoría en el logro de los objetivos financieros de la empresa. Este seguimiento continuo te permitirá ajustar el programa según sea necesario para garantizar que esté cumpliendo con las expectativas y generando resultados tangibles.

It’s important to know whether the mentor relationship is helping you, whether you are learning, and what stands in your way. If tools like these can help you measure progress, great. But I think it’s a mistake to become so enamored of tracking tools that using them becomes an end in themselves. The phrase “you need to collect and analyze data that shows how your mentoring activities are helping you” makes the mentor-mentee relationship sound like a chore, and may encourage procrastination.

The mentoring program isn't a "set it and forget it" kind of deal. It's an evolving beast and to show that it has evolved communicating the success is imperative. As I said earlier, measure it with the requisite tools and narrate the success stories. AND don't use idle words, use data, a pictorial representation of where we were and where can help. If you don't like graphs, use charts to measure the movement. Clearly show the before and after scenarios. Track it, tweak it but communicate it!

Absolutely. I think the recognition should be heavily focused on the mentee to drive more engagement/participation. Engaged mentees achieve more and then results become much easier!

To align your mentoring program with stakeholder goals, share your results, showcase value added to the organization and individuals, use channels like reports and presentations as well as gathering feedback for continuous improvement.

Feedback as standalone will not help. Feedback must focus on the fact that I have acted differently in a similar situation - outcome driven. Understanding that it needs time.

It’s important to show appreciation to your mentor and to your mentee, and to celebrate accomplishments. I also agree that soliciting suggestions from others can help inform what you seek from a mentor and how you evaluate what you’ve learned. But the wording of this proposed step goes too far. It turns a trusted mentor relationship into an opportunity for self-promotion and humble bragging that is antithetical to the authenticity and vulnerability required for an effective mentoring relationship.

Co Creation is key : Mentoring is a process that allows transfer of expertise ,knowledge & experience through a purpose driven engagement. In my experience while mentoring may begin with a Pre defined objective , during the initial session itself the purpose could be refined or re defined based on a co creation framework to ensure the needs & aspirations of the mentee are centre stage . This co creation led conversation is all about establishing the need of mentoring and setting the expectations. Through this process there is clarity of purpose & goals that emerge which ensures the real benefit of mentoring . Another important lesson I have gained is that learning is both ways & that awareness to learn needs to drive mentoring.

Mentors and mentees should be aligned on philosophy and goals. This doesn't mean they should agree on everything. Rather, they should identify the same general path forward.

Mentoring is most successful when is around a concrete topic, when an open trustful relationship is built and when the mentor recognizes that she also learns as much as the mentee. I am selective about taking mentees because I want to ensure I am the one who can impact most

I’ve been taught there are 3 big buckets of mentors: career mentors, skills mentors, and values mentors. Career mentors are intended to help you determine your next roles and prepare you for them. Skills mentors are intended to build skills (of course). Values mentors can be someone whom you look up to and want to be like.

Getting your mentoring program on the same wavelength as stakeholders is like teaching a cat to fetch: you set clear goals, design activities that make everyone purr with excitement, keep an eye on progress (just like waiting for that elusive fetch), chat openly about wins and meowtcomes, and of course, be as flexible as a yoga-loving contortionist – because, you know, priorities can flip like a cat chasing a laser pointer. It’s all about making sure the program doesn't scratch its head while stakeholders stroke their chins in approval!

It’s important to seek a mentor, who embodies values, perspectives, skills and/or experiences you seek in yourself. Also, the mentor – mentee relationship should be one of authenticity and confidentiality. Trust is essential, as it’s a shared dialogue. In the best relationships, the mentor often benefits as much as the mentee. This article could benefit from more specific examples of how to accomplish each step. Also, it says nothing about how to find a mentor or a mentee or ask for mentorship.