Mentoring, Coaching, and Sponsoring Workshop

As a manager, it’s important to balance your style between advice-giving mode (mentorship), active listening and curiosity mode (coaching), and empowering mode (sponsorship). In this workshop, we will define and practice each of these styles, and talk about how to know when to employ one over the other - especially when you’re managing people who work really differently than you do.

Transcript

1. Mentoring, Coaching,
   and Sponsoring Workshop
   by Lara Hogan
   

   View Slide

2. Management is a blend of
   mentoring, coaching,
   and sponsoring
   

   View Slide

3. Mentoring
   

   View Slide

4. View Slide

5. Mentorship:
   Giving advice, based on
   your experience
   

   View Slide

6. Advice is just one thing a mentor
   gives. There are residual benefits
   from visible proximity and
   tangential relationships to be
   gained.”
   “
   — Kristy Tillman
   Director of Product Design
   

   View Slide

7. Being a responsible
   mentor
   

   View Slide

8. View Slide

9. Honesty
   Flexibility
   Reciprocity
   Qualities of a successful mentor
   relationship:
   Hilary Sanfey, M.B.B.Ch., M.H.P.E., Celeste Hollands, M.D., Nancy L. Gantt, M.D.
   Active listening
   Mutual respect
   Personal connection
   Shared values
   

   View Slide

10. Coaching
    

    View Slide

11. The spirit of coaching is
    helping a person dump out
    their box of legos to help them
    find the two pieces they’ve
    been looking for together”
    “
    —Paloma Medina, coach and trainer
    

    View Slide

12. open
    questions
    reflection
    +
    

    View Slide

13. The power of
    open questions
    

    View Slide

14. The best open questions
    start with “what”
    ● What’s important about this?
    ● What’s hard about this?
    ● What does success look like?
    

    View Slide

15. Reflections
    

    View Slide

16. ● Can I reflect back what I’m
    hearing you say?
    ● Here’s what I know to be
    true about you.
    ● Let’s reflect on where you
    were this time last year.
    

    View Slide

17. You don’t need prior
    experience, or even any idea
    about someone’s universe
    to coach them.
    

    View Slide

18. Getting curious and
    actively listening
    

    View Slide

19. Level 1:
    Internal Listening
    

    View Slide

20. Level 2:
    Focused on the
    other person
    

    View Slide

21. Level 3:
    Whole environment
    

    View Slide

22. The #1 “recent trick” I hear
    during icebreakers is the
    power of silence during 1:1s
    

    View Slide

23. Sponsoring
    

    View Slide

24. View Slide

25. Illustration by Catt Small
    

    View Slide

26. Mentors give perspective,
    sponsors give opportunity.”
    — Cate Huston, Engineering Director
    “
    

    View Slide

27. View Slide

28. The dashboards are slow today. Is there
    someone who knows how to fix that?
    Oh, Max fixed our dashboards before.
    Maybe ask them?
    Sara’s also been doing a lot of perf work
    recently. Ask her too?
    

    View Slide

29. A sponsor confers a statistical
    career benefit from 22%–30%
    (e.g. getting a stretch assignment,
    negotiating a pay raise)
    Center for Talent Innovation
    

    View Slide

30. Being a sponsor
    

    View Slide

31. Marginalized people are
    over-mentored, and
    under-sponsored
    

    View Slide

32. With a sponsor, women are
    ● 70% more likely to have their ideas endorsed
    ● 119% more likely to see them developed
    ● 200% more likely to see them implemented
    Center for Talent Innovation
    

    View Slide

33. It’s risky for URMs
    to help others like them
    Study by David R. Hekman, Stefanie K. Johnson, Maw-Der Foo, and Wei Yang
    

    View Slide

34. Examples of sponsorship as
    a manager or leader:
    ● Give promotions and raises
    ● Give visible/public recognition
    ● Assign tasks and projects
    ● Open the door for them to do blog posts,
    company talks, open source work
    

    View Slide

35. Adapting to support
    different people
    

    View Slide

36. Wearing those three hats
    

    View Slide

37. What’s the purpose
    of a 1:1 with your
    direct reports?
    

    View Slide

38. Manager Direct Report
    Disseminate
    information
    Hear rumors, news,
    strategy
    Context
    Develop a
    relationship
    Does my manager
    care about me?
    Trust
    Identify goals/
    career trajectory
    I want to keep
    growing my skills
    Growth
    Unblock them
    Get status updates
    I might need help
    getting unblocked
    Problem
    Solving
    

    View Slide

39. Context
    Trust
    Growth
    Problem Solving
    Wrap-up
    First 5-10%
    Last 5-10%
    Middle 80-90%
    How to
    spend
    each 1:1
    

    View Slide

40. Context
    Wrap-up
    Middle:
    (Trust, Growth,
    Problem Solving)
    Sponsoring
    Mentoring
    Coaching
    Open:
    Close:
    

    View Slide

41. Context
    Wrap-up
    Sponsoring
    Mentoring
    Coaching
    Middle:
    (Trust, Growth,
    Problem Solving)
    Open:
    Close:
    

    View Slide

42. Manager crew
    (Manager Voltron!)
    

    View Slide

43. Be on the lookout for people who:
    ● will push you out of your comfort zone
    ● have different levels of experience than you (both
    more experience, and less experience)
    ● have experience in a different industry
    ● are good at the things that you’re terrible at
    

    View Slide

44. 1. Do great work
    2. Find someone who knows your work
    3. Know how you want to grow
    4. Keep them updated
    

    View Slide

45. 1. Do great work
    2. Find someone who knows your work
    3. Know how you want to grow
    4. Keep them updated
    

    View Slide

46. 1. Do great work
    2. Find someone who knows your work
    3. Know how you want to grow
    4. Keep them updated
    

    View Slide

47. 1. Do great work
    2. Find someone who knows your work
    3. Know how you want to grow
    4. Keep them updated
    

    View Slide

48. 5. Give back!
    

    View Slide

49. Lean on your Manager Voltron
    for goal-setting, goal-measuring,
    and feedback.
    

    View Slide

50. Debrief and Open Q&A:
    Mentoring, coaching,
    and sponsoring
    

    View Slide