To mentor skills, observe them in action - Deepstash

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To mentor skills, observe them in action

First, you have to observe the mentee’s activities or output. For coding skills, code review or pair programming would work. For communication skills, sit it on a meeting they expect to actively participate in or watch them practice a presentation. For technical writing, read what they’ve written.

The most important thing you can do is provide actionable feedback . This means being specific about your observations of their work. It also means providing direction about what they could have done differently or what they need to learn or practice in order to improve.

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MORE IDEAS FROM THE SAME ARTICLE

I’ve found that these conversations fall into three broad categories, ranging from the strategic to the tactical:

Faced with the question “what should I do?" , tell a personal story instead.

Mentoring and coaching activities look similar, but the impetus is different. In mentoring relationships, usually the mentee sets the agenda. In a coaching relationship, usually the coach sets the agenda. Coaching also tends to be more formal and more transactional. (People hire...

Sometimes, you see someone that you think has potential, but they’re not where they ought to be and they aren’t seeking advice. You could approach them – tell them you think they have potential and offer to mentor them.

There’s one take away I’d like you to have: mentoring is about listening. Resist the temptation to offer unsolicited advice. Listen to what they’re asking about. Goals? Situations? Or skills? Then listen (or observe) before sharing your questions, stories, or feedback.

To help someone understand their goals, ask questions that help them reflect on their current situation, consider potential futures, and chart a course from one to another.

One way to think about the distinction is whether there are direct consequences to following or ignoring advice. Mentors advise; coaches assess. This is one reason why people often seek mentors outside the management chain. It’s hard to trust a manager to separate these two roles...

Let them take the lead without being prescriptive. You can still be sounding board for their ideas and help them wargame an approach to what they’re dealing with. Even without a story to guide them, having someone in their corner is valuable support.

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