Leadership%20and%20Mentorship

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Air Education and Training Command
MentoringFoundation of the Enlisted Force
LeadershipGetting The Job Done
MSgt Ken Lewis 12 SFS 23 Aug 2002
MSgt Luis Adams 12 CES/CEOIEE
MSgt Jerry Chaplin AETC/LGMTS
I n t e g r i t y - S e r v i c e - E x c e l
l e n c e
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OVERVIEW

• MENTEE DIFFERENCES
• FINDING A MENTEE
• SUGGESTIONS FOR MENTORING
• MENTORING MISTAKES
• MYTHS AND FEARS
• MENTORING DEATH
• CLARIFICATION AND INSTRUCTIONS

• LEADERSHIP KEYS
• PERSONALITY OF A LEADER
• LEADERS INVENTORY
• MENTORING KEYS
• MENTORING LEVELS
• FINDING A MENTOR
• REASONS TO MENTOR

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LEADERSHIP KEYS

• It will take a lifetime to learn and apply laws
  of leadership to your life
• Focus time and energy on what makes a positive
  impact in the lives of people
• Learn how to fail... successfully
• Leadership is leadership no matter where you go
  or what you do

• Leadership is influence
• Lead best by example
• If you are leading and no one is following, you
  are only going for a walk
• If it is lonely at the top, go back and get
  somebody
• Focus on your strengths
• Compensate for your weaknesses
• Know what referral agencies and resources are
  available

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PERSONALITY OF A LEADER

• LEADER
• DUPLICATES
• IS ORIGINAL
• DEVELOPS
• FOCUSES ON PEOPLE
• TRUSTS
• LONG RANGE PERSPECTIVE
• KNOWS WHAT AND WHY
• WATCHES THE HORIZON
• ORIGINATES
• CHALLENGES IT
• HIS OWN PERSON
• DOES THE RIGHT THING

• MANAGER
• ADMINISTERS
• A COPY
• MAINTAINS
• FOCUSES ON SYSTEM/STRUCTURE
• CONTROLS
• SHORT RANGE VIEW
• WANTS HOW AND WHEN
• SEES ONLY THE BOTTOM LINE
• IMITATES
• ACCEPTS THE STATUS QUOE
• FOLLOWS THE CROWD
• DOES THINGS RIGHT

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LEADERS INVENTORY

• Elements (Critical attributes)
• Mission Primary task to perform
• People Those who perform the primary task

• Traits (Essential to effective leadership)
• Foundation of distinguishing characteristics to
  approach
• leadership situations
• Integrity, Loyalty, Commitment, Energy,
  Decisiveness,
• Selflessness

• Style (How you get people to perform)
• Direct Tell them to do the task
• Sell/Coach Convince them to do the task
• Participate/Support Do the task with them
• Delegate Have someone else do the task

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LEADERS INVENTORY

• Methods (Procedures, plans,or systems used)
• Set goals
• Provide training and technical guidance
• Motivate subordinates
• Reward and punish as needed
• Maintain channels of communication

• Principles (Rules of conduct or ethical
  behavior)
• Know yourself personality, quirks, peeves, etc
• Know your job technical competency
• Set a positive example walk the talk
• Accept responsibility maturity

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LEADERS INVENTORY

• Skills (Talents and activities)
• Develop a plan
• Study leadership
• Observe other leaders in action
• Practice leadership
• Evaluate and adapt your plan

• Role Model (What others see in you)
• Commitment devotion to duty
• Integrity Highest personal and professional
  standards
• Mentorship Counselor or guide

• Power (Your relationship with others)
• Positional Based on your position
• Personal Respect, admiration

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LEADERSHIP AND MENTORSHIP
Bridge the gap. Leadership and Mentorship are
cousins. Mentoring can reduce the probability of
leadership failure, provide needed
accountability, and empower a responsive,
potential laborer.
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MENTORING KEYS

• Mentoring is a relational experience through
• which one person empowers another by
• sharing God-given resources Paul Stanley and
  Robert Clinton, Connection
• Mentoring is a positive dynamic that enables
• people to develop potential
• Is a key to retaining airmen
• Take a genuine interest in the success of
• our people
• It comes from the heart
• Map out a career path

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MENTORING LEVELS

• LEVEL ONE - Impression
• (Least Effective)
• The leader impresses the followers
• Little or no relationship
• Requires only the WILL of the leader
• Leader must WANT to leave an
• impression

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MENTORING LEVELS

• LEVEL TWO - Influence
• (Possibly Effective)
• The leader influences the followers
• Some relationship with the followers
• Requires the WILL of the follower
• Follower must WANT to be influenced

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MENTORING LEVELS

• LEVEL THREE - Impact
• (Most Effective)
• The leader impacts the followers
• Requires an intimate RELATIONSHIP
• Requires the WILL of both
• Agree to accountability and growth

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FINDING A MENTOR

• Are they
• Objective, lovingly honest, and balanced source
• of feedback for questions?
• Open and transparent with their own struggles?
• Modeling their teachings?
• Chief cheerleader or chief critic?
• Teaching AND answering questions?
• Successful in your eyes?
• Open to two-way communication/learning?
• Want to see you develop and succeed?

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REASONS TO MENTOR

1. Instill values in your mentees
2. Develop their leadership skills
3. Open their minds to greater possibilities
4. Increase their self-image through your
   willingness to invest time
5. Counsel them on lifes critical issues

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REASONS TO MENTOR

1. Encourage service and a giving mentality (you
   model this by mentoring)
2. Decrease self-centeredness (for all involved)
3. Strengthen your relationship
4. Increase value of your life by leaving a legacy
5. Paul and Timothy vs. Saul and David

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MENTEE DIFFERENCES

• WOMEN
• Feelings
• Relationships
• Talking
• Detail
• Empathy
• Holistic

• MEN
• Thinking
• Results
• Doing
• Big Picture
• Problem Solving
• Categorical

Knowing this information may help improve 80 of
the mishaps incur as you meet with the same sex.
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FINDING A MENTEE

• Can you believe 100 in this person?
• Do you naturally enjoy talking with them?
• Will you be able to give without reservation?
• Will you love them as a brother or sister?
• Do you admire their potential as a leader?
• Is this person teachableeager to learn?
• Does this person admire you?
• Is this person self-motivated even though
• not always confident?

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SUGGESTIONS FOR MENTORING

1. Focus on your mentees--be specific for them
2. Try to make the sessions as interesting as
   possible for your mentees, but dont be surprised
   or discouraged if they dont communicate great
   excitement
3. If teaching, read at least a week ahead--that
   will give you time to digest the material and
   focus on current situations that could be useful
4. Prepare in advance--some optional experiences
   will require planning
5. Think through each session before it begins

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SUGGESTIONS FOR MENTORING

• Let your mentees discover as much as possible
  through questions and discussion as opposed to
  merely telling them everything
• If your schedule require missing a session,
  reschedule as soon as possible--show mentees you
  value the time together
• A casual atmosphere is a good idea-over a meal
• Meeting times will vary--start and end on time
• --punctuality is a strong leadership value
• Maintain confidentiality with things your mentees
  say
• --you might be surprised at their
  sensitivity to hearing their remarks surface from
  some other source--if you have multiple mentees,
  encourage them to keep confidence as well

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MENTORING MISTAKES

1. Failure to start
2. Thinking they must be a master of principles
   before they can share them
3. Unwillingness to make mentoring a high priority
   so time is not regularly scheduled
4. Thinking sessions must occur in a formal or
   academic setting
5. Failure to think specifically about their mentees

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MENTORING MISTAKES

1. Using parental authority in a heavy-handed way
   when mentoring their own children
2. Unwillingness to be transparent and vulnerable
3. Making the session longer than interest span of
   their mentees
4. Turning the session into a lecture or a sermon
   rather than a quality exchange
5. Expecting to see immediate and/or unrealistic
   changes in their mentees

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MENTORING MYTHS FEARS
1. I do not have time, ability, etc 2. I am
too old, busy, etc 3. I have to be perfect,
more organized 4. I do not have the right
personality, gifts 5. I do not have enough
money, know-how 6. I am afraid that no one
would want me 7. As a mentor I must be able to
teach, understand the next generation
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MENTORING DEATH

• Talk over you head or out of you league--if you
  do not know, admit it and refer the question or
  situation

• Inappropriate Relationships

• Secret rendezvous
• Opposite sex
• Your agenda, not theirs

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CLARIFICATIONS AND INSTRUCTIONS

1. Use a wide variety of options to keep experiences
   fresh and exciting
2. Feelings of fear and inadequacy are normal, learn
   together
3. The best mentoring relies heavily on the natural
   relationship and exchange between mentor and
   mentee
4. When mentoring more than one person at a time,
   assure sessions are equally valid either for
   single or multiple mentees
5. If you mentor more than one, forming groups
   similar in age and interests may help

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CLARIFICATIONS AND INSTRUCTIONS

• Ancient Wisdom has a place--let the Word do the
  work
• Personal experiences are valuable and better than
  reading others successes
• Be willing to admit past mistakes and lessons
  learned--knowledge NOT experience is the best way
  to learn
• Encourage mentees that mistakes are not the end,
  they are steps to growth
• Be accountable for everything you do and say

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SUMMARY

• MENTEE DIFFERENCES
• FINDING A MENTEE
• SUGGESTIONS FOR MENTORING
• MENTORING MISTAKES
• MYTHS AND FEARS
• MENTORING DEATH
• CLARIFICATION AND INSTRUCTIONS

• LEADERSHIP KEYS
• PERSONALITY OF A LEADER
• LEADERS INVENTORY
• MENTORING KEYS
• MENTORING LEVELS
• FINDING A MENTOR
• REASONS TO MENTOR

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Questions?
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THE END
or just the beginning?