OUR OBJECTIVES

• Help participants identify and achieve career development growth goals that support business objectives

• Equip participants with the tools necessary to perform to their highest capability within their current roles

• Support building a bench of leaders who have knowledge, skills and abilities

• Foster higher levels of engagement and career vision

• Create opportunities to meet and partner with others of different job titles, descriptions or cultural boundaries

• Create a culture that sees mentorship as an effective way of developing individuals

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TYPES OF MENTORING – IS THIS RIGHT FOR YOU?

The Mentorship Program is comprised of three development components. One-on-one mentoring is the primary focus of the initiative, and is supported by mentoring circles and learning events.

ONE-ON-ONE

• Meet (at least) monthly for 60 minutes for a dedicated focus meeting

• “Check-in” with your mentee(s) more frequently: phone call.

• Create mentorship agreement

• Establish trusting relationship

• Assist and challenge mentee(s) with improving her “MYs”

SUPPORT MENTORING CIRLCLES

• Voluntary participation

• Small groups of mentors/ mentees

• Meet bi-monthly

• Discuss topics, such as: career paths at Qualcomm, developing leadership skills, etc.

• Gain perspectives of other mentors/ mentees

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One-on-one mentoring focuses on helping mentees manage the five aspects or “MYs” of their professional and personal lives:

“My Style”, “My Career”, “My Craft”, “My Life”, “My World”

“My Style”

 Assessing personal presentation

 Communicating effectively

 Influencing key partners

“My Craft”

 Developing functional / technical skill

 Innovating and achieving excellence

“My World”

 Developing awareness

 Getting involved

 Sustaining commitment

“My Career”

 Planning career growth

 Navigating goals and strategies

 Honing organizational savvy

“My Life”

 Maintaining work/life balance

 Managing life changes

 Dealing with competing demands

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MENTOR ROLE

A mentor assists a mentee with learning something that otherwise would be acquired less thoroughly, more slowly or not at all. The mentor role should not be confused with the advocate or coach role.

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ADVOCAT• Represents the mentee’s point of view • Serves as a mediator on behalf of the mentee • Acts as a sponsor to open doors • Focuses on the internal political system

MENTOR • Helps the mentee to develop “MY” areas• Develops trusting, confidential, and mutually beneficial relationships • Listens and provides encouragement, feedback and new insights • Assists mentee with personal and professional growth and improving contributions

COACH • Brings a high level of targeted expertise• Determines development areas using an assessment process (e.g. 360˚ feedback) • Provides a third-party perspective from outside the organization

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THE RELATIONSHIP

Mentoring is a shared accountability between the mentor, mentee and mentee’s manager. Each has a separate role but a united focus: assist the mentee with improving their contributions to Qualcomm’s success.

Mentor Focuses on transferring knowledge and assisting the mentee with developing new capabilities •Asks questions to assist and challenge mentee with developing her “MYs” •Assists mentee with reflecting on past successes and failures to identify strengths to leverage and weaknesses to mitigate •Attends learning sessions and mentor circles with mentee

Mentee Focuses on achieving sustainable results the right way •Clarifies performance expectations and priorities •Seeks on-going feedforward to improve personal contributions •If necessary, adjusts goals and priorities due to dynamic business environment •Focuses performance on the “what” and “how”

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PROCESS PARTNER:

• Manages the mechanics of one-on-one meetings

• Ensures mentorship agreement is created and agreed upon

• If necessary, modifies agreement to reflect changes in the relationship

• Collaborates with mentee and agrees on action steps between meeting

• Holds the mentee accountable for achieving agreed upon action steps

• Participates in mentorship measurement and feedback efforts

• Participates in mentoring circles and learning events

• Ask three questions to capture feedback and emphasize the importance of applying learnings: o

  • “What have you learned from today’s discussion?” o

  • “What did I do as your mentor to help you learn?”

  • “How will/can you apply this learning at Qualcomm?”

• Schedule one-on-one meetings at least two weeks in advance

• On a weekly basis, do a brief “check-in” with your mentee (phone call, coffee, etc.)

• Check-in with your mentee to encourage their attendance at mentor circles and learning events

CAPABILITY DEVELOPER

• Assists mentee with clarifying expectations set forth by manager or others

• Assists mentee with converting feedback into action

• Looks for “developmental moments” and provides feedforward

• Enables mentee to discover “remedies” to improve performance and continue development

• Seeks growth opportunities for mentee and self

• Provide feedforward that is empowering, actionable and prepares your mentee for “the next time”: o Focus the conversation on how to be/do “right” in the future versus proving how they were “wrong” in the past o Share your positive suggestions and reframe issues as opportunities

• Ask your mentee why they agree with your thinking to ensure that they are engaged and not going through the motions

• During a discussion with your mentee ask “check-in” questions:

o “How are you progressing on your development?”

o “What leads you to believe you are making progress?”

o “What obstacles hinder your progress?”

o “Are these obstacles due to others, yourself or both?”

o “Is there anything new that you are doing that requires additional practice?

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THOUGHT PARTNER

• Serves as the mentee’s sounding board

• Challenges mentee to avoid old and unproductive mindsets

• Fosters increased self-awareness and uncovers “blind spots”

• Asks questions to discover options and potential solutions

• Shifts conversation from presenting issues to real/below the surface issues

• Shares new insights, experiences and ideas with mentee

• Ask questions to assist your mentee with self-awareness:

• “Share with me feedback themes that you have received over the last year”

  • “Do you agree with this feedback?”

  • “What obstacles hinder your development?”

  • “Are these obstacles due to others, yourself or both?”

  • “When have you experienced “rapid learning”?”

• Find balance between: o Advocacy or sharing — “here’s my opinion…” o Inquiry or exploring — “what are your thoughts?”

SUPPORTER

• Creates a “safe and trusting” relationship

• Assists mentee with feeling comfortable in branching out and meeting others to expand their professional network

• Listens to mentee and provides encouragement

• Helps mentee navigate through Qualcomm

• Avoid the temptation to assist your mentee by assuming an intermediary role

• Assist your mentee with developing problem solving and relationships skills

• Celebrate successes and reinforce the use of new approaches, skills, etc.

• From time to time ask your mentee questions that demonstrate your support:

  • “How can I help?”

  • “What suggestions do you have for me?”

  • “What should we be doing more of or differently?”

• Encourage your mentee to establish a personal board of directors to share ideas, review career plans, etc. The board of directors typically includes external individuals with whom the mentee has already established a relationship: o Local business and/or community leader o Trusted friend o Spouse/partner o Former colleague/classmate

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Toolkit

• Pre-Work: Start by asking mentee for a current resume and job description, to learn more about them before meeting.

• Session One: Introductions and Goals:  In the first session, get to know your mentee.  Share your background and ask the mentee to do the same.  Ask the mentee to share goals for the mentoring relationship, and their mentor expectations.  What mentor qualities do they prefer?

• Session Two: Narrow Focus, Establish an Action Plan: In the first session, you learned about each other and the mentoring goals. In this session, get feedback about what goal is most important to the mentee.  Try to focus in on 2-3 problem statements that will set the state for future mentoring exercises.  Here are some common examples:

  • I want to develop my skills in ___, so that I can ___.

  • I want to provide stronger and/or more effective feedback to ___

  • I want to position myself for a new position in my organization.

  • I want to build a stronger professional network.

  • I want to improve my relationship and/or reduce conflict with ____.

• Session Three: Establish Mentoring Exercise: In this session, establish a mentoring exercise and specific “homework” for the mentee.  One mentoring best practice is to engage in concrete skills development, making mentoring exercises particularly important.  First, the mentee should select one problem statement to work on. In this session, help the mentee develop a specific action plan that addresses that problem statement.  Help your mentee visualize what they will do, with whom, by when.  Establish key steps that will occur before your next meeting.

• Step Four: Debrief Mentoring Exercise: This session focuses on learning how the exercise went. If it went well, what went well, and what does that mean for the future?  If it did not go well, what should the mentee try next?  If the action didn’t take place, why not?  The key is to focus on incremental action learning. The mentee takes an action through an exercise, learns through that and then takes another action.

• Step Five: Repeat: Continue these learning exercises in future session, either building on the same problem statements with new actions or addressing different problem statements in sequence.  This can continue as long as the mentee continues to find value.

Purpose

Define a clear purpose for the mentoring program. Is it to empower women in the workforce, hand over knowledge from an aging workforce, increase employee/member retention by offering career development or is it reverse mentoring where the younger generation?

c. Goals and Objectives

With a clear purpose should come some real criteria to measure success. What does success look like? What would the feedback of a mentee or a mentor be to deem the program successful? How can you measure the outcomes?

d. Resources

Make 100% sure that you have the necessary functions to run a mentoring program. A mentoring program that is unsuccessful can be more damaging to your reputation than if it wasn’t there at all. Evaluate the amount of time and budget required to run a program like this.

Design

Design is the step that sets your foundations solidly and if the last two steps have been done sufficiently, you should know what you can and must do. You will have asked questions already such as is it important to have a formal or informal program, how much structure is required, should it be admin matched or self matching, should I run a pilot program to test the waters, where will my funding come from, and what resources do I need to throw at this?

It’s a good idea to put all those questions in a document and answer them. You can then use this as a reference document for any decisions you make about the program specifics, recruitment process, timing and the final design.

Here’s a cool infographic to help put it into perspective.

Establish specific mentor activities and guidelines.

Sample guidelines

• Mentor must make initial contact with protègè within one week of assignment.

• Mentors must communicate with proteges at least once every two weeks.

• Mentors and proteges must complete at least two of the suggested activities. (see Suggested Activities list at the end of this document.)

• Protègès must attend group meetings of all student proteges.

• Protègès must keep a mentor program journal.

3. Acquire mentors and students for the program.

• Publicize the mentor program to the sponsoring professional chapter through the chapter newsletter, announcements at meetings, letters to members, and personal contacts.

• Provide an enrollment form that professionals can complete and return to indicate their interest in being a mentor.

• Approach practitioners who have hosted students for other activities such as Shadow Days, company tours, or internships and offer them the opportunity to become a mentor.

• Publicize the program to the student chapter and provide application forms to interested students.

Objectives:  Help participants identify and achieve career development and personal growth goals that support business objectives  Support building a bench of leaders who have knowledge, skills and abilities  Foster higher levels of engagement and career vision  Equip participants with the tools necessary to perform to their highest capability  Create opportunities to meet and partner with others of different job titles, descriptions or cultural boundaries  Create a culture that sees mentorship as an effective way of developing individuals The following is a list of the tools that comprise our Mentorship Program Toolkit:  Flip Focus Guide  Initiative Recommended Approach  Initiative Overview  Guidelines for Nominations  Tools for Communication  Profile Questions  Mentee Orientation  Mentor Orientation  One-on-One Mentorship – Focusing on the “Five Mys”  Tools for Evaluation

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THE DEETS

Dates: January 2021

Trip Length: 12 nights 

Trip Style: Realness, exploring, community, girl power, empowering, active, authentic, live-like-locals, adventure!

Group Size: 12 total

Accommodation Type: Beautiful Riads, authentic home-stays & cool coastal houses, all in lovely shared rooms.

The investment: Have confidence that your trip is supporting the female economy in Morocco!

FULL PRICE: €2000 per person BUT SAVE €200 when booking before 30th March 2019!

WANNA SPREAD THE COST? We also offer an interest-free payment split option, so you can spread the payment across 6 months, this is available for anyone booking before July 2020.

Reserve your place today for just €300, and then pay just €300 a month for the following 5 months. No strings, no interest, we just want to make it even easier for you to have an epic adventure this year!

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Reserve your spot now!

A cool, memorable way of experiencing Morocco safely, outside of the tourist trap. We want you to take away valuable skills, confidence and life-long connections, along with a better understanding of the current cultural movement that so many incredible women are establishing in Morocco.

Join us in October 2020 in amazing Morocco, for the perfect balance of adventure, workshops, fun and friendships! 

Reserve your spot before 30th March for an early bird discount, saving you €200!