Wie identifizieren Sie die Fähigkeiten und Kompetenzen der Mentee?

A mentor - mentee relationship works best when both parties are ready to actively engage and that involves using active listening skills a lot of the time. Being a good listener and paying attention to non verbal cues helps you as a mentor pick up on minor details. Ask open ended questions beginning with What, How, Explain,Why, etc then allow your mentee to speak freely and uninterrupted. It is also important to create a safe space for airing thoughts and opinions freely in order to give best possible unbiased advice.

Ask them to share their why and work to understand what makes them most passionate and excited about their work. Through this, you can help to provide mentorship and guidance.

Don’t expect to make linear progress with your strengths and skills. You will experience setbacks, but stay open and keep learning. High coachabilty requires actively seeking out opportunities for Growth, remaining open to new perspectives.

Open-ended questions can also help with aligning individuals to tasks that mentees will find useful and enjoyable. As the mentor, try to help them make the connection to using the insights gained.

Open-ended questions are powerful tools for uncovering your mentees' skills and competencies. By encouraging them to articulate their proudest achievements, desired improvements, and methods for handling obstacles, you facilitate self-reflection and self-awareness. These conversations transcend surface-level assessments, reaching deeper insights into their motivations and potentials. You are not just evaluating their abilities; you are engaging them in a thoughtful process that recognizes and appreciates their complexities. This approach fosters a more personalized mentorship, nurturing growth in alignment with their unique strengths and aspirations.

The 6 habits of working genius is also a helpful assessment to use alongside these pieces. If they handle tasks well AND the tasks are life-giving to the mentee, utilize and challenge them in that domain.

Observation is one of the best tools a leader has to identify a persons abilities. Its important to understand there are hard skills and soft skills. Hard skills being things that can be learned like taking criticism, delegating tasks, communication, and managing projects. Soft skills are things that are natural abilities that people have like creativity, intuition, and tenacity. I focus on these more. If something is a natural ability, it will likely result in increased energy, joy, and satisfaction. If there is a good working culture, yet you are observing a lack of motivation, complacency, and mental exhaustion when someone is completing a task, likely this person isn't naturally gifted in the areas necessary to complete it.

Never neglect a solid "needs" assessment. If you have a tool don't be afraid to deploy and utilize it or develop one for your workplace. Use quantitative and qualitative metrics and implement tie breakers because you need to know how people stack up against you, their peers, and themselves. Doing this helps develop, at least, three areas of work: proficiency, efficiency, and succession planning. Finally, it helps to keep things fair and transparent between leaders and subordinates.

Another useful tool for elucidating goals and purpose is the 5 Why's. It's not only useful for getting to the root of negative outcomes. By using this framework in regards to goals, we can create a strong grasp on purpose, and it becomes easier to make actionable SMART goals!

Here is an example of using tools. We use a system which contains 15 competencies which research has indicated define effective leadership and predict positive outcomes in the professional setting, and each competency has a set of skills associated with it. We decide what their individualised goals are, and then map those goals onto the competencies in the system. The skills are each measured with both self-rated and observer-rated assessment items, and the relationship between the skills and the organisation’s financial outcomes can be analysed. There are several benefits here such as gaining clarity about tangible progress and growth, career growth, having evidence of progress and real results which impact the business.

When it comes to work I believe we often miss 2 key aspect in our assessment. 1. We assess the peoples personality and not how they work. 2. We don't assess the work. It's important to understand a persons personality doesn't show how they will complete tasks. We need to understand how they work. Are they more intuitive or need step-by-step instructions? Do they like to get into the details and see tasks through or do they like to create tasks but lose interest when implementing them? It is also important to assess the work to understand what is needed to perform the tasks. Align a persons abilities with the tasks you are giving them amplifies productivity and creates a productive work culture.

It is helpful when asking for feedback to clearly state the specific action/s or behaviours for which feedback is needed. A well-worded question will illicit a more detailed response, so carefully construct questions based on the type of feedback desired.

I learned from a leader that if no one shows up, follows you, or is willing to pay for what you offer then it is likely you weren't meant to do that thing. Getting good, honest, sincere feedback from people is a great way to understand more about a mentee. It is important to ask questions in a way that you will get genuine feedback. Feedback isn't any good when it is shallow and biased.

Using a "needs" assessment should form the foundation of a work portfolio. Keep track of sessions with employees, career planning, and even family because a holistic picture means taking into account who someone is -- they are not their jobs. Portfolios are helpful because no one's memory is perfect and helps you know your people but also shows that a leader cares enough about people to keeps records in the first place.

Reviewing work deliverables is an effective way to identify a mentees' skills and competencies. In the workplace, we are often evaluated on how well we perform in the job. Reviewing an array of deliverables should give an indication of or work-related strength and weakness.

It is important to get a accurate idea of the skills and qualities of a person. By reviewing past projects and seeing the work they have performed it can give a clearer picture of their talent and knowledge level. When mentoring we are helping people to develop and level up. We must know where they are to help them move forward.

Discussing your mentees' aspirations and vision uncovers a deeper layer of their skills and competencies. By exploring their short and long-term goals, ideal roles, and personal values, you tap into their intrinsic motivation. This conversation reveals not just what they can do but why they want to do it. Aligning their skills with their passions ensures a more engaged and fulfilled path, guiding them toward roles where they'll not only succeed but thrive. It creates a tailored roadmap that resonates with their true self.

I love this aspect because the imagination plays a key role in this. An great way to enter this type of visioning is my using multiple Modalities to get there. To explain what I mean fully will take too many words! If you are interested please contact me directly: zephrynconte@me.com, or contact@environarts.com

In my mentoring program with HR professionals, we start with understanding the motivation behind entering a mentoring program or a mentor-mentee relationship. We ask questions and include body awareness in the process of discovery and expectation setting. For example:"If you close your eyes, what image comes up when you see yourself at the end of the mentorship program? Who have you become in the process? What have you learned about yourself which is new? How does it feel in the body when you contemplate these questions?" Including body awareness supports clarity. We clarify how will they recognise the desired outcome of a mentorship? How will you know you identified/have grown in "xyz" competency? This helps learning & integration.

Mentoring is a dynamic process that thrives on understanding and enhancing the mentee's skills and competencies. To identify these, a mentor can follow: 1. Initial Assessment: This provides a baseline understanding of their skills. 2. Open Communication 3. Goal Setting 4. Feedback 5. Observation are some of the suggested routes. Every mentee is unique, and the process of identifying skills and competencies requires patience, active listening, and a genuine interest in their growth. By tailoring your approach to each individual's needs, you'll foster a more impactful mentorship relationship.

I usually assigned a potential mentee a book to read or video to watch. Then asked for their lessons learned and feedback. If they didn't take the time to complete the task, I declined to mentor them because they weren't coachable or teachable. They showed up front they weren't willing to show up for themselves and the time invested wouldn't yield an expected return. I had +90 mentees in my previous career so testing them up front was crucial to managing my time and expectations of execution of the insight offered.

An array of options to help build the mentee/mentor strategic plan for an effective relationship. Be sure the selected option is accompanied with SMART goals, a checking date and an end date. The terms and strategic plan conditions should be renegotiated if mentee/mentor decide to continue the relationship.

As in coaching, in a mentor-mentee relationship strive for creating dialogue. Dialogue means that there is a partnership vs. a top down approach. It also means that it invites debates on certain topics, that different viewpoints can meet in this space, that critical thinking is encouraged. I believe that it's not only the mentee who learn and grows in this process, but also the mentor if they are open - minded. Approaching the work together through dialogue has the potential of benefiting everyone involved.

Having had multiple professional coaches and mentors throughout my career I have found that the ones most helpful were not the ones enamored with hearing their own voice or always actively expressing their thoughts. It was those that knew when to close their mouths, questioned me on what I was doing and why I was doing it. They let me think and distill things for myself. They let me do my own work and figure out how to bring out my intuitive self. That's what allowed things to click into high gear. I am forever grateful to such mentors who have also become some of my most important cheerleaders and friends.