**Code 400**

# Orientation Session For

![](media/image1.png){width="8.3in" height="7.0in"}

**Code 400\
Orientation Session for\
Flight Programs and Projects Directorate: "Mentoring for Success"**

**Designed and delivered by,**

**Marilou Bova, Inc.**

**(301) 270-2064**

**(fax) 301-270-3192**

**(email) MLBova1@home.com**

**Agenda**

## Introductions

> **Group Discussion -- Being a Mentee**
>
> **Group Discussion -- Being a Mentor**
>
> **Break**
>
> **Forming the Mentor -- Mentee Partnership**
>
> **Getting Started**
>
> **Resources**
>
> **Questions and Answers**

### Definitions of Mentoring and Coaching

### 

### 

### Mentoring

-   A long term relational process for developing a mentee under the
    close guidance of\
    a teacher, counselor, or leader who knows how to navigate within the
    culture of the\
    mentee's environment organization.

-   The intention of mentoring, until recently has been to groom a high
    potential mentee for leadership succession through the advice of an
    experienced mentor. The mentor opened doors for the mentee and
    introduced him or her to a circle of other leaders or people of
    influence and power.

-   Today mentoring is more diverse. It now generally refers to a
    relationship between two individuals, the mentor and mentee. The
    mentor works with the mentee to strengthen competencies needed to
    enhance job performance and career progression.

#### Coaching Skills

Coaching is the artful use of conversation employing the communication
skills of:

-   Affirmative listening

-   Giving and receiving feedback

-   Asking effective questions to create a process of learning,\
    change, and accountability

-   Forwarding action toward goals and projects

-   Affirming and acknowledging and championing

### The Role Coaching Plays in Mentoring

The mentor helps the mentee:

-   Create a vision for change

-   Clarify and set goals

-   Shift perspectives to new possibilities

-   Develop new action strategies

-   Holds the mentee accountable to what they say they\
    want and what they say they will do

-   Draws upon the mentee's inherent wisdom and intelligence

### 

### 

### Definition adapted from the work of Lee Salmon and Julie Bowen 

### Definitions of Mentoring and Coaching

### 

### What Mentors Do

-   Provide exposure and access to different levels throughout the NASA
    Community

-   Share their understanding of organizational values, relationships
    and unwritten rules

-   Identify skills needed for mentee to be successful at NASA

### Assist mentee with setting developmental goals

-   Make realistic, achievable career plans

-   Identify opportunities for development

-   Act as sounding board

-   Provide developmental feedback

###  THE MENTOR -- MENTEE PARTNERSHIP

### 

### Interviewing Potential Mentors and Mentees

Determine what you need in a mentor **before the initial interview.**

**Things to consider:**

-   Work ethic

-   Compatible hours

-   Expectations of the relationship

-   A sense of trust and openness

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-   What do you as a mentee need developmentally -- use Career Issues
    questions

## Career Issues to Consider when preparing for your initial interview 

**(taken from the Career Development Web site)**

-   You are new in your job and must learn the basics to get up to
    speed\
    and feel comfortable and productive.

-   You have been in your job for a while and are striving for
    increased\
    competence in general.

-   You need to improve your performance in certain areas of your
    current job.

-   You need to update your skills or expertise to keep up with the
    changing\
    technologies or state-of-the-art knowledge in your line of work.

-   Your job duties have changed recently (or will change), requiring
    some\
    new skills or expertise on your part.

-   Your job may be eliminated due to reengineering or restructuring,
    and\
    you want to begin \"re-tooling\" to be ready for future
    opportunities.

-   You want to prepare for a promotion or move to the next higher
    level\
    of responsibility in your line of work.

-   You want to broaden your skills or expertise to allow yourself more\
    flexibility for future job moves.

-   You want to change jobs within your current job category, and

> stay at your Installation
>
> stay within NASA\
> stay in the Federal Government\
> leave the Federal Government

-   You want to change job categories, and

> stay at your Installation\
> stay within NASA\
> stay in the Federal Government\
> leave the Federal Government

-   You don\'t see much of a future if you remain in your current job,\
    but aren\'t sure of your options.

-   You want to plan your retirement.

###  THE MENTOR -- MENTEE PARTNERSHIP

### 

### Questions to Ask on Initial Interview

You are looking for someone who can be your partner. The goal is to find
out if they can meet your needs.

-   Why do you want to be a mentor?

-   Have you been a mentor before? When? How long?

-   Tell me about your job.

-   How long you been here?

-   What do you do?

-   Who is your supervisor?

-   What do you like about your job?

-   What is challenging or what don't you like about it?

-   What are your strengths?

-   What are your weaknesses?

-   What are the areas that you feel you need to develop skills in or
    learn more about?

-   What do you like to do outside of work?

-   Tell me about where you want to be in your career or what do you
    want to be doing one year from now? In three years? In five years?
    (make sure mentor describes the nature of activities or work they
    would like to be doing, not just a job title)

-   Tell the potential mentor what you need developmentally and what you
    want out of the relationship.

-   Ask them how they can support you.

-   Ask if this feels like a good match

###  THE MENTOR -- MENTEE PARTNERSHIP

### 

### Responsibilities of the Mentor

1.  Agreeing to act as a mentor (a commitment to teaching, guiding, and
    training).

2.  Accepting mentor training as appropriate.

3.  Acting as a sounding board for the mentee's ideas, goals and
    aspirations, and instilling an impetus for action toward achieving
    them.

4.  Advising the mentee on organizational norms and expectations as
    appropriate.

5.  Providing an openness to new discoveries and possibilities for the
    mentee resulting in a higher level of potential for both the mentee
    and the organization.

6.  Providing advice to the mentee on matters relating to his/her career
    development

7.  Instilling in the mentee that the development of one's career can be
    achieved through a process of intentional planned experiences and
    assignments.

8.  Working with the mentee to identify developmental requirements.

9.  Identifying developmental objectives that are specific, measurable
    achievable and compatible with skill matrices/competencies.

10. Reaching agreement with the Mentee on an IDP

11. Reaching agreement with the mentee on a schedule of regular
    mentor/mentee meetings.

12. Being available to discuss the problems and concerns of the mentee
    as they occur.

13. Providing feedback to the mentee regarding his/her strengths and
    developmental needs.

14. Arranging for the mentee to attend meetings as an observer or
    presenter.

15. Coordinating with the Mentee's supervisor as agreed to in the
    Mentor/Mentee agreement.

16. Supporting the mentee in establishing a network of human resources
    at all position levels within the program/project management
    discipline by providing entrée / introductions to others who might
    be able to help with advice, knowledge, etc.

17. Coordinating with the supervisor the identification of possible
    experiences / assignments that might benefit the mentee.

###  THE MENTOR -- MENTEE PARTNERSHIP

### 

### Responsibilities of the Mentee

1.  Acknowledging that the development of your career can be achieved
    through a process of intentional planned experiences and
    assignments.

2.  Being open to new discoveries and possibilities that would result in
    a higher level of potential for both yourself and the organization.

3.  Desiring to be a mentee (being receptive to learning , developing a
    learning relationship with a mentor(s)).

4.  Discussing your ideas, goals, aspirations and plan for action with
    your mentor and your supervisor as appropriate.

5.  Preparing an individual Development Plan (IDP) that identifies:

-   Developmental Objectives

-   Necessary training (courses as well as On the Job (OJT))

6.  Identifying and coordinating with your mentor and supervisor
    developmental objectives that are specific, measurable achievable
    and compatible with skill matrices/competencies. Developmental
    Objectives might include, but are not limited to attendance at
    management reviews and / or decision meetings as an observer or
    presenter and potential OJT experiences outside your immediate area
    of responsibility.

7.  Reaching consensus with your mentor and supervisor on an IDP

8.  Accepting responsibility for accomplishment of both current job and
    IDP requirements.

9.  Seeking advice from your mentor on organizational norms and
    expectations as appropriate.

10. Reaching agreement with your mentor on schedule of regular
    mentor/mentee meetings.

11. Being willing to discuss developmental problems and concerns as they
    occur with your mentor .

12. Seeking feedback from your mentor and others regarding your
    strengths and additional developmental needs.

13. Working with your mentor on networking at all position levels within
    the program/project management discipline through entrée /
    introductions to others who might be able to help with advice,
    knowledge, etc.

### GETTING STARTED

### 

### Guidelines For Designing the Alliance

The initial meeting between the mentor and mentee is critical to the
success of the relationship, because it sets the tone. It is extremely
important (especially if the mentor and mentee don't know each other
well) to take the time to create a climate of trust and of safety. The
agreements (or alliance) made between the mentor and mentee provides the
"container" in which the relationship will take place. The mentor and
mentee design the container so that it is customized to specifically
meet the needs of the mentee. It is also a dynamic container, capable of
changing over time so that it will continue to meet the mentee's needs
and not become obsolete. This initial meeting also helps the mentor to
know how to work with the mentee in a manner that empowers the mentee.

While each mentor has or will develop their own unique style, here are
some guidelines to get you started. It may take several meetings to
cover the material below. That is up to the way the mentor chooses to
structure the meetings. It is important to have the first meeting in a
neutral location away from the mentor and mentees' offices where you can
have privacy and be free from distractions. Ideally it is preferable to
allow an hour and a half to two hours for the initial meeting, because
there is so much to cover and you will need time to build rapport. It is
highly recommended that the mentor take good notes during the session.

**SUMMARY**

**PROCESS OF GETTING STARTED GUIDELINE**

These are guidelines for how to get started with your mentee and are
designed based on research of "best practices" for mentoring programs.
You will not be able to cover all of these topics in one meeting, so use
these questions and discussion topics to fit your own style and
approach.

Mentor reviews with mentee what they would like to cover in initial
meeting. Ask mentee how that sounds to them and if there is anything
else they would like to cover:

1.  Talk about what mentoring is and isn't

2.  Mentor talks about why they mentor and what they get out of it

3.  What is confidential and what is not

4.  Mentor asks mentee in general what they would like to get out of the
    partnership

5.  Mentor asks mentee some questions to begin to get to know more about
    them and what they want

6.  Mentor asks mentee what they would like to know about the mentor's
    background

7.  Review responsibilities of mentor and mentee from FPPD career
    development website

8.  Mentor asks questions about what mentee needs from the mentor

9.  Mentor shares with mentee what they need from them as the
    mentee...what's important to them in the relationship as a mentor,
    and how they like to work as a mentor

10. Mentor and mentee decide on the logistics and structures that they
    want to use to support their relationship

11. Mentor and mentee make some agreements based on above conversations
    about how they want to be with each other to best support mentee in
    achieving their agenda and goals

12. Mentor asks mentee if there is anything else that is important to
    the mentee to cover in the session

13. Close with what the next steps are and agreeing on next meeting (may
    want to ask them to review the competencies and skills for their job
    and identify some areas that they would like support in).

######### GETTING STARTED GUIDELINES

**1) TALK ABOUT WHAT MENTORING IS**

-   Role of the mentor is to support the mentee to strengthen
    competencies\
    needed to enhance job performance and to support them in career
    progression

-   Purpose of relationship is to support the mentee in
    [their]{.underline} agenda and career\
    goals. (Mentor and mentee need to have a realistic understanding
    and\
    agreement of where the mentee is now and where they would like to
    be.\
    Then they need to decide what some of the developmental activities
    are\
    that the mentor needs to be involved in to get where they want to
    go.)

-   Partnership in which power is granted to the relationship, not the
    mentor\
    (Mentor is not the expert that is telling mentee what to do. Mentor
    is a\
    partner that is sharing their knowledge and learnings from their
    work experience)

-   Mentee needs to be mindful of what they need and if their needs are
    not\
    getting met, they need to let the mentor know that and request what
    they need

-   Mutual learning relationship and experience

2\) MENTOR TALKS ABOUT WHY THEY MENTOR AND WHAT THEY GET OUT OF IT

-   If mentor has never mentored before they can talk about what they
    look\
    forward to about this process and what they would like to get from
    it

3\) MENTOR ASKS MENTEE IN GENERAL, WHAT THEY WOULD LIKE TO GET OUT OF
THE RELATIONSHIP

**4) MENTOR ASKS MENTEE SOME QUESTIONS TO BEGIN TO GET TO KNOW MORE
ABOUT THEM AND WHAT THEY WANT.**

**SOME SAMPLE QUESTIONS FOLLOW:**

-   Tell me about your job: How long you been here? What do you do?\
    Who is your supervisor? What do you like about your job? What is\
    challenging or what don't you like about it? What are your
    strengths?\
    What are the areas that you feel you need to develop skills in or
    learn\
    more about?

-   What do you like to do outside of work?

-   Tell me about where you want to be in your career or what do you
    want\
    to be doing one year from now? In three years? In five years? (make
    sure\
    mentor describes the nature of activities or work they would like to
    be\
    doing, not just a job title)

**5) MENTOR ASKS MENTEE WHAT THEY WOULD LIKE TO KNOW ABOUT THE MENTOR'S
BACKGROUND**

-   If mentee doesn't ask any thing...mentor offers information they
    think\
    may be helpful about their background

6\) REVIEW RESPONSIBILITIES OF MENTOR AND MENTEE FROM FPPD CAREER
DEVELOPMENT WEBSITE

-   Ask if any questions about the mentee's responsibilities.

-   What areas of mentor's responsibilities do they feel would be
    particularly\
    helpful to them

**7) MENTOR ASKS QUESTIONS ABOUT WHAT MENTEE NEEDS FROM THEM. SOME
SAMPLE QUESTIONS FOLLOW:**

-   How you want me to be with you as your mentor?

-   What kind of support do you want from me?

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-   How do you like to be supported to accomplish goals? (e.g.:
    Forcefully\
    pushed? Gently encouraged? Challenged? Need a lot of
    acknowledgement\
    for what is working or what you are doing right in relationship to
    what\
    you want?)

-   What are you looking for in a coach?

-   How can I best support you?

-   How do you want me to be when you have not completed something\
    you agreed to complete

-   If this mentoring were to have a huge impact on your career what\
    would it look like?

8\) MENTOR SHARES WITH MENTEE WHAT THEY NEED FROM THEM,WHAT'S IMPORTANT
TO THEM IN THE RELATIONSHIP AS A MENTOR, AND HOW THEY LIKE TO WORK AS A
MENTOR. EXAMPLES OF THE KINDS OF THINGS A MENTOR MIGHT TALK ABOUT HERE
ARE:

-   Commitment to the relationship and keeping agreements you make with
    each other

-   Telling the truth...for example about what you see the mentee being
    strong in and where you see them selling themselves short or setting
    themselves up

-   Being honest and direct with the mentee when something is up (ask if
    you have their permission to be direct)

-   Seeing this as a partnership and expecting the mentee to be honest
    and direct if a need is not getting met, something is not working
    for them about what the mentor is doing or how they are being with
    them, or if something is bothering them

-   Asking for permission to fail or to make mistakes, if you as a
    mentor are new at mentoring

-   Mentor may want to let mentee know they will challenge them to take
    risks and hold them bigger

-   Mentor should talk about how important CONFIDENTIALITY is and ask
    mentee to agree on what is to be kept confidential in your
    relationship

9\) MENTOR AND MENTEE DECIDE ON THE LOGISTICS AND STRUCTURES THAT THEY
WANT TO USE TO SUPPORT THEIR RELATIONSHIP:

-   Meeting times

-   Length of meetings

-   Frequency of meetings

-   Where

-   Who initiates

-   How will you structure your meetings or use your time together?

-   Any forms or structures you want to use

10\) MENTOR AND MENTEE MAKE SOME AGREEMENTS BASED ON ABOVE CONVERSATIONS
ABOUT HOW THEY WANT TO BE WITH EACH OTHER TO BEST SUPPORT MENTEE IN
ACHIEVING THEIR AGENDA AND GOALS

-   Make sure to include confidentiality

-   May want to sign a mentoring agreement -- sample from Goddard
    Mentoring Program provided

**11) ASK THE MENTEE IF THERE IS ANYTHING ELSE THEY WISH TO COVER?**

-   Any concerns they have?

**12) CLOSE WITH WHAT THE NEXT STEPS ARE AND AGREE ON NEXT MEETING**

-   Mentor may want to ask mentee to think about where the mentee is now
    and where they would like to be in the next 5 years.

-   Mentor may also want to ask mentee to review mentee's job
    competencies and or skill requirements and come up with some goals
    or areas they want support from the mentor in developing.

-   At the next meeting the mentor and mentee can agree on the goals and
    decide what some of the developmental activities are that the mentor
    needs to be involved in to get where they want to go. They can
    complete a mentoring action plan (sample from Goddard Mentoring
    Program provided).

**SAMPLE**

**MENTORING ALLIANCE**

We are voluntarily entering into a 12-month formal mentoring
partnership, which we expect to benefit NASA, FPPD and us. The following
highlights the features of our partnership:

**Mentoring partnership objectives:** As a result of working with a
mentor I would like to accomplish the following:

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**Specific role of the mentor:** I will support my mentee's
developmental process by : (i.e. helping to develop and monitor his/her
mentoring action plan, sharing organizational insight, expanding his/her
network, acting as a sounding board, providing developmental feedback):

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**The logistics of our meetings will generally include the following:**

When:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Where:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

How long:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Frequency:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Who is responsible for initiating:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**We plan to gain commitment of the supervisor by:**

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**We will honor the following confidentiality agreement:**

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

The agreement may be terminated at any time by either the mentee or
mentor.

**Signature: Signature:**

**\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**MENTEE MENTOR**

**SAMPLE**

**MY PERSONAL PLAN FOR SUCCESS**

**Name:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
Date:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**Mentoring Goals and Objectives:**

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

  ------------------------------------------ -------------- -------------- ------------
  **Developmental                            **Beginning\   **Projected\   **Funding
  Need\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**   Date**         Ending Date**  Required**

  **Developmental Activity:\                                               
  **                                                                       

  **a.\                                                                    
  **                                                                       

  **b.\                                                                    
  **                                                                       

  **c.\                                                                    
  **                                                                       
  ------------------------------------------ -------------- -------------- ------------

  ------------------------------------------ -------------- -------------- ------------
  **Developmental                            **Beginning\   **Projected\   **Funding
  Need\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**   Date**         Ending Date**  Required**

  **Developmental Activity:\                                               
  **                                                                       

  **a.\                                                                    
  **                                                                       

  **b.\                                                                    
  **                                                                       

  **c.\                                                                    
  **                                                                       
  ------------------------------------------ -------------- -------------- ------------

  ------------------------------------------ -------------- -------------- ------------
  **Developmental                            **Beginning\   **Projected\   **Funding
  Need\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**   Date**         Ending Date**  Required**

  **Developmental Activity:\                                               
  **                                                                       

  **a.\                                                                    
  **                                                                       

  **b.\                                                                    
  **                                                                       

  **c.\                                                                    
  **                                                                       
  ------------------------------------------ -------------- -------------- ------------

**Signatures:**

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Mentee

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Mentor

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Supervisor

**Structures That Work**

-   Attend Communications and Coaching Skills Training

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-   Create Personal Plan for Success

-   Set up regular meeting times

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-   When

-   Where - not in either person's work area, free from distractions

-   How long

-   Frequency

-   Who initiates

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-   6-month Check-up

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-   what is and isn't working in our relationship

-   how are we doing on our plan

######## **Resources**

-   **[Websites]{.underline}**

> http://fpd.gsfc.nasa.gov/cd.html
>
> <http://ohr.gsfc.nasa.gov/DevGuide/DevPrograms/Mentor/mentor.htm>
>
> http://bmic.gsfc.nasa.gov

-   **[Books]{.underline}**

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-   **Coaching for Performance** by Sir John Whitmore

-   **Coaching, Mentoring, Managing** by William Hendricks

-   **Leader as Coach** by David Peterson and Mary Dee Hicks

-   **Leadership Engine** by Noel Tichy

-   **Everyone's a Coach** by Ken Blanchard and Don Shula

-   **Managers as Mentors** by Chip Bell

-   **Take Time for Your Life** by Cheryl Richardson

-   **Take Yourself to the Top** by Laura Berman Fortgang

-   **The Heart of Coaching** by Tom Crane

-   **The Inner Game of Tennis** by W. Timothy Gallwey

-   **Beyond the Myths & Magic of Mentoring** by Margo Murray

-   **Co-Active Coaching** by Laura Whitworth, Henry Kimsey-House, Phil
    Sandahl

-   **Powerful Conversations** by Phil Harkin

-   **Action Coaching** by David L. Dotlich and Peter C Cairo

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-   Business Management Information Center (BMIC)

####### Brown Bag Lunches 

-   Training Programs

#### Code 400 Communications and Coaching Skills Training

You will learn:

-   Respectful communications

-   Empowering other to come up with their own answers and creative
    solutions

-   Forwarding action toward successful completion of goals and projects

-   Acknowledging others in a way that is effective and empowering

#### For Assistance Contact

> John Langmead
>
> 6-5566
>
> john.t.langmead.1@gsfc.nasa.gov
>
> Nicole Richmond
>
> 6-5757
>
> nichole.l.richmond.1@gsfc.nasa.gov