Mentor Mentee Quotes

Mentoring is: Sharing Life's Experiences and God's Faithfulness

The question is not "can you wear your father's shoes?". The question is "can you walk in your father's shoes?". It is one thing having a mentor and it is another thing to become like your mentor.

Leadership is an art expressed by the demonstration of characters worthy of immitation, emulation and inspiration. It is neither a title nor a postion.

If you want great mentors, you have to become a great mentee. If you want to lead, you have to first learn to follow. Ben

Mentors should be patient, passionate and should not rest until they see a great development on their mentees.

. . . and there was for a moment an unbreakable bond between us: the eternal bond of chemistry. I glowed with all the fire of a newborn galaxy.

True Mentors, don't make their mentees a clone of themselves

Mentorship happens organically, and you can’t just force it. Many men don’t even know HOW to mentor, and often mentor others by accident. It’s not a mentor’s responsibility to mentor, it’s the responsibility of the mentee to seek mentorship and appropriate it.

A great mentor is full of understanding, trust, respect and willing to help his/her mentees to reach the right direction in life.

As a mentor you have to learn how to tackle the past of your mentee, be able to put it to sleep and focus to the promising future of him/her.

Self-awareness— understanding our own motivations, our strengths and challenges—is the key to getting ready to mentor.

The biggest problem with mentorship is that in almost all cases the mentor either cannot make the mentee better than them, or does not want that to ever happen.

It is the mentor’s responsibility to create a safe and trusting space that enables a mentee to stretch and step outside their comfort zone, take risks, and show up authentically.

Real mentoring is less of neither the candid smile nor the amicable friendship that exists between the mentor and the mentee and much more of the impacts. The indelible great footprints the mentor live on the mind of the mentee in a life changing way. How the mentor changes the mentee from ordinariness to extra-ordinariness; the seed of purposefulness that is planted and nurtured for great fruits; the payer from afar from the mentor to the mentee; and the great inspirations the mentee takes from the mentor to dare unrelentingly to face the storms regardless of how arduous the errand may be with or without the presence of the mentor.

when we work together, we achieve more. Character is not a concept that is simply spoken about, but actually manifests itself through our actions.

If you wish to be a great teacher, be a great student first. If you wish to be a great leader, be a great follower first.

Bring your best to your mentors and expect nothing in return, then true value will be created.

Some mentors are an open window to success. Other mentors are a closed door. Let people get to where they want through you as an open window...without blocking their view with a closed door ego.

It is a solemn duty to change lives positively.It is a noble honor to inspire and be there for others.It is an irresistible necessity to have empathy; to understand the situations and the reasons for the actions of others. Real mentoring is less of neither the candid smile nor the amicable friendship that exists between the mentor and the mentee and much more of the impacts. The indelible great footprints the mentor lives on the mind of the mentee in a life changing way. How the mentor changes the mentee from ordinariness to extra-ordinariness; the seed of purposefulness that is planted and nurtured for great fruits; the prayer from afar from the mentor to the mentee; and the great inspirations the mentee takes from the mentor to dare unrelentingly to face the storms regardless of how arduous the errand may be with or without the presence of the mentor

Academic job interviews can be just as exhausting, long winded, and soul crushing as Elsie perceives them to be. The feuds within disciplines, just as petty. The power mentors have over their mentees, just as absolute.

It became by mission to work with young people to help show them the way, not save them! But help them understand that there are choices that can be made today that will make the difference for their rest of their lives.

Great men have almost always shown themselves as ready to obey as they afterwards proved able to command.” —Lord Mahon If you want great mentors, you have to become a great mentee. If you want to lead, you have to first learn to follow.

a mentoring program that pairs new managers with experienced ones. A key facet of this program is that mentors and mentees work together for an extended period of time—eight months. They meet about all aspects of leadership, from career development and confidence building to managing personnel challenges and building healthy team environments.

There’s a big difference, in other words, between having a mentor guide our practice and having a mentor guide our journey. OUR TYPICAL PARADIGM FOR mentorship is that of a young, enterprising worker sitting across from an elderly executive at an oak desk, engaging in Q& A about how to succeed at specific challenges. On the other hand, a smartcut-savvy mentee approaches things a bit differently. She develops personal relationships with her mentors, asks their advice on other aspects of life, not just the formal challenge at hand. And she cares about her mentors’ lives too. Business owner Charlie Kim, founder of Next Jump and one of my own mentors, calls this vulnerability. It’s the key, he says, to developing a deep and organic relationship that leads to journey-focused mentorship and not just a focus on practice. Both the teacher and the student must be able to open up about their fears, and that builds trust, which in turn accelerates learning. That trust opens us up to actually heeding the difficult advice we might otherwise ignore. “It drives you to do more,” Kim says. The best mentors help students to realize that the things that really matter are not the big and obvious. The more vulnerability is shown in the relationship, the more critical details become available for a student to pick up on, and assimilate. And, crucially, a mentor with whom we have that kind of relationship will be more likely to tell us “no” when we need it—and we’ll be more likely to listen.

What constitutes a fit between artist and mentor? It is not necessarily style, or even sensibility, though sensibility gets closer to describing it. Aesthetic might be the best. If a shared aesthetic exists, the mentor can come to view the mentee as another of his projects: a shaping and sculpting, and a carrying forward of the mentor’s aesthetic.

Here are some examples: DON’T DO THIS! DO THIS! Leader-follower Leader-leader Take control Give control Give orders Avoid giving orders When you give orders, be confident, unambiguous, and resolute When you do give orders, leave room for questioning Brief Certify Have meetings Have conversations Have a mentor-mentee program Have a mentor-mentor program Focus on technology Focus on people Think short-term Think long-term Want to be missed after you depart Want not to be missed after you depart Have high-repetition, low-quality training Have low-repetition, high-quality training Limit communications to terse, succinct, formal orders Augment orders with rich, contextual, informal communications Be questioning Be curious Make inefficient processes efficient Eliminate entire steps and processes that don’t add value Increase monitoring and inspection points Reduce monitoring and inspection points Protect information Pass information

It’s unlikely that you’ll get fired for being a bad mentor (unless, of course, you behave in an inappropriate manner — please don’t hit on your mentee!). For many mentors, the worst that can happen is that a) the mentee is a drain on their time and they get less coding work done, or b) they do such a poor job that someone whom the organization might otherwise want to hire/keep around has a bad experience and doesn’t join the organization, or opts to leave the organization sooner than she otherwise might. Sadly, the second outcome is far more likely than the first.

Figura 8.3. Diálogo mentor/mentee (la kata de coaching) para enseñar la kata de mejora.

When we fail to differentiate between self and other in a mentoring relationship, we run the risk of projecting our own lived experience onto our mentee.

To realize value, mentoring partners must create relationships where both mentor and mentee can show up fully and authentically.

An effective mentoring relationship requires that each partner understand something about the other person’s generational context and yet not make “generationalizations.

Here are some tips on finding a mentor: 1. Identify who could be a good mentor for you. Remember, you don’t need to aim too high; somebody simply a couple of years ahead of you on their journey might be enough. 2. Get their attention ‒ break through the noise. These people receive huge numbers of messages asking for help and advice, and offers to meet for lunch or coffee so that their brains can be picked. Naturally, they put most of these long emails (they’re often really long) straight in the junk folder to protect the most valuable thing for them ‒ their time. Bear that in mind. To break through the noise, you need to be straight to the point and you need to do Step 3… 3. Seek to add value. Just because potential mentors are successful or higher status, this doesn’t mean you can’t add value to them. Have faith that you have some way of helping them. Study what they’re doing. Are they involved in any philanthropy or social impact causes? How can you help? That’s a great way to get their attention. 4. Act normal. This applies wherever there’s an imbalance of status. For example, when you meet somebody that you’re interested in romantically, and you feel as if they’re probably ‘out of your league, you have to not let that make you behave strangely. If you are too deferential, too reverent, and basically tripping over yourself to do stuff for them because you perceive them to be on another level, then they are unlikely to feel attracted to you. And conversely, sometimes acting ‘not normal’ means you go the other way, and behave like a schoolboy pulling the pigtails of the girl he fancies, going too far in overcompensating. Again, that is not good. Be pleasant to be around. 5. Apply what your mentor advises you to do as quickly as possible, then immediately feedback to them on the outcome of the action. This feedback loop will generate and strengthen the mentor-mentee relationship in the fastest possible way, because entrepreneurial mentors love coachable people who take action. And they feel more and more responsibility when they’re the ones directing your action and you’re coming back to them to report what happened. It’s like an interesting and fun game for them, and they want to know that they’re helping you in a tangible way. Be coachable.

In an uninformed situation, the mentee thinks that the mentor has a magic wand for success, however, in the real world the mentee's attitude, determination, and self-initiative play a key role in bringing positive results.

I considered myself self-aware enough to know I was cranky, antisocial, and generally self-isolating, not exactly the materials you used for something as instructive and intimate as a mentor-mentee relationship

Don’t be satisfied with stories of how things have gone with others. Unfold your own myth. —Rumi, thirteenth-century Persian poet • What are the personal narratives that frame your past, and possibly predict the future and achievement of your dreams? • What are the sorrows in your life? Can you build dreams that help make sense of your sadness? • How can telling stories help us discover or rediscover our dreams? What cues can we find about our dreams in the stories we most often tell (and those we don’t) about our lives? • How do the stories we tell ourselves when we’re alone differ from those we tell our family and friends, our children, or those whom we mentor? For example, stories that I tell my children and mentees tend to be well crafted and confident. Stories I share with my peers are less-polished recountings of personal experiences, both happy and sad. The stories I tell myself are rarely as upbeat. • Consider the words of writer and theologian Frederick Buechner: “God calls you to the place where your deep gladness and the world’s deep hunger meet.” If you were to craft a narrative using that quote as a starting point, what story would you tell, whether written, painted, danced, photographed, or sung?

The very act of mentoring changes and matures the mentor as well as the mentee. This is the reason it’s so important to encourage mentees to mentor others. Unless and until they mentor others, the mentoring process is of limited value.

Studies show that mentors select protégés based on performance and potential.5 Intuitively, people invest in those who stand out for their talent or who can really benefit from help. Mentors continue to invest when mentees use their time well and are truly open to feedback. It may turn into a friendship, but the foundation is a professional relationship.

The challenge for a mentee is not only to learn what he doesn't know, but also to unlearn what he thinks he knows.

Mentees benefit from multiple mentors to gain exposure to a variety of styles, opinions, and experiences

Good mentors value mentoring as part of their professional role and avoid focusing on their own professional needs and agendas, instead helping mentees develop theirs.10

Managing up requires the mentee to take responsibility for his or her part in the collaborative alliance and to be the leader of the relationship by guiding and facilitating the mentor’s efforts to create a satisfying and productive relationship for both parties

I think mentoring is simply an inborn passion and not something you can learn in a classroom. It can only be mastered by observation and practice. I also realized that most mentees select you, and not the other way round. The mentor’s role is to create a sense of comfort so that people can approach you and hierarchy has no role to play in that situation. The mentee has to believe that when they share anything, they are sharing as an equal and that their professional well-being is protected, that they won’t be ridiculed or their confidentiality breached. As a mentor you have to create that comfort zone. It is somewhat like being a doctor or a psychiatrist, but mentoring does not necessarily have to take place only in the office. For example, if I was travelling I would often take along a junior colleague to meet a client. I made sure they had a chance to speak and then afterwards I would give them feedback and say, ‘You could have done this or that’. Similarly, if I observed somebody when they were giving a pitch or a talk, I would meet them afterwards or send them an e-mail to say ‘well done’ or coach them about how they could have done better. This trait of consciously looking for the bright spark amongst the crowd has paid me rich dividends. I spotted N. Chandrasekaran (Chandra), TCS’s current Chief Executive, when he was working on a project in Washington, DC in the early 1990s; the client said good things about him so I asked him to come and meet me. We took it from there. Similarly urging Maha and Paddy to move out of their comfort zones and take up challenging corporate roles was a successful move. From a leadership perspective I believe it is important to have experienced a wide range of functions within an organization. If a person hasn’t done a stint in HR, finance or operations, or in a particular geography or more than one vertical, they stand limited in your learning. A general manager needs to know about all functions. You don’t have to do a deep dive—a few months exploring a function is enough so long as you have an aptitude to learn and the ability to probe. This experience is very necessary today even from a governance perspective.

To be a successful mentor one must have knowledge and willingness to dedicate a lot of time to mentorship.

A successful mentor is proud of his mentees, knowing that he has given a part of himself in their success.

No matter how skilled a mentor is, it seems that being a mentor once in a few years is just enough when considering PhDs.

It is a great satisfaction for many professors if their mentees choose to remain at the university

Pupil and teacher. Mentee and mentor. If one was of a religious inclination, one might even call it the innocent and the damned.

Does this help my mentee learn and grow in their area of expertise?

A key rule of mentorship, therefore, is to expect rifts and be prepared to manage them.

mentees have a crucial role in this balance and thus also must have a defined strategy for success.

Duration has a unique quality in that the more time you spend with a person, the more influence they have over your thoughts and actions. Mentors who spend a lot of time with their mentees exercise a positive influence over them. People who have less than honorable intentions can negatively influence the people they spend time with. The best example of the power of duration is between parents and their children.

Additionally, as identified by Tuckman (1965) and widely accepted by scholars who study team development and empirically validated by my own personal experience, all teams go through the following four stages: Forming – initial introductions and a honeymoon period of discovery. Storming – a period during which team members learn about each other and their various opinions, strengths and weaknesses. This period is usually accompanied by constructive conflict and arguments. This is normal and should be expected. It is vital for team members to express themselves or they will never get to the next stage. They could be vying for roles as the right people for each role is yet to be determined. Norming – after the constructive debates, team members adjust to each other and their roles which may be an outcome of the storming period. The rules of team engagement are established during this phase and the team is well on its way to the next stage of development. Performing – this is the coveted phase that every team which has successfully gone through the previous three phases get to. There is significant interdependence and trust between team members. Everyone knows who is covering for whom. Mentor/mentee relationships are well established and the team is a consistent winner.

Mentorship is mutual: the mentor must feel that they will get a deeply satisfying human experience out of building up somebody, just as the mentee must make a conscious choice with the hope that their mentor will impart life philosophy and professional wisdom, along with knowledge and skills.

Duration has a unique quality in that the more time you spend with a person, the more influence they have over your thoughts and actions. Mentors who spend a lot of time with their mentees exercise a positive influence over them. People who have less than honorable intentions can negatively influence the people they spend time with.

MENTOR Mentor orang yang dirujuk untuk kita belajar sesuatu perkara yang kita belum tahu, kurang tahu dan ingin tahu lebih lanjut. MENTOR Mentor memberi tunjuk ajar, sokongan, dokongan dan memberi semangat untuk mentee berusaha dengan lebih lagi. MENTOR Mentor sebagai penasihat, pembimbing dan penyelia untuk mentee belajar dan memahami sesuatu ilmu dengan lebih mendalam. Tak salah nak ada banyak mentor, cuma ada batasan, perlu bijak memilih mentor, tak perlu semborono mengikut semua yang disuruh andai perkara tersebut secara nyata salah, melanggar undang-undang, haram dan tidak wajar. Justeru, pastikan memilih mentor yang betul agar perkara yang anda lakukan bukan menjadi sia-sia dan hanya membuang masa semata. -SS- #simpleshida

MENTOR Mentor orang yang dirujuk untuk kita belajar sesuatu perkara yang kita belum tahu, kurang tahu dan ingin tahu lebih lanjut. MENTOR Mentor memberi tunjuk ajar, sokongan, dokongan dan memberi semangat untuk mentee berusaha dengan lebih lagi. MENTOR Mentor sebagai penasihat, pembimbing dan penyelia untuk mentee belajar dan memahami sesuatu ilmu dengan lebih mendalam.

The mentor is engaged in the potential of the mentee to progress and be successful, and will often feel a sense of benevolence towards them. However, the mentor’s role must remain unattached to a specific agenda or results, as ultimate responsibility for learning, progress and outcomes rests with the mentee.

One of the most beneficial aspects of mentoring is its inherent reciprocity. When reciprocity is present, both mentor and mentee fully engage in the relationship.

The most powerful mentor/mentee relationships are those in which the mentor and the mentee ultimately become peers.

Studies show that mentors select protégés based on performance and potential. Intuitively, people invest in those who stand out for their talent or who can really benefit from help. Mentors continue to invest when mentees use their time well and are truly open to feedback. (...) I believe we have sent the wrong message to young women. We need to stop telling them, "Get a mentor and you will excel." Instead, we need to tell them, "Excel and you will get a mentor." (p.68)

Many years ago, the robot had developed a special term in honor of Gilbertus’s burgeoning mental processes, his remarkable memory-organizational ability and capacity for logical thinking. “I am your mentor,” the robot had said. “You are my mentee. I am instructing you in mentation. Therefore, I will call you by a nickname I have derived from these terms. I will use the name whenever I am especially pleased with your performance. I hope you consider it a term of endearment.” Gilbertus had grinned at his master’s praise. “A term of endearment? What is it, Father?” “I will call you my Mentat.” And the name had stuck.