Mentoring/Formal/USA/Guidelines

If you are considering, or are currently in a Formal Mentoring relationship, please read this entire page, and refer back to it as needed. You may choose to use all, or some of the approaches and options explained here.

Formal Mentoring Approach

Understanding the general approach to Formal Mentoring will help you decide if Formal Mentoring is a good fit for you.

There are for basic sequential steps to Formal Mentoring. Let's look at them in more detail.

Step 1: Decide if formal mentoring is right for you

Ask yourself some questions, and consider the benefits, responsibilities, and commitment to help you decide if you're ready for this.

Questions

• Would you rather keep it simple, and utilize Informal Mentoring (asking for help in the Forum or WME chat)?
• Have you already read the Wiki?
• Have you looked through the Forum to see what topics make sense and engaged in conversation there?
• Can you articulate what kind of help you need?

Responsibilities

Being accepted into Formal Mentoring is a privilege, and responsibility.

• Respect the confidences of each other.
• Respect each others time.
• Seek other sources of information such as the Forum and Wiki before engaging the Mentor and during the mentoring process.
• Write down and tell the Mentor one or more goals you have in the relationship.

Commitment

• Time to receive the mentoring you’re asking for.
• Eagerness and willingness to learn.
• Effort to practice, and help yourself.

Step 2: Find a Waze Mentor

• Ask an experienced Mentor to mentor you.
• Ask an experienced person for a suggestion about who might mentor you.
  • Try to match with a mentor who is active in the same geographical area where you are active (not always critical)
  • Send a formal request via PM to the Mentor. Identify yourself, your experience, what you need help with, and how you prefer to engage with the Mentor. Ask if they can help you.
  • Continue dialog with potential Mentor to clarify what is needed.
  • Consider if the Mentor is a match in skill and personality to you.
  • If the Mentor is not a match, seek another.
• If you can't find a Mentor on your own, submit the mentoring request form, and an available Mentor will be chosen to work with you.

Form an agreement about;

• What your goals and objectives are, and how best to achieve them.
• How long you estimate mentoring is needed. This may be anywhere from week to many months, depending on goals and the scope of skills tranfer.
• How often you would like to interact? Typically at least twice per week is suggested.
• How will you communicate? (WME chat, web conferencing such as Hangouts, phone, e-mail). Often, this requires frequent interactive mentoring for a few weeks and offline communication (e-mail, PM) afterwards.

Step 3: Ideas about how to engage in Mentoring Relationship

Once you are in a formal Mentee-Mentor pair, then you need to plan, start, and achieve your objectives to complete your mentoring.

Beyond technical engagement with your Mentor-Mentee relationship, you may want to build trust by talking about other topics, interests, and experiences that surround your involvement in Waze. Your first interaction may be critical to make your relationship successful, so you might want to do it through live online chat, a voice call, or video chat where a relationship can be established. Remember that email and other asynchronous communication can be more subject to misinterpretations. In your first interaction, you should talk about:

• Both your backgrounds and interests surrounding your involvement in Waze
• Mentoring expectations for both
• Time commitment during mentoring and how long it will last
• There are many ways to engage in mentoring sessions. Some may be right for your partnership, others may not. You may wish to mix and match these to meet your needs:
• Private Messages (PMs)
• Personal Email
• Forum topic dialogue
• Live chat (e.g., Google Hangouts, IM, etc.)
• Video chat (e.g., Google Hangouts, Skype, etc.)
• Telephone conversations
• In-person meetings

Mentee Dos	Mentor Dos
Own and drive the relationship. It is up to you, not the Mentor. Active listening and be receptive to ideas. (Mentee should look up Active Listening and become familiar with the technique.) Be understanding. Share experiences, strengths, weaknesses and how you’d like to improve.	Actively listen to the Mentees objectives and questions. (Mentor should look up *Active Listening and become familiar with the technique.) Be understanding Provide support and encouragement. Help the Mentee succeed at Waze efforts. Challenge the Mentee to grow through other involvement in the Waze community. Assess whether the skill-building activity requires a temporary increase n mentee rank, and whether the Mentee is ready for such an increase, even temporarily. You may need to assess current skills at the beginning of the mentorship for a week or so to make this decision. Remember, you are responsible for any changes the Mentee makes at the increased rank! For this reason, you may want to ask the Mentee to only do edits under your supervision.
Dos for Both Mentee and Mentor
Be respectful and act with integrity. Ask for honest constructive feedback. Provide honest, constructive, feedback Allow issues in the relationship to go addressed; find a third party to guide you on whether to continue and how to continue, if you think there is something wrong that you are not sure about or feel uncomfortable bringing up with your partner.

Mentee Don'ts	Mentor Don'ts
No-show at your live mentoring sessions or cancel at the last minute. Arrive at your engagement unprepared. Expect instant answers from PMs or email. Ask questions that are too personal. Ask personal favors from your Mentor to promote you in the Waze community.	No-show at your live mentoring sessions or cancel at the last minute. Be unresponsive to PMs or email. Chide or talk down to your Mentee. Evaluate Mentee performance or skill Wait for a long time to hear back from your Mentee – If they do not take charge of communication, prompt them to engage.
Don'ts Both Mentee and Mentor
DON’T make unreasonable demands (err on the side of caution). DON’T ignore feedback. DON’T abandon or sabotage the relationship if it goes awry; find a way to end it gracefully and with ongoing respect. DON’T allow the mentorship to continue indefinitely. End and claim success for what you've achieved, then start a new arrangement.

Step 4: Completing the Mentoring relationship

After you achieve your objectives, you're not done! Consider the following items.

Depending on the objective of mentoring, it’s scope, and intensity of interaction, it is a good idea to specifically communicate that your mentoring relationship is over so that both of your expectations are clear. This does not prevent future interactions or even another formal mentoring arrangement. Either party of the mentoring relationship can suggest to the other when they no longer need to participate, or can no longer participate for other reasons, such as lack of time they can commit. It is always good to have a final interaction through messaging or live to close out the mentoring relationship.

Mentee: Completing the relationship	Mentor: Completing the relationship
Let the Mentor know that you no longer need the mentoring relationship, that you’ve achieved your stated goal, or another reason for your decision. Ask about any agreed upon rank or role modifications. Thank the Mentor.	Let the Mentee know that the mentoring relationship is no longer needed. For instance reasons might be that they have achieved their goal, that they seem doing fine with their work, or that your skills are no longer the best match. If other skills are needed that you cannot provide, provide that feedback and suggest the Mentee approach another person. Suggest people if you can. Suggest other next steps, if any, that the Mentee might take. Discuss with your regional coordinator (or other peer champs) whether the mentee now deserves a permanent increase in rank… or possibly a demotion. A third party may need to review the skills of the mentee, as the act of mentoring may color the mentor’s opinion of the mentee for good or for bad. Initiate any process for rank change (including removal of any temporary increase if it is decided to not make it permanent, or any permananet promotion or odemotion if warranted).
Both Mentee and Mentor
Agree upon future activity or interaction that is not formal mentoring, such as asking questions or advice through PMs and email. The agreement may be to not do so, or it may be allowed with some limits. Discuss what you have both learned from the partnership and the other person. Consider discussing what next steps the Mentee should take in skill building. This may include moving on to other skills, or focusing for a period on the skills just learned. Feedback & Improve! Maintain confidence with your Mentor and Mentee. Privately ask for feedback from one another about how you could do a better job in your roles. If there are ideas about how the Formal Mentoring Program can improve, bring these up to the Formal Mentoring team and leadership.

What happens if things don't work out?

As suggested above, there are a number of reasons why a Formal Mentoring arrangement may come to an end. We hope that the primary reason is that the Mentee has achieved their goals. In some cases things may go wrong because we have competing priorities and different personalities. Rather than harbor concern about what went wrong, try to solve and move past the issue and move forward. Here are some suggestions about what is reasonable and options you may have.

• Mentor is no longer available (for any reason)
  • The Mentor should seek to find a replacement Formal Mentor. If that doesn't happen, the Mentee should seek to find another Formal Mentor. The previous and new Formal Mentor should evaluate if the prior work and skill set warrant any rank or role change. Mentee and new Formal Mentor should work on new goals and agreement.

• Mentee can no longer participate (for any reason)
  • Mentee should inform their Formal Mentor rather than just abandon the relationship. It is up to the Formal Mentor to decide if there was sufficient progress for any rank or role adjustment. Temporary rank or role adjustments may be revoked at the Formal Mentor's discretion.

• Mentee abandons Formal Mentoring (for any reason)
  • Should a Mentee abandon Formal Mentoring for any reason such as becoming unavailable, not communicating at all or insufficient for the Mentor's needs, then the Mentor will indicate via a message that the Formal Mentoring arrangement has been terminated. This assumes that the Mentor has taken reasonable effort to contact the Mentee. Hopefully the agreement outlined the frequency of communication that would be expected. In such cases there is typically no rank or role adjustment and any temporary adjustments are revoked. It is less likely that this editor will be accepted into Formal Mentoring in the future.

• Personality Conflict between Mentee and Formal Mentor
  • Sometimes, no matter how hard we try, conflict can occur between two people due to personality or value differences. While we seek flexibility in both the Mentor and Mentee, sometimes it doesn't work out. In that case the team should be honest about the disagreement. The Mentor should help the Mentee seek another Formal Mentor. The Mentee may have to do this on their own if the Formal Mentor does not help. A third party should be contacted to mediate, and determine if the Mentees rank and role should be adjusted, and whether any  temporary promotions should be revoked. This should be handled by those managing the Formal Mentoring program. If they are unavailable or partial to the subject, they will assign another Global Champ Mentor. If you feel the Mentor has acted inappropriately see below."

• Poor behavior by the Formal Mentor
  • We do try to train and mentor our Formal Mentors! It is possible that they could overstep their authority, impose upon or insult the Mentee, or otherwise misbehave in their role as a Formal Mentor and editor. This will not be tolerated in the Formal Mentoring program. In such cases the Mentee should seek to deflate the conflict, reduce communication, and immediately seek help from those managing the Formal Mentoring program. Mentees may also seek advice from and inform a trusted Global Champ. If you feel comfortable doing so, please contact those managing the Formal Mentoring program. Let these people deal with the situation so you don't have to engage in conflict. Be prepared to clearly articulate the issue and present evidence of the issue. If validated, such behavior could lead to removal of Formal Mentor status or other actions as decided upon by the Global Champs or Waze staff.

• Poor behavior by the Mentee
  • The Formal Mentor should first start by professionally confronting the poor behavior as an issue in useful involvement in the Waze Community and incorporate learning into the Formal Mentoring about such issues. Poor behavior may include but is not limited to blatant repeated errors in editing that damage the map, not following Formal Mentor direction with an intent to frustrate, repeated rude behavior to others in the Waze Community, and intentional disrespect to the Formal Mentor. In such cases the Formal Mentor is expected to clearly articulate the issue and present evidence to other Champs for discussion and advice. Such behavior could result in ejection of the Mentee from the Formal Mentoring program and other appropriate steps as needed such as revocation of editing privileges.

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