COMMUNITY DEVELOPMENT MODEL MENTORING (Advisor) FOR BUSINESS OFF- UNIVERSITY

Nguyen Dang Tuan Minh – Nguyen Dang Tuan Minh – Manager of SME Mentoring 1on1 Hanoi under SME Mentoring 1on1;

Presentation at the Workshop on Connecting Hanoi’s Innovative Startup Ecosystem

What is Mentoring? Mentoring is generally understood as a relationship between a more experienced person (mentor) assisting a less experienced person (mentee) to develop themselves, achieve goals and /or perfect life skills. In fact, mentoring is a special, voluntary, non-profit relationship. In order to enter this relationship, both parties need to really realize that it is beneficial for them to become an advisor/mentee. A mentoring relationship, unlike a coaching or training relationship, is a long-term relationship and is based on mutual respect and sharing and voluntariness of both. In the world, most successful entrepreneurs have a mentor and become a mentor. A typical mentor’s motivations are: – Learn from the young generation – Share and listen to help develop young people – Train yourself in leadership and influence positively Other- The desire to contribute and give back to the community good values. The motivation of people looking for a mentor is usually: – Learn from people who have had a lot of experience going before – Listening to ideas Critical ideas or helpful questions to think about your problem – Network development and relationship building Why is it important to develop a mentoring culture in business? A weak community is a community without support and learn from each other. Mentoring is a culture that helps develop a community that is highly supportive, learning from each other and willing to share. Business is not only competitive, but in fact, mutual learning and support is always essential. Any business owner needs leadership training. In fact, mentoring is an activity that increases the skills and influence of the top leader. Around the world, mentoring culture is very strong in the US. We have heard of famous mentor-mentee pairs such as: – Steve Jobs and Mark Zuckerberg – Christian Dior and Yves St. Laurent- Warren Buffett and Bill Gates Those relationships are always praised by the mentors and mentees themselves thanks to the questions and special experiences they have. Steve Jobs is Mark Zuckerberg’s mentor and he himself has many mentors, one of Steve Jobs’ mentors (founder & CEO of Apple) is Zen Master Kobun Chino Otogowa. The influence of this Zen master on Steve Jobs can be clearly seen through the minimalist philosophy in the design of Apple products. Zen master Kobun Chino Otogowa was present at important personal events in Steve Jobs’ life. The relationship between the two parties lasted for more than 20 years until Zen Master Kobun Chino Otogowa passed away. In fact, mentoring has become an irresistible trend in the world, from large or small organizations should all Take advantage of building a mentoring culture to grow your organization. In terms of business building and development: A study published in Forbes (2017) shows that: Having a good mentor is a key factor to increase the level of engagement with the company for Generation Y (also known as generation Y). Millennials – people born between the early 1980s and early 2000s). Millennials, are twice as likely to stay in the business for more than 5 years if they have a mentor (68%) compared to the group without a mentor (32%). Without developing a mentoring culture, businesses are at risk of losing good people. That is also one of the reasons why business leaders and managers themselves should become mentors to develop a mentoring culture in their organizations. Therefore, building a corporate culture has the following benefits: – It is a proof to employees that the company really cares about them, their development, and listens to their questions. employee engagement with the enterprise – Improve employee satisfaction with the enterprise. This is true for both those who become a mentor and have a mentor – This can be the most economical way to help a company increase employee satisfaction. In terms of building and developing a strong business community of a community, organization and a country The development of a mentoring culture helps generations of entrepreneurs to have cohesion and mutual support. Great entrepreneurs around the world have become mentors because they see it as an opportunity to learn from young entrepreneurs and contribute to the development of a new generation of entrepreneurs. Mentoring is also a way for them to find new business models, future values, and new investment opportunities. Summary by Jeff Hoffman, one of the world’s billionaires once summed up, an entrepreneur became a mentor because of (1) National pride: All entrepreneurs are having the desire to contribute to the country, helping young entrepreneurs is the future of the country and becoming a mentor for these people is the way to build a better future; (2) Learn and hone: Being successful entrepreneurs doesn’t mean we know everything. Becoming a mentor is the fastest way to learn from the younger generation. That is the motivation of entrepreneurs who always want to learn new things; (3) Foreseeing the great things of the future: Being a counselor prepares you to fit in with the currents of the times and maybe even be a part of the great things of the future. Young entrepreneurs themselves also need a mentor for the following reasons: As a business going through difficult times, business owners sometimes don’t need to find people to answer questions for them, but need people to help them. Ask good, useful questions for your business. Start-ups need Mentor because real business owners need someone to guide them, keep the fire burning, a friend who never judges when they do wrong, someone who just asks questions to let them decide for themselves. reorienting their life and career. Popular mentoring models in the world in the field of business In the world, there are 5 popular mentoring models in business, depending on the characteristics of the industry, field, motivation, Different organizations may pursue different mentoring models (according to Management-mentors).

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Watching: What is Mentor?

1. 1:1 mentoring model is the most common type whereby a mentor will be paired with a mentee. This is also the preferred type as it helps both parties to grow and develop their personal relationship, allowing to support people with good personal development based on the personal support of the mentor. mentor. The biggest limitation of this model is the limited number of mentors with high commitment and maximum mentee support. The famous mentor-mentee pairs mentioned above are all groups pursuing the 1:1 mentoring model. With this model, having a program manager is essential. 2.

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Resource-based mentoring model is a model that has many characteristics similar to the 1:1 mentoring model. The only difference is that mentors and mentees are not interviewed and matched by a mentoring program manager. Instead, the mentors agree to put their names on the list of mentors in the program and the mentee can choose for themselves. Mentee will be the person who voluntarily chooses, decides and proposes the route by asking the mentor to voluntarily help. This model’s main goal is to mobilize voluntary resources from mentors and mentees can exploit those resources by actively contacting and asking for mentors’ support. Due to the lack of support and high organization, the main limitation is the phase difference between the mentor and the mentee. 3. Team Mentoring Model Group Mentoring is a model that requires a mentor to work with 4-6 mentees at a time. Meetings take place 1-2 times/month and to discuss different topics. Combining mentoring from people with specialized knowledge with simultaneous learning from friends in the group, the mentor and team members support each other to learn and develop the necessary skills and knowledge. . The difficulty of this mentoring model is maintaining regular meetings for the whole group. Mentoring in groups is also difficult to help build personal relationships. Some incubators or accelerators or groups of businesses in the same industry can take advantage of this mentoring model to exploit the strengths of successful mentors in the industry and share experiences and skills with young businesses. more (the mentees). 4. Training-based mentoring model This model is directly tied to a training program. A mentor will be assigned to work with a mentee and directly help the mentee develop a specific career skill taught in the program. Training-based mentoring is a model that is rarely applied because it focuses on a specific subject and does not help mentees develop all-round skills. However, in some cases, 5. Mentoring model for managers/executives This is a top-down “impression” model but is the most effective way to build and nurture a mentoring culture. in an organization. It also helps to develop mentoring skills and knowledge within an organization the fastest. This model is extremely attractive to organizations that are looking to build a culture of mutual support within the business and retain good people, helping to limit brain drain. Accordingly, every employee/manager/executive in the organization can find a mentor at a higher level, not necessarily in the same department, to build relationships and learn from that person. This model is also suitable for small and large organizations. However, the failure of the model in organizations can also be due to the subjective imposition of the manager’s lack of knowledge and experience in mentoring. Where does mentor community development start?

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Mentoring is a culture, so building a community to nurture culture takes time and effort from many sides in it. From the experience of implementing mentoring activities in Hanoi with the 1:1 mentoring model and having implemented mentoring activities based on training and observations during the recent operation of mentoring programs, we Realizing that, for the non-university sector, it is necessary to have an approach following several major steps in order to have a model that is open enough, flexible, capable of rapid adjustment but with quality assurance. In essence, every mentoring program needs to accurately determine the model they pursue, the strengths and weaknesses of current resources to choose the right model. To identify the model, it is necessary to consider that the starting point must be the seeds in the entrepreneurial community who are willing to become mentors, with high commitment. Here are some tasks an organization should consider: – Choose a model that best suits the characteristics of the industry and organization as well as its current resources. The model can completely change and or adjust over time- Encourage spontaneous efforts from individuals in the organization to find a mentor and from there to multiply into a mentoring model for the organization to ensure the integrity of the organization. sustainable and comes from the actual needs of individuals in the organization, not an administrative imperative. – Start from a small scale trial to verify the needs and effectiveness of the program- Have a manager and written program rules. More than that, the program needs to have philosophies and target specific audiences. Some common mistakes make mentoring programs ineffective: – Not clearly defining the target audience (mentee) or the purpose of the program (helpful to a mentor/mentee in any way) – Do not specify the model of the mentoring program you are pursuing and what the goal of the model is. Mixed coordination between models leads to overlap in management or very lax management, wasting resources and creating confusion for participants (both mentors and mentees) – Derived from the leader’s subjective desire and administrative imperative to implement a mentoring program in the organization when the manager/leader has not really experienced being a mentor and/or mentee- Focus on skills training becoming a mentor and mentee without focusing on awareness and expectations and carefully analyzing the specifics of the model you/your organization pursues- Train a mentor/mentee but don’t have the support to build that relationship sustainable way as well as applying the mentoring model based on resources (above) but without monitoring, support and adjustment activities, the relationship-mentee does not develop sustainably – Abuse of technology platform Too much is also one of the reasons why it is difficult to build a long-term mentor-mentee relationship. Technology should only be a catalytic and supportive tool. – Focusing on community development of well-known mentors, owning large businesses but too busy and not highly committed to the program, and not really contributing to their own development and mentee. References:

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http://www.thesaigontimes.vn/142578/Mentor-va-Mentee-%E2%80%93-don-gian-…

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