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Most of what's written here is good management skills, some can overlap with mentorship but it's not the same. Mentoring would be teaching people how to deal with something themselves in the future. Giving feedback, showing a better way of doing something, advising. Example: When I was a Jr account person, my boss taught me everything about the industry and she used to have little debriefs with me after meetings or calls to go over what just happened and what was said - "next time the client asks this, it's better to say this instead for a better result"; "when creative says X, they actually mean Y, so you say Z"; "X person has a short temper, when you have people like that on the team, it's better to not engage until they've calm down, if you have bad news, swing by their office to tell them in advance of the meeting", etc etc. Or, she'd tell me what to say in an email to a client, have me write it myself, then come over to read it and tell me "this is good, that is said well, good idea to provide dates but these are too many options, will be better if we just give client two dates only that work best for us and see what they say". You get the idea. It's like teaching life skills and definitely exemplifying what you teach. She used to tell me her rationale for saying what she said to team or client and techniques she used so I understand the objective behind the behavior.
Listening. Ask them how they are - not just with their projects. But personally, emotionally. Let them know you’re there to support them and make them succeed.
Soft skills are more important in mentorship than teaching someone something new
A good mentor avoids micro management, but also steps in to solve problems
Listening
Ability to provide good feedback
Advocating
Helping unlock opportunities (training, rotations, etc)
Lack of bias
Patience
This ^ was especially helpful. Thank you
Anytime, OP. I love mentoring people. The feeling is like taking someone under your wing. That's how I felt back in the day under my first boss to whom I owe my career. A mentor doesn't have to be your direct boss or even in a direct managerial position, but really good managers are pretty much always good mentors, too.
Understand and encourage them in their aspirations, provide the voice of reason when they are off-track. KPI's for mentorship are likely to be subjective in nature, so look to be a quality resource.
The first thing you should do is read Crucial Accountability - it is an amazing guide to having conversations (both good and bad) and leading a team in which everyone feels like they have a voice. Other than that, start by asking the team what they want to know and what they think they need to know; if you can quickly identify any gaps in knowledge or skill set, you can quickly show some wins by setting up trainings, etc..