by Valerie Ryder, PWA Director of Professional Services

As we approach the opening of the application process of the PWA Mentoring Program (mid-March), you may be interested in the idea of becoming a mentor – and you may also be wondering if you have what it takes. Preconceived notions about the requirements of a good mentor, or even simple modesty, might have raised question marks about your appropriateness for this role.

In the framework of a network mentoring program such as PWA’s, the description of an effective mentor is somewhat different than that of a traditional corporate mentor. To clarify this distinction, we have identified the ideal characteristics of mentors in the PWA program, as well as the roles they may fulfill.

Characteristics of PWA Mentors

1. Relevant experience and/or knowledge. Potential mentors need to have knowledge (general, technical, or skill-related) or experience in a certain area which could be useful to an aspiring mentee. The first part is easy – we all have experience and knowledge. The second part - whether it would be useful to someone else- is where there may be uncertainty. The answer is: It is very likely that it would be beneficial. To be sure, apply as a mentor – you never know who may be in need of the experience you’ve got!

2. Communication skills. Effective mentors are skilled in a certain number of key communication areas, such as active listening, providing constructive feedback, and demonstrating empathy. The training workshop we will be holding for all participants will cover a number of these competencies.

3. Willingness and availability to contribute to the success of others. PWA mentors need to want to help fellow women in their professional advancement, and commit to the availability requirements of the program, knowing that they in turn will surely derive worthwhile benefits in the process.

Reminder: There is no minimum age, seniority, professional level, or educational qualifications in the PWA Mentoring Program.

Various Roles of Mentors
In the PWA program, we anticipate that mentors will play one or two of the roles described, but certainly not all of them. In fact, it is widely recommended that women develop a panel of mentors – both women and men – with diverse backgrounds, skills and connections, in order to receive the different types of guidance and support they may need.

Counselor. In this role, fundamental in a network mentoring program such as PWA’s, the mentor is supportive and acts as a sounding board to help her mentee successfully move forward professionally.
- Offers suggestions based on her own professional experience and helps mentee avoid any mistakes she may have made.
- Candidly shares issues related to gender in the workplace.
- Helps the mentee strategize to achieve career goals and weigh the pros and cons of career choices.
- Explains the unwritten rules in the mentee’s environment.
- Assists with strategies for time management essential to balancing work and personal life.

Coach/Advisor. The mentor may serve as a coach/advisor in giving candid feedback, providing assistance with career development, and advising on how to accomplish objectives. Although coaching and mentoring are overall quite different, this is one area where there is some overlap.
- Helps the mentee clarify her performance objectives and areas she would like to develop.
- Offers the mentee candid feedback and provides specific recommendations on areas in which the mentee would like to improve.

Role Model. In certain cases, the mentor may be an inspiring role model. Observing how others conduct themselves and interact with others is often cited by successful individuals as one of their key strategies.
- Leads by example.
- Demonstrates knowledge and insight into applicable informal political processes.
- Exhibits components of an effective leadership style.

Advocate. The mentor may from time to time act as a sponsor for the mentee.
- Opens doors and introduces the mentee to select members of the mentor’s network of contacts.
- Informs her mentee about any appropriate professional or educational opportunities she may be aware of.
Note to mentees: Please do not expect this of your mentors – this is an optional added benefit!

For more information on the PWA Mentoring Program, contact us at professional@pwa-milan.org.
• Valerie Ryder, Mentoring Program Leader and Professional Development Director
• Monique Svazlian, Mentoring Program Coordinator

* Adapted from “Creating Successful Mentoring Programs: A Catalyst Guide”.

by Monique Svazlian, Mentoring Program Coordinator

By now it is likely you have heard about the upcoming PWA Mentoring Program, scheduled to launch in the spring. As we continue planning the program, we are already hearing from many of our members interested in participating. Considering this is a first-time program for the Milan network, we would like to clearly communicate the steps on how to apply and what to expect from the process in order to make it as straightforward as possible.

Step 1) Fill out the PWA Mentoring Program Application Form – Mid-March to Mid-April
The application forms will be available on the PWA website beginning mid-March, and the application period will last until mid-April. Keep an eye out for more communication from us informing you when the forms become available on-line. This is the only way to apply for the program - you will be asked to fill out a Mentor or Mentee Profile, depending on the role you are applying for, which will help us find you the right match.

Step 2) Attend the workshop “Identify Your Mentoring Expertise” – April 7th
Whether you believe you could be a Mentor or not, this optional workshop will help you identify the expertise you have to be a Mentor. We all have useful experience, backgrounds and training that can be potentially helpful for others. Through this mini-workshop, which will take place at the April Networking Aperitivo, you’ll identify your “Inner Mentor” which will gear us all up to participate fully in the program. It is open to all members and guests, and is not a prerequisite for becoming a Mentor.

Step 3) Receive email notification: Match successfully identified – Early May
At the close of the application period (mid-April), we will evaluate all applications received. Pairs will be matched based on the level of relevance between objectives stated by the Mentee and available Mentor experience and skills. If we are able to identify an appropriate match, you will be notified via email by the beginning of May.
Note about Participation: As this is a first-time program and we would like to ensure a high-quality service to members, we are limiting the Mentor/Mentee pairs to 10-12 in total. Given the level of interest expressed in the program so far, we anticipate the possibility of receiving more applications than we can fulfill in this first round. Applicants who are not successfully matched will be notified by email that they have been placed on a waiting list for the next edition of the Mentoring program, planned for early 2011.

Step 4) Attend the PWA Mentoring Program Launch Event – May 19th
The official Mentoring Program Launch event will be open to all program participants, PWA members, and guests. The event will be the first time you officially meet your Mentor/Mentee partner, as well as hear from a panel of speakers and testimonials from our Honorary Mentors.

Step 5) Attend the Mentoring Program Skills Training Workshop – Late May
This half-day workshop, an essential component of the program, will be geared towards developing skills to ensure your success as a Mentor or Mentee. We will cover active listening and other communication skills, do’s and don’ts of good mentoring, topics to bring to the mentoring sessions and how to get the most out of your Mentoring relationship.

Step 6) First Mentoring Program period – June-November
The actual Mentoring sessions will begin in June and last for six months. Mentoring pairs will meet for one hour or more per month, in person, via phone or video-conference.

Step 7) Check-in’s and satisfaction survey – June-November
We will be checking-in with each Mentoring pair throughout the program to ensure the Mentoring relationships are running smoothly. Coaching on the mentoring process will be available to those interested. Further, a survey will be carried out at the end of the first period to gauge participant satisfaction and gather ideas for future improvements.

Step Post-program publication - December
Finally, we will be collecting participant feedback at the end of the program to include their takeaways, experiences, and recommendations to others in an official PWA Mentoring post-program publication.

If you have further questions about the application process or about the program itself, please don’t hesitate to contact us at professional@pwa-milan.org
• Valerie Ryder, Mentoring Program Leader and Professional Development Director
• Monique Svazlian, Mentoring Program Coordinator

Why can retirement planning be more complicated for women who work and live internationally? What will be required to avoid a shortfall in retirement planning? What are the common pitfalls? What are the tax implications? What are the advantages of having an international status?

Recognizing the need for clear and honest financial advice, in an often non-transparent industry, international financial planning expert Gavin Pluck shares his experience to help us plan for our financial future with better clarity.

About Gavin Pluck
Gavin joined Guardian Wealth Management in a senior position in 2003 after having spent 7 years as European Director with a firm of London based advisors.
As an experienced qualified International IFA he has developed and conducted a number of financial seminars and workshops around the globe specialising in Financial Management for Women.
Gavin heads up a team of 40 consultants within the European Division of Guardian Wealth Management and currently resides near the French-Swiss border with his wife and three children.

Cocktails 7-8 p.m. / Presentation 8-9.30 p.m.
Grand Hotel et de Milan. Via Manzoni 29, MM Montenapoleone

PWA 2010 membership renewal fees may be paid in cash at this event.

Roger Abravanel wrote an interesting comment on how the lack of women in Italian boards will negatively impact their performance.

The article was published on Il Corriere della Sera last saturday and is posted on his blog Meritocrazia. Abravanel’s position on Women on Boards isperfectly in line with the goals and spirit that drove our Ready-for-board Women initiative: we are not asking to appoint more women because of equality, but because of merit.

If you wish to read the article, please click here.

Avivah Wittenberg-Cox, Founder and Honorary President of the European Professional Women’s Network, will present and discuss together with a panel her book “Rivoluzione Womenomics - Perché le donne sono il motore dell’economia”. The event will take place monday, March 8th at Il Sole 24ore starting at 18.

If you want to know more about the event click here.

by Kristina Tool

What can companies do to not lose valuable resources when employees take time for maternity leave? What can women do to remain competitive in the workplace if they take time away from the office for maternity leave? PWA hosted a panel of speakers on February 17 at the Grand Hotel et de Milan and generated a list of tactics that both women, and the companies who value them, can use to continue to benefit both business and women.

The panel was comprised of Barbara Cominelli, Strategic Planning Director at Tenaris Dalmine, Lynn Chasson, EU Controller at Arvin Meritor and Mara Caverni, Partner at Price Waterhouse Coppers - Private Equity Leader.

Questions about returning to work post maternity leave initiated a discussion in which    the panelists spoke candidly about their experiences. Barbara Cominelli explained that a successful maternity leave begins with planning what to delegate, what to reduce and which responsibilities to keep control of while away. 

Lynn Chasson related how her experiences away from work varied with each of her three children. With more than ten years of work experience, she had risen up the corporate ladder and did not want to lose her place while growing her family. Due to company restructuring during her first two pregnancies, she was unable to return to job. During her 3^rd pregnancy she was without work and post pregnancy faced the challenge of getting back into the job market and achieving her pervious level. She started small and actively pursued opportunities through her networks, eventually working for a previous boss who knew that having a family did not interfere wither abilities to perform her job.

Mara Caverni provided a perspective, not as a mother, but as a partner who did not want to lose two strong employees who left for maternity leave. In each case she was able to shuffle her teams and shift their responsibilities to manage projects while these women were away. It was not always seamless but with open communication and a commitment to stay in touch, Mara and her team were able to manage this temporary shift with great success.

All panelists agreed that good planning and outside help were essential to making this work. The discussion opened up to an active Q&A period from the audience, generating more suggestions about what both companies and individuals can do to have a successful maternity leave. Many from the audience contributed to help formulate a list of actions, including Maria Grazia Bizzarri, HR Manager Corporate Function Vodafone. Maria Grazia shared information about Vodafone’s culture of recognizing the value which diversity in the workplace contributes and how they actively cultivate an atmosphere which supports women, something that we hope more companies will begin to do.

With the goals of supporting women and bringing more value to business, the evening’s event produced the following tactics:

COMPANIES:

• Allow flexible schedules
• Allow part time work
• Enable employees to redefine roles and duties
• CEO and top executives must demonstrate support for diversity and set up business to allow women to return
• Educate the employees; produce written guidelines to provide all employees with strategies on how to work successfully with colleagues on maternity leave
• HR to maintain contact and provide guidance during transition
• Make it a goal to manage people by objectives met, not simply physical presence in the office.
• Provide coaching to employees on leave
• Evaluate process in place to manage maternity leave and share success of established programs

 INDIVIDUALS:

• Plan leave in advance
• Decide which duties you can delegate, reduce, keep
• Stay in touch with work
• Strategies to return:
  • Start small, freelance in current field
  • Use professional and social networks
  • Use personal coach to validate your value
• Have support at home
• Don’t stay away too long
• Choose good companies and supportive bosses
• Be clear with your boss and company about your intentions
• Don’t lose your ambition

It’s with pleasure that we share the information below on EuropeanPWN Oslo member, Magali Rouyer Johnsen who is the recipient of an IE EPWN Scholarship (read the post).   She will receive 20.000 Euros toward her academic program at IE Business School.  

On behalf of the EuropeanPWN Federation we congratulate Magali! President Council EuropeanPWN

Magali writes to all Presidents

“Thank you so much for all your congratulations. I am awed to be part of such a wonderful organisation and would like to thank you all at EuropeanPWN!  Special thanks go to Jennifer who has been giving me her unconditional support since July 2009 and to Marijo who has brilliantly negotiated this great scholarship!  I will be using the week-end and the next few days to plan for this incredible opportunity! Warm and excited greetings from Oslo!”   Magali

Our PWA member Barbara Cominelli is one of the “40 under 40″ chosen by the business magazine Economy.

She was also chosen Donna Manager 2009 by Aldai/Federmanager and awarded last month (Amazzoni Donne del lavoro 2009). Congratulations!

If you want to read the article (pdf, in italian) click here.

You may have already heard about the flagship event we have planned for our members this year, but for those of you who haven’t, we are excited to unveil PWA Milan’s Mentoring Program.

The PWA Milan Mentoring Program is the first of its kind for our association, and is spearheaded by Valerie Ryder, Director of Professional Development. Between 20 and 30 members will have the opportunity to participate as Mentors or Mentees in the initial period of the program, meeting for a minimum of one hour per month for six months. The launch will take place in May and the first edition will last through November of this year.

Why Is Mentoring Important?
Mentoring plays a critical role in the advancement of women professionals in all sectors. Lack of mentoring, exclusion from networks, and absence of women role models are cited as the key barriers to career advancement for women. A mentoring relationship can provide structure for the development of individual skills and leadership abilities.

How Does Mentoring Work?
A mentoring relationship is based around the Mentor sharing her professional experience and knowledge with a Mentee. It is not advice, coaching or counseling. It may address specific personal projects, business successes or general conditions in the mentee’s profession. For more information the definition of mentoring, please see the related article entitled “What Is Mentoring All About” here.

The success of mentoring depends directly on the engagement of both parties and responsibility of both for their own progress, which are demonstrated in concrete actions. The success is measured as the achievement of the initial goals and the satisfaction of the Mentee and Mentor with the mentoring relationship.

Mentor as Role Model
Many of you are mentors and might not even know it! All of us have accomplished various goals, overcome barriers, reached career heights, and have general life and professional experience. As women we tend to downplay our successes and perhaps not realize what we have to offer to others in terms of our professional and personal experiences. Perhaps someone could benefit greatly from the wisdom and knowledge you’ve gained through your experience. Think of a role model or mentor in your life that has inspired you in some way – what became possible for you because of this person? Imagine how it would feel to be a role model for an aspiring mentee?

The importance of having a role model and someone to look up to can not only be inspiring, but absolutely necessary for some who may not believe it’s possible for them to achieve their goals. Mentoring can offer the pathway for women to have professional role models they need to ignite them towards increased professional success.

Apply for the Mentoring Program

Keep an eye out for upcoming communication about how to apply as a Mentor or Mentee in the Mentoring Program. In the meantime, if you would like to participate or would like to have more information, contact us at professional@pwa-milan.org
• Valerie Ryder, Mentoring Program Leader and Professional Development Director
• Monique Svazlian, Mentoring Program Team Member

We are excited about the upcoming implementation of the PWA mentoring program and would like to share not only our enthusiasm with you, but also some important information on mentoring in general. Over the next few months you will find a series of informative articles on mentoring, of which this is the first, in the newsletter and on our website.

So what is mentoring, after all?

Mentoring is a voluntary, not-for-profit relationship between two individuals who each take a defined role: The Mentor is a person with relevant knowledge and experience, while the Mentee is a person who wants to learn from the mentor for her personal and professional development. All PWA members are welcome to apply to participate, for free, as mentors or mentees in the upcoming Mentoring Program. For more general information please see the related article entitled “Introducing the PWA Mentoring Program” here.

The basic concept and process of mentoring is simple and straightforward: Mentoring is a relationship that is created to share knowledge and experience for learning in a purposeful way.

To share knowledge and experience refers to the fact that age and seniority are no longer the decisive factors for choosing a mentor with the experience required to face today’s challenges. The traditional form of mentoring, characterized by a “wise elder mentoring the protégé(e)”, has given way to new, more egalitarian forms of mentoring. In the PWA Mentoring Program, there is no minimum age or seniority requirement for mentors.

For learning in a purposeful way is where the key strength of the mentoring process lies. The relationship is based on learning – and effective learning needs a clear purpose to prevent mentoring from becoming just another opportunity to talk with a friend. In our Mentoring Program, each mentee will have clearly specified her objective(s) upfront.

Mentoring vs. Coaching

There is a common misconception floating around: that mentoring can provide the same benefits as coaching, and vice versa. Mentoring has sometimes even been referred to as “poor man’s coaching”.

The two indeed have a number of areas in which they overlap. Both mentor and coach need to share their knowledge in a way conducive to learning. Moreover, both mentee and coachee are responsible for their own learning. Mentoring and coaching are about bringing out the very best in people by listening, asking questions and providing feedback. They are both developmental relationships.

In truth, mentoring and coaching require different skills and knowledge. Mentoring and coaching differ in that a coach needs to be an expert in the areas and skills required to foster her client’s development, while a mentor has specific knowledge or a particular experience the mentee is looking for.

The mentor and coach have different roles in the learning process. A coach is responsible for the challenge of stimulating and guiding the coachee to reach a higher level of her potential. In short, a coach applies coaching skills in order to help others to learn rather than to teach them. A mentor, as role model, shares relevant experiences, and leaves it to the mentee to apply the knowledge in a way that best suits her purpose.

For more information on the PWA Mentoring Program, contact us at professional@pwa-milan.org
Valerie Ryder, Mentoring Program Leader and Professional Development Director
Monique Svazlian, Mentoring Program Team Member

Some of the information contained in this article has been loosely excerpted from the book “Women@Work No.7: Mentoring - A Powerful Tool for Women”, edited by Therese Torris and published by the EuropeanPWN. It is available for purchase at www.EuropeanPWN.net