Tell me about a time when you helped mentor a new joiner.

Question

Anonymous · Accepted Answer

I was having a team member, who was technically strong, but when it came to
gelling with the team members, he was having problems. His comments/feedback for
the technical artefacts, or for ones understanding of a problem, was showing
people in a bad light. Team members were apprehensive, working with him. People
started to unplug themselves while that person was around. I could sense that,
the team’s engagement had started to wane. If that had continued, we were at
risk of losing that person from the team.
I initially un-plugged him from the team discussions and meetings and started to
have a daily sync-ups with him. Sensitised him about working as a team and how
successful teams thrive in the organisation. Made him enrol for some trainings
like - Seven habits of highly effective people. Recommended that training mainly
because of the focus it lays on - personal change, collaborations with the team
etc.
Then he started to show empathy towards the team members, started to mingle with
team, started to give constructive feedbacks for the technical contributions and
started to show respect to the fellow team members. The bridge that was created,
started to disappear. And we finally made him part of all the discussions and
meetings and today, he is one of the go-to person in the team.

Anonymous · Answer

I was having a team member, who was technically strong, but when it came to
gelling with the team members, he was having problems. His comments/feedback for
the technical artefacts, or ones understanding of a problem, was showing people
in a bad light. Team members were apprehensive, working with him. If that had
continued, we were at risk of losing that person from the team.
I initially un-plugged him from the team discussions and meetings and started to
have a daily sync-ups with him. Sensitised him about working as a team and how
successful teams thrive in the organisation. Made him enrol for some trainings
like - Seven habits of highly effective people. Recommended that training mainly
because of the focus it lays on - personal change, collaborations with the team
etc. Then he started to show empathy towards the team members, started to mingle
with team, started to give constructive feedbacks for the technical
contributions. And we finally made him part of all the discussions and meetings
and today, he is one of the go-to person in the team.

Anonymous · Answer

I was having a team member, who was technically strong, but when it came to
gelling with the team members, he was not doing a good job. Team members were
apprehensive, working with him. If that had continued, we were at risk of losing
that person from the team.
I initially un-plugged him from the team discussions and meetings and started to
have a daily sync-ups with him. Sensitised of working as a team and how
successful teams thrive in the organisation. Made him enrol for some trainings
like - Seven habits of highly effective people. Then he started to show empathy
towards the team members, started to mingle with team, started to give
constructive feedbacks for the technical contributions. And we finally made him
part of all the discussions and meetings and today, he is one of the go-to
person in the team.

Tell me about a time when you helped mentor a new joiner.

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