Presentation

Effective Mentoring workshop Janice MacInnes

Aim

Programme Aims and Objectives

• To explore understanding of effective mentoring practice

Objectives: By the end of the programme, you should be able to:

• Define the term mentoring and differentiate it from other supporting processes • Explore motivations for becoming a mentor and/or for being mentored • Analyse skills and characteristics required for successful mentoring relationships

What is mentoring? • Work in groups of 4-6 you have 5 minutes for the exercise • Go through the cards and decide which of the definitions describe mentoring • Discuss the issues this exercise raises

Mentoring - history Greek mythology: Ulysses entrusts his son, Telemachus, to the care of his longstanding friend, Mentor, to guide and educate him wisely.

Preferred Mentoring Definition My preferred definition is:

Mentoring is “off-line help by one person to another in making significant transitions in knowledge, work and thinking.”

Clutterbuck and Megginson (1999 p17)

Research on Benefits of Mentoring • Mentoring is positively related to job satisfaction as measured by career commitment …. • …. and to performance and productivity …. • …. and to career mobility and opportunity … • …. and to career advancement / promotion …. • …. the more so for women.

Garvey, Stokes & Megginson (2009)

Other Mentoring Research Findings (continued) • Mentoring shown to develop insights / confidence, but is not related to skills development ... • … Except when the mentor additionally takes on an explicitly ‘coaching’ role. • Mentors can report rejuvenation of own career and enhanced job satisfaction. • There is indirect evidence of enhanced performance by mentors in the opportunity provided to talent-spot and enhance team strengths. Clutterbuck, D. (2006)

Pre-conditions for Effective Mentoring • Organisational focus – Positive culture: • Where collaborative efforts valued. • Where mentoring consistent with vision & values. • Good interpersonal skills, including E.I.: – In both parties. – Can’t necessarily be assumed. • Organisational design: – Corporate level mentoring strategy. – That allows time for necessary interaction. – That allows for mentoring to be a priority. Clutterbuck (2006)

Openness & Mentoring • Mentoring works best when individuals are open about themselves and their performance. • … When they seek feedback. • … When the organisation creates a culture of openness. • … Where the appropriate giving and receiving of feedback is a normal part of organisational life. • … And where a blame culture is vigorously resisted. Clutterbuck (1992) Clutterbuck & Lane (2004) Your organisation?

Trust Definition: A willingness to ascribe good intentions to and have confidence in the words and actions of other people. Cook & Wall (1980)

It involves: Coping with uncertainty – we need to believe in the person’s good will Taking risks – we make ourselves vulnerable Perception – we “trust” others based on a number of factors Caproni (2005)

Skills of Mentoring • ‘Core values’ of – Vision and goal-clarity – Supportiveness – Confidence-building – Consideration – Risk orientation – Patience – Trust-building

– Openness Clutterbuck, D. (2006)

• Emotional Intelligence – Self-awareness – Self-management – Social awareness – Relationship management

Transactional Analysis: Parent

Nurturing Controlling

Nurturing (+ve) Spoiling (-ve) Structuring (+ve) Critical (-ve)

Adult

Child

Adapted Free

Co-operative (+ve) Compliant/resistive (-ve) Spontaneous (+ve) Immature (-ve)

References • • • • • • •

Berne, E. (1964) Games People play New york: Grove Press Caproni, P. Management Skills for Everyday Life New Jersey: Pearson Education Clutterbuck, D. (1992) Everyone Needs a Mentor. London: IPM Clutterbuck, D. (2006) 4th ed. Everyone Needs a Mentor. London: CIPD Clutterbuck, D. and Lane, G. (2004) The Situational Mentor: Aldershot: Gower Publishing Company Clutterbuck, D. and Megginson, D. Mentoring Executives and Directors Oxford: Butterworth- Heinemann Garvey, R., Stokes, P., & Megginson, D. (2009) Coaching and Mentoring: Theory and Practice, London: Sage