Executive Mentoring at Johnson

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• Executive Mentoringat Johnson Johnson
• Hilde Willems, hwillems_at_its.jnj.com

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What I would like to share with you

• Strategic Goals
• Mentorship comes with ageStages of concern,
  Cora Smit
• Best practice WLI Senior Management Mentoring
  Program
• Key lessons learnt

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• Dr. Paul Janssen start research in 1953
• Part of Johnson Johnson since 1961
• More than 80 new drugs

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Worldwide
Comprehensive and Broadly Based Health Care
Company
200 companies in 57 countries in the world with
sales in more than 175 counties
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• MentoringStrategic Goals

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Leadership Challenge

• The most important responsibility all of us
  haveis to develop the leaders of the
  future.Its the greatest challenge we havenand
  its the most important legacy that we can leave
  behind
• William C. Weldon
• Chairman Chief Executive Officer

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Leadership Development
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• Mentorshipcomes with age

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Stages of Concern, Cora Smit

• 5 predictable stages of development, when one
  begins a new line of work or learns a new and
  complex skill
• characterised by a specific concern, a care or
  preoccupation
• determines
• what kind of support people need
• what kind of support they are willing to give to
  others

Essence
Impact
The Other
The Task
Self
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Stages of Concern Self

• Concern
• How do I survive?
• Needs
• Instructions, demonstration
• Confirmation, compliments
• A buddy
• Willing to give too soon!

Essence
Impact
The Other
The Task
Self
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Stages of Concern the Task

• Concern
• How do I do it well?
• Needs
• Task-oriented feedback
• Technical skills training, professional
  literature
• Learn from technical expert
• Intervision with peers focused on daily issues
• Willing to give
• Be a buddy to a newcomer

Essence
Impact
The Other
The Task
Self
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Stages of Concern the Other

• Concern
• People are important
• Needs
• Person-oriented feedback
• (Inter)personal skills training
• Personal coach
• Willing to give
• Work with people
• Coach people

Essence
Impact
The Other
The Task
Self
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Stages of Concern Impact

• Concern
• And now everything has to be different
• Needs
• Challenging projects and relationships/networks
• Attend / speak atExec. Conferences, MBAs
• Mutual respect from leader
• A mentor
• Willing to give
• Share vision and expertise
• Lead larger group of people

Essence
Impact
The Other
The Task
Self
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Stages of Concern Essence

• Concern
• How can I share this
• Needs
• Time to reflect
• Contribute to whats really important, say no
  to rest
• Executive coach
• Willing to give
• Be meaningful to others
• Be a mentor to others!

Essence
Impact
The Other
The Task
Self
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Mentoring topics
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• Mentoring best practice
• WLI (Women Leadership Initiative)Senior
  ManagementMentoring Program

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Importance of mentoring for womens advancement

• Catalyst study - large corporations and firms
  across 20 European Countries
• Top 5 barriers to Womens Advancement in
  Organization, by Women
• Stereotypes and preconceptions of womens roles
  and abilities 66
• Lack of senior or visibly successful female role
  models 64
• Lack of significant general management or line
  experience 63
• Commitment to family or personal
  responsibilities 62
• Lack of Mentoring 61
• (Per cent who strongly agree)

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WLI Senior Management Mentoring ProgramHow it
started

• Decision of Janssen Site Management Board
• Commitment of Senior Management to mentor female
  executives
• Now 3rd wave

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WLI Senior Management Mentoring Program Goals

• Personal and professional development of the
  mentee
• Political savvy - networking - strategic thinking
  - business knowledge
• Increase of gender diversity in the organization
• Gradual increase of the presence of women at a
  management level
• More visibility of women within the companys
  hierarchy
• Male managers with a greater knowledge about
  womens working conditions
• New knowledge for the organization of the
  importance of gender diversity
• Enrichment of leadership skills in the
  organization

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WLI Senior Management Mentoring Program Design
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WLI Senior Management Mentoring Program Effects
measured

• Supporting personal growth in GLP-competencies

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WLI Senior Management Mentoring Program Effects
measured

• Other effects on thinking, feeling, career

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WLI Senior Management Mentoring Program Effects
measured quotes from mentees

• I learned most when I got feedback from my
  mentor, although this was sometimes not so
  pleasant to hear. Once I reflected upon it,
  often together with my mentor, this gave the most
  powerful insights.
• A mentor can open doors for you because of his
  network and broader knowledge of the business.
• I learned from my mentor that if you have a
  problem selling" my case to others

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WLI Senior Management Mentoring Program Effects
measured quotes from mentees

• I had a US mentor. We discussed topics like how
  is my communication perceived by US-colleagues
• I learned that you can only determine your next
  steps if you know what your personal long-term
  vision is. My mentor stimulated me to think
  about this long-term vision. The consequence for
  me was that I even said no to a next career
  opportunity, because it did not fit into this
  long-term career path. Having a long-term vision
  makes me feel more at ease in my career.

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WLI Senior Management Mentoring Program
Long-term effect building a mentoring culture

• Good mentees make good mentors.
• Several mentees got engaged to become a mentor
  themselves
• formally or more informally
• in 1-on-1 relationships or group mentoring
  programs
• for male female mentees

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• MentoringKey Lessons Learnt

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• Formal support really helps
• Events
• Kick-off / Closing event
• Training for mentors / mentees
• Intervision for mentees
• Materials
• Brochure
• Video
• Mentoring School

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• Mentoring is about
• Risk
• TRUST
• Vulnerability
• See Mentoring Video (0441)
• Nancy, Troy, Jan and Karen

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• Mentoring is a win-win-win for
• Mentee
• Mentor
• Organisation
• See Mentoring Video (1058)
• Troy, Nancy, Jan and Karen