Effective Mentoring workshop Janice MacInnes

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Effective Mentoringworkshop Janice MacInnes

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Programme Aims and Objectives

• Aim
• 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

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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

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Mentoring - history

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

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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)

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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)

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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)

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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.
• Cant 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)

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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?

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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 persons good will
• Taking risks we make ourselves vulnerable
• Perception we trust others based on a
  number of factors
• Caproni (2005)

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Skills of Mentoring

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

• Core values of
• Vision and goal-clarity
• Supportiveness
• Confidence-building
• Consideration
• Risk orientation
• Patience
• Trust-building
• Openness
• Clutterbuck, D. (2006)

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Transactional Analysis
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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