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8/2/2019 HildeWillems - Executive Mentoring at Johnson & Johnson
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Executive Mentoringat Johnson & Johnson
Hilde Willems, [email protected]
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What I would like to share with you
Strategic Goals
Mentorship comes with ageStages of concern, Cora Smit
Best practiceWLI 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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200 companies
in 57 countries in the worldwith sales in more than 175 counties
Worldwide Comprehensive and Broadly Based Health Care Company
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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 haven
and 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 onebegins a new line of workor learns a new andcomplex skill
characterised by aspecific concern,
a care or preoccupation
determines
what kind of support
people needwhat kind of support theyare willing to give toothers
Self
The Other
Essence
Impact
The Task
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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!
Self
The Other
Essence
Impact
The Task
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Stages of Concern: the Task
Concern
How do I do it well?
Needs
Task-oriented feedback
Technical skills training,
professional literatureLearn from technicalexpert
Intervision with peersfocused on daily issues
Willing to give
Be a buddy to anewcomer
Self
The Other
Essence
Impact
The Task
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Stages of Concern: the Other
Concern
People are important
Needs
Person-oriented feedback
(Inter)personal skills
trainingPersonal coach
Willing to give
Work with peopleCoach people
Self
The Other
Essence
Impact
The Task
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Stages of Concern: Impact
Concern
And now everything has tobe different
Needs
Challenging projects andrelationships/networks
Attend / speak atExec. Conferences, MBAs
Mutual respect from leader
A mentor
Willing to giveShare vision and expertise
Lead larger group of people
Self
The Other
Essence
Impact
The Task
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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 restExecutive coach
Willing to give
Be meaningful to others
Be a mentor to others!
Self
The Other
Essence
Impact
The Task
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Mentoring topics
Learningexperiences
Interests
Successes &Failures
Work/life balance
Work Values
Lookinginward
Fears & doubts
Skills & Needs
Behaviors &impact
Tactical
approaches
Politics
Trends
Culture
Lookingoutward
Opportunities
Alternatives
Career PlanningSelf-development
Lookingforward
Discussiontopics
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Mentoring best practice:
WLI(Women Leadership Initiative)Senior Management
Mentoring Program
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Importance of mentoring for womens advancement
Catalyst study - large corporations and firmsacross 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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WLISenior Management Mentoring ProgramHow it started
Decision of Janssen Site Management BoardCommitment of Senior Management to mentorfemale executives
Now 3rd wave
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WLISenior Management Mentoring ProgramGoals
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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WLISenior Management Mentoring ProgramDesign
Selection of mentees Female executives, appointed by mentors
Matching Done by HR/WLI, cross-business unit,based on GLP (J&J Global Leadership Profile)
Mentors: areas of expertise & experience
Mentees: learning goals & expectations
Kick-off event
for mentors & mentees
Set context & goals / Break the ice
Workshop for mentees Refine learning goals / Strengthen communication skills
GO ! Mentees schedule first mentoring session
ProgressionSupportFollow-up
Rule of thumb: mentees schedule session every 2 months
Regular intervision sessions for mentees
Intermediate survey & informal contacts
Formal closurefor mentors & mentees
After 18 months
Evaluate effects / Learn from experience / Celebrate results
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WLISenior Management Mentoring ProgramEffects measured
Supporting personal growth in GLP-competencies
0 2 4 6 8 10 12
Strategic thinking
Self-awareness & adaptability
Organization and talent development
Big picture orienation with attention to detail
Intellectual curiosity
Prudent risk-taking
Results and performance driven
Collaboration and teaming
Sense of urgency
Integrity and credo based actions
YES
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WLISenior Management Mentoring ProgramEffects measured
Other effects on thinking, feeling, career
0 2 4 6 8 10 12
Experiment with new
ideas/behavior
Insight in motivation &
consequences of
ideas/behaviors
Enlargment of a sense
of connection
Stimulation to job
move
Role clarity in
organization
Expanding of network
YES
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WLISenior Management Mentoring ProgramEffects measured: quotes from mentees
I learned most when I gotfeedbackfrom my mentor,although this was sometimes not so pleasant to hear.Once I reflected upon it, often together with my mentor, thisgave the most powerful insights.
A mentor can open doorsfor you because of his networkand broader knowledge of the business.
I learned from my mentor that if you have a problem selling"my caseto others
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WLISenior Management Mentoring ProgramEffects measured: quotes from mentees
I had a US mentor. We discussed topics like how is mycommunication perceivedby US-colleagues
I learned that you can only determine your next steps if you
know what yourpersonal long-term visionis.My mentor stimulated me to think about this long-term vision.The consequence for me was that I even saidno to a nextcareer opportunity, because it did not fit into this long-termcareer path. Having a long-term vision makes me feel more
at ease in my career.
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WLISenior Management Mentoring ProgramLong-term effect: building a mentoring culture
Good menteesmake good mentors.
Several mentees got engaged to become a mentor themselvesformally 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
EventsKick-off / Closing event
Training for mentors / mentees
Intervision for mentees
MaterialsBrochure
VideoMentoring School
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Mentoring is about
Risk
TRUSTVulnerability
See Mentoring Video (04:41)Nancy, Troy, Jan and Karen
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Mentoring is a win-win-win for
Mentee
MentorOrganisation
See Mentoring Video (10:58)Troy, Nancy, Jan and Karen