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What is mentoring? Two thoughts
“Mentoring is a protected relationship in which learning and experimentation can occur, potential skills can bedeveloped, and in which results can be measured in termsof competencies gained”.
Audrey Collin
“Mentoring is a long term relationship that meets a development need, helps develop full potential, and benefitsall partners, mentor, mentee and the organisation”
Suzanne Faure
What makes a mentor? Two thoughts
“A mentor should have the qualities of experience, perspective and distance, challenging the mentee and usingcandour to force re-examination and reprioritisation withoutbeing a crutch”.
Christopher Conway
“A mentor is a more experienced individual willing to share knowledge with someone less experienced in a relationship of mutual trust”. David Clutterbuck
Three stages to Egan’s mentoring model
Explore
Understand
Action
Source: Egan
Three ethical issues around mentoring
What are the boundaries of what can be discussed?
To what extent should the mentor attempt to direct the learner towards a particular action or decision?
In a conflict of interests between mentor andLearner where should the mentor’s priorities lie?
From: Clutterbuck and Megginson
Three keys to mentoring
Desire...drive, energy, enthusiasm, motivation.
Opportunity…time, space, support.
Competence…ability, skills, know how.
Source: Andrew Gibbons
Four considerations when starting on Four considerations when starting on mentoringmentoring
Identify and specify the business caseIdentify and specify the business case
Show real senior management commitmentShow real senior management commitment
Make all mechanisms and structures simpleMake all mechanisms and structures simple
Create and provide support throughoutCreate and provide support throughout
From: Christopher Conway From: Christopher Conway
19951995
Four criteria for evaluating mentoringFour criteria for evaluating mentoring
Level of commitmentLevel of commitment
Intensity of relationshipIntensity of relationship
Issues worked uponIssues worked upon
Needs satisfiedNeeds satisfied
From: Kram1985From: Kram1985
Four mentor obligations Four mentor obligations
The obligation to do goodThe obligation to do good
The obligation to avoid harmThe obligation to avoid harm
The obligation of fairnessThe obligation of fairness
The obligation of concern and careThe obligation of concern and care
Source: Moberg and ValesquezSource: Moberg and Valesquez
Four phases of mentoringFour phases of mentoring
Establishing rapport Establishing rapport
Setting directionSetting direction
Making progressMaking progress
Moving onMoving on
From: Clutterbuck and From: Clutterbuck and MegginsonMegginson
Four reasons mentoring failsFour reasons mentoring fails
Lack of clarity of focusLack of clarity of focus
Ineffective mentoring dialogueIneffective mentoring dialogue
Lack of understanding of mentoring as a Lack of understanding of mentoring as a development processdevelopment processLow emotional intelligenceLow emotional intelligence
Source: Clutterbuck 2005Source: Clutterbuck 2005
Four reasons mentoring succeedsFour reasons mentoring succeeds
Its aim is clearly explained and understoodIts aim is clearly explained and understood
It is perceived as practical, interesting and relevantIt is perceived as practical, interesting and relevant
The quality and outcomes are tangible and positiveThe quality and outcomes are tangible and positive
It has operated fairly and effectivelyIt has operated fairly and effectively
Source: Gibb 1994Source: Gibb 1994
Four stages to developing a mentoring Four stages to developing a mentoring
schemescheme
Defining the scope of the schemeDefining the scope of the scheme
DiagnosisDiagnosis
ImplementationImplementation
EvaluationEvaluation
From: Kram1985From: Kram1985
Four ‘types’ not suited to mentoringFour ‘types’ not suited to mentoring The fixer: The fixer: self-centred, wants to sort everything out themselves self-centred, wants to sort everything out themselves The bureaucrat:The bureaucrat:rule-bound and controlling, not flexiblerule-bound and controlling, not flexibleThe pleaser:The pleaser:unwilling to be at all challenging or confrontativeunwilling to be at all challenging or confrontativeThe talker:The talker:incapable of active listening and rapport buildingincapable of active listening and rapport building
Source: Tabborn Macualay and Cook 1997Source: Tabborn Macualay and Cook 1997
Five benefits to the mentorFive benefits to the mentor
Learning from the menteeLearning from the mentee
Acquisition of new skillsAcquisition of new skills
Better understanding of other’s work stylesBetter understanding of other’s work styles
Improved coaching and interpersonal skillsImproved coaching and interpersonal skills
The satisfaction of helping others developThe satisfaction of helping others develop
Source: Monica Forret et alSource: Monica Forret et al
Five mentee obligationsFive mentee obligations
Seek help on the basis of accurate premisesSeek help on the basis of accurate premises
Observe and report truthfullyObserve and report truthfully
Do not distort or withholdDo not distort or withhold
Be efficient and respect your mentor’s timeBe efficient and respect your mentor’s time
Recognise a debt of gratitude is owedRecognise a debt of gratitude is owed
Source: Moberg and Source: Moberg and
VelasquezVelasquez
Five psychosocial roles for mentorsFive psychosocial roles for mentors
Coaching initial guidance and teachingCoaching initial guidance and teaching
Exposing providing opportunities to performExposing providing opportunities to perform
Protecting sheltering from harmProtecting sheltering from harm
Challenging giving tasks that develop capabilityChallenging giving tasks that develop capability
Sponsoring outwardly promoting a menteeSponsoring outwardly promoting a mentee
From: Kosper 2002From: Kosper 2002
Mentors - sources of successMentors - sources of success
Supporting and celebrating successSupporting and celebrating success
Passing on street wisdom that worksPassing on street wisdom that works
Creating and developing personal chemistryCreating and developing personal chemistry
Being a truth teller - a ‘critical friend’Being a truth teller - a ‘critical friend’
Presence - credibility and source of good sensePresence - credibility and source of good sense
Adapted from: Mike PeggAdapted from: Mike Pegg
Five stages in mentoringFive stages in mentoring
Gaining awarenessGaining awareness
Building rapportBuilding rapport
Setting directionSetting direction
Making progressMaking progress
Moving onMoving on
Source: Source: Terence DeaneTerence Deane
Five things mentors help mentees focus Five things mentors help mentees focus uponupon
ChallengesChallenges
ChoicesChoices
ConsequencesConsequences
Creative solutionsCreative solutions
ConclusionsConclusions
Source: Mike Source: Mike PeggPegg
Six dimensions of mentoringSix dimensions of mentoring
OpenOpenClosedClosed
PublicPublic PrivatePrivate
FormalFormal InformalInformal
ActiveActive PassivePassive
StableStable UnstableUnstable
From: Garvey 1994From: Garvey 1994
Six essentials to look for in a mentorSix essentials to look for in a mentor
An established record of developing othersAn established record of developing others
A wide range of skills to pass on A wide range of skills to pass on
Strong knowledge of organisational cultureStrong knowledge of organisational culture
Sufficient time to dedicate to mentoringSufficient time to dedicate to mentoring
The ability to swiftly command respectThe ability to swiftly command respect
Knowledge of how people best accept new Knowledge of how people best accept new ideasideas
Source: David ClutterbuckSource: David Clutterbuck
Six key actions of a mentorSix key actions of a mentor
Gives unselfishlyGives unselfishly
Shows real interestShows real interest
Develops a safe, confidential relationshipDevelops a safe, confidential relationship
Create trust by being an honest challengerCreate trust by being an honest challenger
Broadens perspective and alternativesBroadens perspective and alternatives
Has a positive personal attitudeHas a positive personal attitude
Source: Andrew GibbonsSource: Andrew Gibbons
Six mentee benefits from mentoringSix mentee benefits from mentoring
Improved operational skillsImproved operational skills
Refined critical thinkingRefined critical thinking
Heightened self awarenessHeightened self awareness
Improved coaching and leadership skillsImproved coaching and leadership skills
Enhanced performanceEnhanced performance
Creation of a legacyCreation of a legacy
Source: F K AckermanSource: F K Ackerman
Six mentee responsibilitiesSix mentee responsibilities
Be willing to actively lead the processBe willing to actively lead the process
Define the relationship and respective rolesDefine the relationship and respective roles
Set relationship parametersSet relationship parameters
Ensure time commitmentEnsure time commitment
Be efficient and prepared - value your mentor’s timeBe efficient and prepared - value your mentor’s time
Be appreciativeBe appreciative
Source: Laura CookSource: Laura Cook
Six benefits for mentorsSix benefits for mentors
Wider recognition and respect of peersWider recognition and respect of peers
Competence development and transferCompetence development and transfer
Greater job satisfaction via accomplishmentGreater job satisfaction via accomplishment
Enhanced feeling of worth and valueEnhanced feeling of worth and value
Stronger network of contactsStronger network of contacts
Stimulation of creativityStimulation of creativity
From: Broadbridge 1997From: Broadbridge 1997
Six questions when looking for a mentorSix questions when looking for a mentor
Who is successful in my field?Who is successful in my field?
Who do I admire and respect?Who do I admire and respect?
Who are the most influential people I know?Who are the most influential people I know?
Who thinks I have potential?Who thinks I have potential?
Who has encouraged me?Who has encouraged me?
Who has helped me in the past, and would do again?Who has helped me in the past, and would do again?
Source: Kathleen BartonSource: Kathleen Barton
Six signs of a mentorSix signs of a mentor
Understands host organisationUnderstands host organisation
Has serious credibilityHas serious credibility
Doesn’t offer solutionsDoesn’t offer solutions
Encourages reflectionEncourages reflection
Avoids giving advice Avoids giving advice
Ensures mentee owns solutions and Ensures mentee owns solutions and directiondirection
Source: Kelly and ArmstrongSource: Kelly and Armstrong
Six ways mentoring helps an organisationSix ways mentoring helps an organisation
Improved recruitment and retentionImproved recruitment and retention
Motivation via succession and career Motivation via succession and career planningplanning
Stability of culture Stability of culture
Leadership development Leadership development
Identification of potential for future key rolesIdentification of potential for future key roles
Improved communications and awarenessImproved communications and awareness
From: David Clutterbuck 1986From: David Clutterbuck 1986
Six ways to mentorSix ways to mentor
Set clear expectations and goals - revisit as neededSet clear expectations and goals - revisit as needed
Be available and responsive - deliver on promisesBe available and responsive - deliver on promises
Listen well, question pertinently, provide sound adviceListen well, question pertinently, provide sound advice
Encourage and support, give constructive feedbackEncourage and support, give constructive feedback
Maintain confidentiality - be trustedMaintain confidentiality - be trusted
Share relevant experiences - not only successes Share relevant experiences - not only successes
Source: Kathleen BartonSource: Kathleen Barton
Six parts to the ARAFAB modelSix parts to the ARAFAB model
A ccomplishment in all you do, which comes from...A ccomplishment in all you do, which comes from...
R esults that you achieve, and that are built on...R esults that you achieve, and that are built on...
A ctions which are fuelled by...A ctions which are fuelled by...
F eelings that generate movement derived from...F eelings that generate movement derived from...
A ttitudes which we all hold, based on our...A ttitudes which we all hold, based on our...B eliefs which need to be thought through...B eliefs which need to be thought through...
Source: Frank LordSource: Frank Lord
Seven key issues around mentoringSeven key issues around mentoring Mentoring is a legitimate work activityMentoring is a legitimate work activity
There must be clarity of purposeThere must be clarity of purpose
Mentoring is distinct from other management rolesMentoring is distinct from other management roles
The focus must be on the menteeThe focus must be on the mentee
Mentoring is hard work but powerfulMentoring is hard work but powerful
Boundaries must be explored and agreedBoundaries must be explored and agreed
Mentoring should not be over-managedMentoring should not be over-managed
Source: Garvey and Alred 2000Source: Garvey and Alred 2000
Seven benefits for menteesSeven benefits for mentees
Specifies strengths and weaknessesSpecifies strengths and weaknesses
Candid discussions on real work issuesCandid discussions on real work issues
An expansion of natural talentsAn expansion of natural talents
Faster route to personal maturityFaster route to personal maturity
More likely to make difficult decisionsMore likely to make difficult decisions
More likely to show potential for future growthMore likely to show potential for future growth
Sets stronger more challenging work goalsSets stronger more challenging work goals
Source: Broadbridge 1992Source: Broadbridge 1992
Seven benefits for organisations Seven benefits for organisations from mentoringfrom mentoring
Assisting new starters - particularly in key rolesAssisting new starters - particularly in key roles
Orienting mentees to organisational culture and normsOrienting mentees to organisational culture and norms
Making a contribution to succession planningMaking a contribution to succession planning
Identifying specific potential and capabilityIdentifying specific potential and capability
Improved retention of skilled and learning peopleImproved retention of skilled and learning people
Enhanced reputation as an employer of choiceEnhanced reputation as an employer of choice
Cost effective developmentCost effective development
From: Gibbons 2005From: Gibbons 2005
Seven personal attributes of a mentorSeven personal attributes of a mentor
InterestedInterested
SupportiveSupportive
In ‘right’ positionIn ‘right’ position
Has influenceHas influence
Provides securityProvides security
Finds timeFinds time
Demonstrates leadership - can inspire Demonstrates leadership - can inspire
From: Bob Garvey 1997From: Bob Garvey 1997
Seven phases to mentoringSeven phases to mentoring
Clarify purposeClarify purpose
Design of programmeDesign of programme
Recruitment and selectionRecruitment and selection
Preparation of all involvedPreparation of all involved
ImplementationImplementation
EvaluationEvaluation
ProgressionProgression
Source: Andrew GibbonsSource: Andrew Gibbons
Seven signs of a competent mentorSeven signs of a competent mentor
PermissivePermissive
Well informedWell informed
AnalyticalAnalytical
Committed to developmentCommitted to development
Good listener, open questionerGood listener, open questioner
Well organisedWell organised
Strong time managerStrong time manager
From: Stephen Carter 1994From: Stephen Carter 1994
Seven stages of transformational Seven stages of transformational mentoring: one-fourmentoring: one-four
AllianceAlliance
Mentor and mentee agree the aims of mentoringMentor and mentee agree the aims of mentoring
Assessment Assessment
Mentor probes mentee to take stock of their current Mentor probes mentee to take stock of their current circumstances and career to datecircumstances and career to date
AnalysisAnalysisThe mentee is helped to analyse the assessmentThe mentee is helped to analyse the assessment
AlternativesAlternatives
The mentee chooses from several alternative optionsThe mentee chooses from several alternative options
Source: Julie Hay 1997Source: Julie Hay 1997
Seven stages of transformational Seven stages of transformational mentoring: five-sevenmentoring: five-seven
Action planningAction planning
Mentee plans next moves, including possible obstacles, Mentee plans next moves, including possible obstacles,
sources of help, and time scales.sources of help, and time scales.
Application Application
Mentee puts plan into effect - with guidance and support.Mentee puts plan into effect - with guidance and support.
AppraisalAppraisalDuring and between sessions, an opportunity for change to During and between sessions, an opportunity for change to keep the relationship and process as useful as possible.keep the relationship and process as useful as possible.
From: Julie Hay 1997From: Julie Hay 1997
Seven stages of Seven stages of transformational transformational
mentoringmentoringAllianceAlliance
AssessmentAssessment
AnalysisAnalysis
AlternativesAlternatives
Action planningAction planning
ApplicationApplication
AppraisalAppraisal
Source: Julie Hay 1997Source: Julie Hay 1997
Eight mentor characteristicsEight mentor characteristics
Positive, developmental management stylePositive, developmental management style
Consistent, reliable personality - is admiredConsistent, reliable personality - is admired
Finds time to develop peopleFinds time to develop people
Has humility - doesn’t seek to dominate menteesHas humility - doesn’t seek to dominate mentees
High level achiever - gets results High level achiever - gets results
Creates opportunities and enjoys other’s successCreates opportunities and enjoys other’s success
Has strong interpersonal skills - is perceptiveHas strong interpersonal skills - is perceptive
Encourages reflection on experienceEncourages reflection on experience
From: Alan Mumford 1975From: Alan Mumford 1975
Eight outcomes of effective mentoringEight outcomes of effective mentoring
Better induction of new startersBetter induction of new starters
Improved recruitment and retention of talentImproved recruitment and retention of talent
Earlier identification of high potentialEarlier identification of high potential
Key competencies are clarified more clearlyKey competencies are clarified more clearly
Diversity can be nurtured and encouragedDiversity can be nurtured and encouraged
Lateral and vertical communication enhancedLateral and vertical communication enhanced
Leadership developed and succession plannedLeadership developed and succession planned
Cost effective, reality based developmentCost effective, reality based development
From: Christopher Conway 1995From: Christopher Conway 1995
Eight signs of a real mentorEight signs of a real mentor
Has achieved responsibility and recognitionHas achieved responsibility and recognition
Possesses the special knowledge skills and expertisePossesses the special knowledge skills and expertise
Is influential in appropriate field or organisationIs influential in appropriate field or organisation
Is admired, respected and trustedIs admired, respected and trusted
Listens in order to understand other’s perspectiveListens in order to understand other’s perspective
Is willing to find the time to mentor wellIs willing to find the time to mentor well
Encourages people to achieve their goalsEncourages people to achieve their goals
Has excellent coaching and motivational skills Has excellent coaching and motivational skills
Source: Kathleen BartonSource: Kathleen Barton
Eight things real mentors do well Eight things real mentors do well
Care supportivelyCare supportively
Advise responsivelyAdvise responsively
Recognise and understand uniquenessRecognise and understand uniqueness
Encourage realisticallyEncourage realistically
Discourage imitation Discourage imitation
Prevent dependencePrevent dependence
Respect autonomyRespect autonomy
Use power wiselyUse power wisely
Source: Moberg and ValesquezSource: Moberg and Valesquez
Eight things to look for in a mentorEight things to look for in a mentor
Build a genuine relationshipBuild a genuine relationship
Behave in an open, candid wayBehave in an open, candid way
Set a positive exampleSet a positive example
Network and seek advice with integrityNetwork and seek advice with integrity
Understand and clarify expectationsUnderstand and clarify expectations
Are professional in all communicationsAre professional in all communications
Respond promptly to menteesRespond promptly to mentees
Balance structure with fluidityBalance structure with fluidity
From: mentors4Lancaster.com 2000From: mentors4Lancaster.com 2000
Eight things the best mentors do Eight things the best mentors do
Want to be a mentor - and for the right reasonsWant to be a mentor - and for the right reasons
Possess strong empathetic and awareness skillsPossess strong empathetic and awareness skills
Are stable and secure, strong emotionallyAre stable and secure, strong emotionallyInspire trust and confidence - create rapportInspire trust and confidence - create rapportEarn respect - don’t expect or demand thisEarn respect - don’t expect or demand thisFind quality time whilst doing other roles wellFind quality time whilst doing other roles wellSeek advice whilst respecting confidentialitySeek advice whilst respecting confidentialityHave skills and ideas worth exchangingHave skills and ideas worth exchanging
Source: Gibbons 2005Source: Gibbons 2005
Nine Nine keykey factors for mentoring factors for mentoringClarify of purpose - why are you doing this?Clarify of purpose - why are you doing this?
Top management support - get it, keep it.Top management support - get it, keep it.
Integrate and link with other initiatives and activitiesIntegrate and link with other initiatives and activities
Work with volunteers - but don’t just take anyoneWork with volunteers - but don’t just take anyone
Resource and fund sufficiently to make a differenceResource and fund sufficiently to make a difference
Select with care - both mentees and mentorsSelect with care - both mentees and mentors
Support and reward - recognise effort and achievementSupport and reward - recognise effort and achievement
Be ready for challenges and surprisesBe ready for challenges and surprises
Monitor and evaluate - what lessons learned?Monitor and evaluate - what lessons learned?
Claim the payoffs!Claim the payoffs!
From: Andrew Gibbons 1999From: Andrew Gibbons 1999
Nine mentor mustsNine mentor musts
Self and behavioural awarenessSelf and behavioural awareness
Business and professional ‘savvy’Business and professional ‘savvy’
Sense of proportion and good humourSense of proportion and good humour
Communications competenceCommunications competence
Conceptual modellingConceptual modelling
Commitment to their own and other’s developmentCommitment to their own and other’s development
Builds and maintains rapportBuilds and maintains rapport
Manages relationships wellManages relationships well
Goal clarityGoal clarity
Source: ClutterbuckSource: Clutterbuck
Nine mentoring roles and functionsNine mentoring roles and functionsExposure and enhancing visibilityExposure and enhancing visibility
Sponsorship and real supportSponsorship and real support
Coaching - within the broader relationshipCoaching - within the broader relationship
Acceptance and confirmationAcceptance and confirmation
Role modeling - demonstrating credible competenceRole modeling - demonstrating credible competence
Complementarity - ‘connecting’ with the menteeComplementarity - ‘connecting’ with the mentee
Protection - providing friendship and a safe place Protection - providing friendship and a safe place
Personal and job-related feedbackPersonal and job-related feedback
Emotional support - getting appropriately closeEmotional support - getting appropriately close
From: Siegel 2000From: Siegel 2000
Nine things mentees must doNine things mentees must do
Be open and honest - trust your mentorBe open and honest - trust your mentor
Ask lots of questions - and seek answersAsk lots of questions - and seek answers
Listen carefully and reflect thoroughlyListen carefully and reflect thoroughly
Be professional and timely in all communicationBe professional and timely in all communication
Respect your mentor’s need to balance other rolesRespect your mentor’s need to balance other roles
Be proactive - drive and shape the relationshipBe proactive - drive and shape the relationship
Keep your line manager informedKeep your line manager informed
Be realistic in your expectationsBe realistic in your expectationsSeek feedback and constructive criticismSeek feedback and constructive criticism
From: mentors4Lancaster.com 2000From: mentors4Lancaster.com 2000
What is the What is the case case
for mentoring?for mentoring?