Effective Mentoring workshop Janice MacInnes. Programme Aims and Objectives Aim To explore understanding of effective mentoring practice Objectives: By.
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Effective Mentoringworkshop
Janice MacInnes
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
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?
TrustDefinition: 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:
Co-operative (+ve)
Compliant/resistive (-ve)
Spontaneous (+ve)
Immature (-ve)
Adapted
Free
Child
Adult
Nurturing (+ve)
Spoiling (-ve)
Structuring (+ve)
Critical (-ve)
Nurturing
Controlling
Parent
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
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