What is mentoring? Two thoughts “Mentoring is a protected relationship in which learning and experimentation can occur, potential skills can be developed,

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?