I NTRODUCTION TO MENTORING TOOLS AND TECHNIQUES FOR THE SUPPORT AND DEVELOPMENT OF MUMPRENEURS

I NTRODUCTION TO MENTORING MUMPRENEURS Understand your (organisational/cultural/programme) definition of mentoring Inova, UK: “Help from one person to another (or one person to a group)in order for them to make significant transitions in personal and/or professional development”

M ENTORING OR C OACHING ? “Coaching relates primarily to performance improvement (often over the short term) in a specific skills area. The goals, or at least the intermediate or sub- goals, are typically set with or at the suggestion of the coach. While the learner has primary ownership of the goal, the coach has primary ownership of the process” Megginson & Clutterbuck (2005)

COACH MENTOR Short-term Long-term Opening Perspectives /widening horizons Skills/ Competences

M ENTOR / MENTEE FROM HELL ! Split into small groups Put yourself in position of Mumpreneur or potential mentor to a Mumpreneur Group 1: What would be your Mentor from Hell? Types of behaviours What types of things they might say What they might do during sessions Group 2: What would be your Mentee from Hell? Types of behaviours What types of things they might say What they might do during sessions

S KILLS OF M ENTORING /C OACHING From previous exercise- learning what we don’t want out of a mentoring relationship (as mentor or mentee) helps us to understand what we DO want out of mentoring What kinds of skills make up a good mentor? What kinds of skills make up a good mentee? MentorMentee Listening ParaphrasingTelling stories QuestioningOpen to feedback ObservationTesting out

M ENTORING & C OACHING M ODELS 3 Stage Process Model (Mentoring Pocketbook, Alred & Garvey, 2006) 1. Exploration 2. New understanding 3. Action Planning

E XPLORATION STAGE What would you like to talk about? Tell me more about that What you seem to be saying is that... (paraphrase/summary). Have I got this right? Which of these areas would you find it most helpful to talk about?

N EW U NDERSTANDING Now that we are clear about the issue, what do you see as your options? What is there to learn here? You say that you want to move forward yet you have not taken any action as yet (challenge). What is preventing you from taking that first step ( Rather than 'Why aren't you doing anything?') That sounds like a useful new insight. Does it sound like one to you?

A CTION P LANNING Let's look at the pro's and con's of this option How committed to this are you on a scale of 1-10? (If not 10, what needs to happen to make it 10?) When are you going to do this by (specify date )? What do you need to do first? What help do you need?

F OCUSING ON SOLUTIONS What you focus on is what you get Future talk is hopeful Find out what has worked already- what can be built on Change a complaint into a goal Clarify what a solution would be for them Example questions On a scale of 0-10 where are you now? What have you done already? If you woke and a miracle had happened, how would you know?

H AVE A GO ! Pick someone to work with in the room. Have a go at following the Three Stage Process Model for 15 mins with one person acting as mentor, the other as mentee. Swap roles and work for a further 15 minutes Be ready to share your observations about the process (the content can remain between the two of you)

T HE C RUCIAL F IRST M EETING ! Setting and agreeing the GROUND RULES Establishing trust and rapport Understanding EXPECTATIONS Understanding RESPONSIBILITIES Understanding and agreeing CONFIDENTIALITY Be clear about BOUNDARIES Set the tone for the relationship Get it down in writing – even if it’s just handwritten notes between you

T HE F IRST M EETING Key areas to agree on: How, when and where future meetings will occur Who will take notes and how? Mutual commitment and openness and honesty Giving and receiving feedback How is progress going to be reviewed and measured?

5 ELEMENTS TO ESTABLISHING RAPPORT BUILDING RAPPORT IN MENTORING RELATIONSHIPS ESTABLISHING TRUST GETTING TO KNOW EACH OTHER FOCUS ON COMMON GROUND (AS WELL AS DIFFERENCES) SETTING GROUND RULES FOR THE RELATIONSHIP BUILDING MUTUAL EMPATHY

U SING TOOLS & TECHNIQUES IN MENTORING RELATIONSHIPS Use only the techniques/tools that you know well – if necessary practice on yourself or colleagues first Use them as a framework – not as a rigid tool Try and have as many tools as possible so that you are not trying to fit the client’s problem/issue into your exercise

W HEEL OF S KILLS List of desirable skills/attitudes Well organised Flexible Disciplined Able to prioritise and set goals Able to motivate yourself Good networker Focused Good communication skills Creative thinking Perseverance Problem Solving Any other?

Wheel of Business Skills

U SING M ETAPHORS Using Metaphors to connect with ideas/feelings Using metaphors to see yourself and your business more clearly Think of a metaphor for how you feel about yourself and your business idea now. You could draw a picture to make the image more powerful– try not to use words. How would you like to see your business and yourself in the future? Think/draw another metaphor for this and focus on the ‘future’ image. How does it make you feel?