1. Effective Mentoring workshop Janice MacInnes

2. 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

3. 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

4. Mentoring - history Greek mythology: Ulysses entrusts his son, Telemachus, to the care of his longstanding friend, Mentor, to guide and educate him wisely.

5. 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)

6. 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)

7. 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)

8. 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)

9. 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?

10. Trust Definition: 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)

11. 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

12. 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

13. 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) 4 th 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