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