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  • 1. John Sunderland-WrightIntroduction to Enterprise Mentoring
  • 2. Today’s programme• The background to mentoring• Advanced skills and tools required by the mentor • Sports model • P=p-I • Go Mad thinking and the GROW model• Practicing Helping each other and yourself• A quick review of your learning• Next steps?
  • 3. Inspiration… The greatest good you can do for another is not just share your riches, but reveal to them their own. Benjamin Disraeli
  • 4. Role of the Mentor• Brainstorm what you think is involved in mentoring and the variety of roles and behaviours a good mentor needs.• Feedback in 5 minutes.Mentor Skills
  • 5. What is involved in the role of the enterprise mentor?
  • 6. The benefits of mentoring• For the mentee?• For the mentor?
  • 7. Benefits of mentoring for the mentee• Increased self awareness and understanding• Provided with a sounding board for feedback• Support for ideas and critical reflection• Assumptions and beliefs are challenged in a safe and supportive way• Experience of different options/paths• A safe environment to try out ideas• A source of stretch and challenge• Expands personal network and learning• Accelerates personal development• Increases self confidence and self esteem
  • 8. Benefits of mentoring for the mentor• Personal fulfilment from investing in others• Communication, mentoring and coaching skills• Enjoyment from seeing others succeed• Feels ‘valued’ as a role model• Stimulates own learning of business enterprise• Opportunity to take time out and reflect• Renewed focus on future career or opportunities• Develops new insight into own self• Gains an appreciation of an entrepreneurs pressures• Improves own development and performance
  • 9. MentorSkills
  • 10. Mentor Skills• Listening• Questioning• Actions and goals (GROW)• Offer challenge• Offer support• Give and receive Feedback• Build Rapport• Invite Critical reflection and CPD
  • 11. How good are your communication skills?• I would like to tell you a short story….
  • 12. Break
  • 13. Improving your Performance- An Answer
  • 14. The Energy Management Equation ENERGY Capacity Fitness to Perform ENERGY ENERGY Renewal In Sleep, recovery Fuel intake© Performance on Demand 2012
  • 15. READINESS TO CHANGE IMPORTANCE 0 10 CONFIDENCE 0 10 Steven Rollnick - 2003
  • 16. Timothy Gallwey – The Inner Game of Tennis
  • 17. Potential & Interruptions Self CHOICEOthers Context
  • 18. Building mental toughnessUnderstanding Understandingour drive what we can and can’t controlUnderstanding Understandinghow to Keep how to thinkthings in clearly underperspective pressure Understanding how to build robust self confidence
  • 19. Thinking clearly under pressure
  • 20. Keep it simple “Ain’t no use worry’in bout things beyond your control, cos if theyre beyond your control, ain’t no use worryin". “Ain’t no use worry’in bout things within your control, cos if you’ve got them under control, ain’t no use worry’in”. Ed Moses
  • 21. In control Out of control Focus on controlling these Recognise when I am focused on these Equipment Umpire’s decisions Commitment (100%) Opponent’s behaviour Preparation Conditions/delays/facilities (mental, physical, technical, Weather tactical) Selection Emotions – self control Past performancesRecovery – put strategies in place Spectators Positive Attitude – choose it Perception of others Enjoyment / fun Winning and losing Nutrition – make fuel choices Opposition communication Communication Media opinion Lifestyle – manage and balance What other people think
  • 22. Sorting your Problems Circle of Control Circle of Influence Circle of concern
  • 23. CoachingCoaching is a joint process designed to increase competence,confidence and performance, therefore delivering betterresults.
  • 24. The Role of the CoachTo help them to succeed, giving them the tools and insightsto maintain the improvement.To help them reach their own conclusions about the best wayto achieve an improved performance.
  • 25. Activity: Coaching Framework DIRECTIVE NON–DIRECTIVE
  • 26. A Form of Directive Coaching- Well not really!
  • 27. Behavioural OptionsHelping someone solve their own problem PULL Listening to understand Asking questions Paraphrasing and summarising Suggesting options Giving feedback Offering guidance Giving advice Instructing Telling PUSH Solving someone’s problem for them
  • 28. Activity: Coaching Practise 1 •Use the Directive approach with your coachee on a problem they are facing at work
  • 29. The GROW Coaching ModelGoal - define/agree the outcome/results to be achievedReality - explore the current situation and the gap to the goalOptions - identify options, overcome obstacles, route between R & GWay Forward - define actions to achieve G, commit to implementing
  • 30. Reflective Practice
  • 31. Go-Mad™ Thinking Model
  • 32. Activity: Coaching Practise 2 •Use the GROW process to coach a colleague
  • 33. Our learning review…
  • 34. Helping them to see things differently
  • 35. Multi-choice questionnaire…
  • 36. Next steps…• Completed multi choice questionnaire (we will sort your certificate)• Mentors become an IOEE mentor (FoC) and IOEE will pick up your match up with a carefully chosen mentee• Plan to deliver the equivalent of one free hour of mentoring per month (within 2 years)
  • 37. Resources & Support For support;• http://mentor.ioee.co.uk/resources For Accreditation options – Blue Orchid in the North West• http://www.theblueorchid.co.uk/ QA & practice sharing Portal• www.mentorsme.com
  • 38. Mentorsme.co.uk
  • 39. Mentor.ioee.co.uk
  • 40. Contact PointsSarah Troutene. sarah.trouten@sfedi.co.ukt. 0845 467 4928Amanda Dudmane. amanda.dudman@sfedi.co.ukt. 0844 870 8787m. 07968 982568
  • 41. Thank you andIntroduction to Enterprise Mentoring enjoy your mentoring journey John Sunderland- Wright