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The slide deck covers:
My mentoring anecdotes / experience;
What a mentor is and the relationship a mentor should have with a Mentee;
What the benefits could be for the Mentee, the Mentor and your company;
A suggested roadmap to set up a mentorship programme within your company.

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  1. 1. Mentoring MenteeMentor by Bill Hannigan Director
  2. 2. Mentoring - Motivation I decided to reflect on the various contract roles that I’ve had with the Companies it has been my privilege to work with so that I could determine which one I gained the most satisfaction from, and use the outcome to shape my own future. Over the past 12 year my contract roles include being a Data Management Consultant, Business Analyst and Software Developer. Surprisingly, the answer came from the extramural activities which can be traced back to my passion of developing people and inspiring them to reach their full potential as an Army Officer.. The military call it leadership and management. The description did not resonate in the civilian environment as much as the word mentoring did. My reminiscing coincided with Barack Obama’s last “State of the Union” speech of 16th January 2016, and the passing of my Mother a day earlier. In his speech the President focussed on the future, not the past, where • everyone who works hard has a chance to get ahead; • innovation saves lives, creates jobs, and protects our planet; • leadership is even more indispensable than previously. I strongly believe that people innovate, people create jobs, people protect or destroy our planet; good leadership is invaluable but nothing is indispensable. The President should read the Poem that I first read when training with the Royal Marines in Poole, Dorset. “There is no such thing as the Indispensible Man.” left a lasting impression on me and MenteeMentor invaluable but nothing is indispensable. The President should read the Poem that I first read when training with the Royal Marines in Poole, Dorset. “There is no such thing as the Indispensible Man.” left a lasting impression on me and had a humbling impact given that “the boot-necks”, an elite fighting force, had it posted on their main notice board. The key message of the speech were these: “We should not fear the future, but shape it” How true! Other inspiring phrases that I picked up during seven years serving with the Parachute Regiment, “the Red Devils”, another elite fighting force, include their regimental motto “Ready for Anything”, “Knowledge dispels fear!”, “Don’t react, take control!”, “Fail to plan, is to plan to fail”. All aimed at People as they are the biggest asset in any company. By investing in people development you will be shaping the future. My Mother, Rebecca, was as fine an example of an informal mentor there has been in my life; and to our extended family. Her counsel will be sorely missed; she has been the inspiration behind my writing this post. I hope it is enjoyable, informative and inspires you as an individual to become a mentor or mentee, and your company to set up a Mentor Programme; the rest of the slide deck covers: • My mentoring anecdotes / experience; • What a mentor is and the relationship a mentor should have with a Mentee; • What the benefits could be for the Mentee, the Mentor and your company; • A suggested roadmap to set up a mentorship programme within your company.
  3. 3. Mentoring – First Encounters I first encountered the concept of Mentoring in civilian life, when employed by a business support agency called Business Link who provided advice to business start- ups and Small Medium Enterprises (SME). Their professional advisers were recruited after being in key management roles in industry… they could advise on developing a business idea, through to any manufacturing, and had the networks for distribution and export if needed. The appointed mentor would support the Mentee throughout the journey and call in expertise when required. Dragon’s Den was in it’s infancy at the time; Deborah Meaden would join series 3 and go on to win in a few years time “Business Woman of the Year 2006”. Whilst Dragon’s Den cherry picks the most likely to be profitable inventions / ideas, there is support available to the others; pleases visit the Business. Gov website: should you need a business mentor.
  4. 4. Mentor Confidential •Adviser •Guide •Confidant •Confidante •Counsellor •Consultant Origin: The noun Mentor originates from Greek Mentōr, the name of the adviser of the young Telemachus in Homer's Odyssey. Definition: advise or train (someone, especially a younger colleague) or an experienced and trusted adviser. Mentorship: is a learning and development relationship in which a more experienced or more knowledgeable person helps to guide a less experienced or less knowledgeable person who wants to learn. The mentor may be older or•Consultant •Therapist Spiritual • Master • Spiritual Leader • Guru Educational • Trainer • Teacher • Tutor • Instructor • Coach who wants to learn. The mentor may be older or younger, but have a certain area of expertise. The person in receipt of mentorship may be referred to as a protégé (male), a protégée (female),or a mentee. "Mentoring" is a process that involves communication to impart knowledge and provide the psychosocial support perceived by the recipient as relevant to work, career, or professional development.
  5. 5. The Mentors Role Mentee Advise Challenge MotivateGuide Support The Mentor fulfils a number of functions which include, but are not limited to the following: • Teaches the mentee on specific issues; • Coaches the mentee; • Challenges the mentee to move outside their comfort zone; • Provides honest, constructive feedback • Creates an environment for taking risks; Train Counsel Feedback • Creates an environment for taking risks; • Shares resources and networks; • Ensures the mentee’s has opportunities for all round development; • Centre attention on the Mentee goals; not on your own objectives. • Recognise you own limits and seek assistance when outside those boundaries. Listening is a key characteristic of being a mentor… we humans have two ears and one mouth therefore we should listen twice as much as we talk.
  6. 6. Mentoring Models Mentor Types Description Advantages Disadvantages One-on-One (Formal) The most common mentoring model. Matches one mentor with one mentee. Most people prefer this model as it allows both parties to develop a personal relationship and provides individual support for the mentee. Resource heavy on Mentor availability. Resource-Based A Mentee can choose a Mentor from an available list of Mentors. It puts the Mentee in control in that the Mentee has to initiate the process by asking one of the mentors for help and advice. May result in mismatched Mentor- Mentee. Not a popular model as it fails the mutual consent relationship. Group This model requires a mentor to work with 4-6 Mentees at one time. The group meets regularly to discuss various The peer group, under the guidance of the Mentor, help one another learn and develop appropriate skills and knowledge. Can be really effective when combined with a Difficult to arrange meetings to fit with everyone's calendar. Lacks the personal relationship aspects.regularly to discuss various topics. Can be really effective when combined with a One-to-One Mentoring session with a Mentor of the Mentees choice. aspects. Training-Based This model is tied directly to a training programme. A mentor is assigned to a mentee to help that person develop the specific skills being taught. Training-based mentoring is limited; it focuses on the subject matter but doesn’t help the mentee develop a broader skill set. Executive A "Top Down" model used by Executives to identify and develop rising stars. An effective way to create a learning culture, cultivates appropriate skills and knowledge. Mentees are more likely to remain, preventing a knowledge gap, thereby making succession planning easier. None obvious. One-on-One (Informal) Similar to the formal model, the difference bring that the mentor normally initiates the Mentorship. Where there is no formal mentor programme, this facilities both parties to develop a personal relationship and provides individual support for the mentee. May result in favouritism or infringement of diversity principles.
  7. 7. Mentoring – What is it? A Mentor should not, in my opinion, be within the line management-employee relationship for a number of reasons, but the most obvious being that the Manager: - could be the limiting factor because of job insecurity; - already has responsibility for training and development for their current job; - may not have the relevant wider experience; - may not have sufficient time to devout to the role of Mentor. It is important for both parties to give their mutual consent for the Mentorship in an environment of mutual respect and trust. When offering advice the Mentor must remember that it is the Mentee’s job / career and that the Mentee may not act upon the advice given and neither should the Mentor insist they do so. This enables the Mentee to be empowered to make their own decisions and perhaps take risks that the Mentor may not have been prepared MenteeMentor empowered to make their own decisions and perhaps take risks that the Mentor may not have been prepared to take. A Mentor will focus on the professional development that may be outside a mentee’s area of work, and may be outside of their comfort zone; at the very least the Mentee should be challenged. This relationship may / should cross job boundaries in order to develop a more rounded individual. The relationship between Mentor and Mentee is personal - a mentor provides both professional and personal support, all communications should be treated in confidence, honest feedback given and any criticism should be constructive. A mentor must be consistent and pragmatic, and adapt to the Mentees learning style. I have a knack of spotting as yet untapped talent and therefore initiated the Mentorship relationship in the absence of any clear mandate from the company; that is with the exception of mentoring football referees where appointment was by committee. I do believe that companies should, if they haven’t already, adopt a Mentorship policy and have a formal process to match both parties within a formal program. In some cases the Mentorship relationship may last for a specific period of time, or until certain goals have been achieved. In my experience, it is often the case where the relationship continues informally thereafter.
  8. 8. The Steps for Mentoring Success Finding a mentor is one of the most important strategic career decisions a Mentee can make. Selecting the wrong one could possible damage both careers.
  9. 9. Mentoring – Is Not… • Completing an induction programme; • Having a “buddy” appointed to show you where everything is and who everyone is during the first few weeks / months of a new job; • Joining the “Graduate Scheme”; this serves a different purpose in that it enables an individual opportunities to experience different jobs within all areas of the company before deciding upon a career path. However, I would suggest that each graduate should bepath. However, I would suggest that each graduate should be assigned to a mentor prior to starting the scheme; • Being assigned to a supervisor who oversees day to day activities; • Going on secondment and working within a different team under different management.
  10. 10. Mentee Finding a mentor is one of the most important career decisions a Mentee can make. Selecting the wrong one could possible damage both careers. Once a Mentorship relationship has been agreed, a Mentee will be expected to: • be fully committed to the Mentorship, turn up to meetings on time and complete any tasks / assignments by the due date; • make the most of the time available, be a “sponge” and soak everything in your Mentor offers; • take calculated risks; • work outside of your area of expertise and / or your comfort zone; MenteeMentor • make sure the relationship is working for you and be prepared to suggest improvements at the appropriate time; • listen to the advice offered but remember you have the right to decide to act or accept it, after all it’s your job; • communicate with your Mentor when you need help but don’t expect an immediate response • take full advantage of your mentors connections / network; • trust your mentor, knowing that you can confide in them and that any thing discussed will be treated as confidential; • be yourself… the mentor is helping you develop, not some other persona.
  11. 11. Mentoring – Dipping a toe in! Informal Mentorship: I was inspired to become a self-appointed mentor after talking with an extremely capable individual in Operations who needed a fresh challenge but lacked confidence, particularly when speaking in groups. As the Database Manager at the time, I managed to involve him in cross –functional activities, listened to his plans and eventually managed to poach him with the enticement of being involved in a major programme of work. Relationship Change: The relationship moved from being a mentor to being his manager, directly responsible for his personal development, or to be more precise I empowered him to be in control of his own, as my mantra was that “individuals are responsible for their own development”. Whilst he was more focused on improving his technical knowledge and project experience, I was focused on developing a more rounded individual sending him on personal effectiveness training, train the trainer, and presentation skills. Our team were involved in ground breaking developments, marketing segmentation “Google Style”, so he was mostly pushing outside of his comfort zone. Mentor becomes a Mentee: Following a re-organisation my role changed and I became responsible for all Marketing, MenteeMentor Mentor becomes a Mentee: Following a re-organisation my role changed and I became responsible for all Marketing, fortunately the marketing team were not precious and passed on a lot of marketing experience and knowledge. The marketing manager was old school and despite being my direct report proved to be a fantastic mentor. This highlights that a mentor does not necessarily have to be a senior colleague and disproves my theory that a mentor should not be part of the line-management, but it is the exception to the rule. Centre of Excellence: The dynamics in our team were such that we became a “Centre of Excellence” for the other 48 Business Links and shared our knowledge with them. Sadly, in a cost-cutting drive the support agencies regionalised and the team dispersed. Did Mentoring make a difference? The protégé has progressed and developed in each of the companies he worked for: major life insurance groups, on-line gambling groups, and has recently become a Director in his own company, having developed a schools accounting system. As an Arsenal fan, Arsene Wenger, when once challenged why there were no British based players in the team stated “The cream will always rise to the top; if they are good enough they will get in the team”. I daresay my first protégé may have succeeded without a mentor, but why take the risk? Can your company afford to take the risk, and miss out on the benefits of developing your team to its maximum potential?
  12. 12. Mentoring – There’s more… Commitment needed: As a contractor, I’ve been very fortunate to have had one or more informal Mentee’s in each of the companies, bar one, that I’ve been assigned to. However, only one of those was a formal mentorship. If you are considering being a Mentor you must be fully committed and expect to sacrifice time. As a guide, with the exception of the formal Mentorship, the rest have been voluntary and therefore the time spent was after hours, on average 4 – 5 hours per week, and 2-4 hours at weekends, when necessary. Growing Pains': The most challenging Mentorship was time constrained, and could have resulted in the Mentee’s dismissal had I failed. The company was growing very quickly, but challenged on funding, staff churn was growing, appointed managers were recruited and promoted from within, little management experience, and “specialists” with little knowledge or experience were under pressure to clear a large backlog of changes with “priorities” changing by the day . The culture was to dismiss after a three month “improvement” agenda. Setting Goals / Plans: However, having been approached by the junior Business Analyst to see if we could turn-around their situation, we sat down and discussed a plan of action, a training schedule, goals to be achieved . I did need to get agreement to be the Analysts mentor as I did not wish to be embroiled in any disciplinary meeting. The aim was to convince the management team that this individual was a capable Business Analyst and that with a bit of mentorship the performance improvement would be enough MenteeMentor that this individual was a capable Business Analyst and that with a bit of mentorship the performance improvement would be enough to retain the individual. The first goal was to engage the business and improve stakeholder management. Mentorship Implementation: Two two hour coaching session per week in which we focused on putting the word “Business” back into the Analysis. Most of this junior analyst work was conducted reading various documents, written by other analysts who only had a few days to investigate, gather requirements, and produce a specification. Engaging the business enabled the Analyst to add context to the issues identified and their associated risks, as well as providing invaluable insight from an end-to-end perspective of the system portfolio of products. Information was now being gathered by questionnaires‘, one-on-one interviews, focus groups, and workshops. Playback was, by walkthroughs enhanced pictorially using the full range of analysis tools where appropriate, and all presentations were rehearsed. There had to be a lot of “bed-time” reading for the junior Business Analyst to understand the concept / purpose of each tool and methodology, and guidance was provided when needing to break down the complex to simple manageable chunks.. Goals Achieved: As expected, the junior Business Analyst’s confidence improved, the quality of output was high and the individual blossomed to such an extent that the review awarded a salary increase and an annual performance bonus. The company retained a very capable individual saving recruitment cost and benefited by having a trained and motivated Business Analyst. Result! Other Informal one-to-one Mentorships: Usually, goal specific, involved teaching skills, use of tools and techniques, problem solving, software development, business analysis, changing career paths, CV writing, interview techniques and building confidence. One involved successfully coaching the Mentee through the Charter of the Chartered Management Institute.
  13. 13. Mentoring - Formal Formal one-to-one Mentorship: Mentoring an intelligent, talented individual who had extensive business knowledge to become an effective Data Manager. The Mentee had responsibility for developing and implementing a Data Management Strategy, Data Migration Strategies and changing the data culture. Differences: The main differences were that I was appointed within a programme and that any time spent was in works time. The subject areas and training were all specified and a progress review was conducted with the Mentee’s manager and one board member oversaw the programme. It should have been easier. How did it go? The mentoring relationship went well, trust was built up and the knowledge transfer was acceptable given other factors, but the timescales were unrealistic, and I should have challenged these from the outset. It wasn’t fair to the Mentee who for the first 3 months had a dual role; then I became involved in product development and data migration over the following 5 months. In addition, because the project timescales for data migration were very challenging, I made the fatal mistake of doing rather than coaching, and this element of the programme became a set of debriefing sessions explaining what I did and why.programme became a set of debriefing sessions explaining what I did and why. People revert to what they know best when time pressures exist: Something to watch out for is the tendency to do what is known rather than what is best when the heat is on. Investigating data anomalies and implementing data governance is important but getting the data migration right was, at the time, the task to focus on, setting priorities became my most valuable contribution. Cutting the umbilical cord: Having made the fatal mistake of taking on a key task, it was necessary to develop an exit strategy or my mentee would continue to be reliant upon my help. Having discussed it with the line management the last element of the programme was nearing completion and it was time for the Data Manager to assume full responsibility, the only thing lacking was self-belief, this would soon be resolved by getting on with it. The cord was cut, my work was complete and I was off to a new contract. Lessoned learnt: The control of a Mentorship programme rests with it’s manager, not the mentor. Unlike all my other mentorships where I had some influence on time-scales in the formal game I do not have control. That said, the business must set the agenda if the programme is to work, all Mentors must be fully supportive and feedback suggested improvements.
  14. 14. Informal versus Formal Informal mentoring: • Goals may not be set; • Outcomes may not be measured; • Access to a mentor is limited; • Mentors and mentees select each other; • There is no time limit; it could be for life. Formal mentoring: • Goals are set by the business and agreed with the Mentee at the outset; • Outcomes are measured; • Access to a Mentor is arranged by the programme based upon compatibility.
  15. 15. Mentoring – Handing over The Mentor should also consider when it is time to arrange for the Mentee to be assigned to another more experience or better qualified Mentor so that the Mentee’s career development can continue beyond their (the Mentors) limitations. As an example, I had the privilege of being Mentored by the late Martyn Short, a Premier League match official, and John Drew, a former Lincolnshire FA Council Member, whose achievements included being the man in charge of the Women’s FA Cup Final. After achieving the goals, pardon the pun, set for me which included being a County Referee Assessor. Because of my age I could not progress beyond a Level 5 Referee. MenteeMentor When it came to my turn to mentor a rising star within the Association I could only take him so far up to Level 4 but did not have the relevant experience at Conference level to be of use, and therefore passed him on to an experience Level 3 Referee. I’m pleased to say that he continued to call me on occasion when he required a 2nd opinion on interpretation of Law, or just wanted a chat to off load after a challenging match.
  16. 16. Mentoring – Where to start? Firstly, determine if there is a need, desire or support to adopt a formal mentoring programme; this can be quickly achieved by running employee focus groups and / or questionnaires. It depends on your company ethos and strategy; a number of Energy companies I’ve worked with like to pilot things first. If going down this route you would need to engage an external consultant whose speciality is mentoring, and can advise your team on how to set-up a programme, select candidates and how to measure success. In addition, I would have your Human Resources (HR) fully engaged in setting up the programme, overseeing training, matching individuals, and monitoring it’s success or otherwise. Engaging HR early will help ensure that ethnicity and gender are not factors when matching individuals, but are based solely on the need to match expertise and knowledge within any gaps the mentee has. You may need to consider mentoring groups, if mentoring resources are low, and will need to ensure these groups are diverse and representative of your work force. Unless you are in the fortunate position of having an mentoring expert who understands the mentoring complexities and dynamics, you will need to engage the external experts. You will need to canvass around your management team, and employees , to establish if there are already informal mentorships and establish if they are on track or need to be made more formal. Include a Mentoring Section within you HR Policy; establishing clear guidelines to be followed by both Mentor and Mentee. Where a Mentor is part of the formal programme they should receive formal mentor training, and I include the Senior Management Team (SMT). The SMT are more likely to have identified a protégé / protégée who has been fast tracked in succession plans. Regardless, you should adopt the appropriate Mentor Model that fits with size, resources and proposed culture. Ensure that when implementing the programme that all are in mutual agreement, and that the Mentee’s Manager is aware of the relationship.
  17. 17. Provide Training Mentoring - Implementation DesignDesign PilotPilot CanvassCanvass SupportSupport Set Goals Agree Success Criteria Appoint Board Champion Employ Mentor Consultant Revise Succession Plans Develop Competencies Select & Match Mentors & Mentees ImbedImbed MentorsMentors HR Monitor RunRun PilotPilot ReviewReview PilotPilot Measure Success Revise Succession Plans Revise Management Development programme Communicate Amend HR Policy Revise Mentor Scheme
  18. 18. Mentoring – Benefits All! Company Improves Recruitment & Retention Attracts & Develops Talent Mentee Learning from their mentor's knowledge & expertise that are relevant to their own professional and personal goals. Networking with influential employees and other business areas. Mentor Satisfaction by sharing knowledge & expertise Re-energising Career Reduces Turnover Costs Supports Diversity Women & Ethnic Minorities Aids Succession Planning other business areas. Gaining an insight about the companies culture and unspoken rules that can be critical for success. Receiving honest and critical feedback. Gaining a friend who listens & shares their frustrations and celebrates successes. Learning more about other business areas Building a relationship with someone outside your area Enhanced professional & personal development The intangibles: Improved productivity by having a well motivate workforce Improved collaboration and cooperation across business areas, eradicating "silo" mentality. Improved knowledge retention by actively encouraging knowledge transfer from the practical experience and wisdom of long- term employees.
  19. 19. Mentoring – Give to succeed!