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Is Mentoring the Key to Resilient Leadership?

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Professor Bob Garvey holds the chair in Business Education at York St John Business School. He is one of Europe’s leading academic practitioners of mentoring and coaching. He has developed many training films and contributed to international Webinars and developed interactive training materials. Bob currently mentors and coaches a number of people from a variety of organisations. He has published extensively.

Published in: Education, Business
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Is Mentoring the Key to Resilient Leadership?

  1. 1. York St John University | www.yorksj.ac.ukIs mentoring – the key to resilientleadership?By Professor Bob Garveyr.garvey@yorksj.ac.uk
  2. 2. York St John University | www.yorksj.ac.ukAgenda……• What is mentoring?• Why is it powerful?• How does it work?• What can it do to contribute to developing resilientleadership?• Context• The question of leadership• So, what can mentoring do to contribute to developingresilient leadership?2
  3. 3. York St John University | www.yorksj.ac.ukWhat is Mentoring?A learning relationship between two people. Itrequires trust, commitment and engagement. Itinvolves listening, questioning, challenge andsupport. It has a timescale.
  4. 4. York St John University | www.yorksj.ac.ukWhy is it Powerful?4
  5. 5. York St John University | www.yorksj.ac.ukThree concepts• Generativity (Erikson, 1978)• The desire to influence and bring on the next generation• Key survival mechanism• Learning is a social activity(Polanyi, 1958; Rogers, 1961 &1969;Argyris & Schon, 1981; Vygotsky, 1985; Bruner, 1990; Lave, 1991; Nonaka 1991;Mole, Griffiths & Boisot, 1996)• We learn by and with and through others• Psychosocial function (Kram, 1983)• Mentee socialised into a specific social context, developsself-insight and psychological wellbeing• 5
  6. 6. York St John University | www.yorksj.ac.ukHow does it work?6
  7. 7. York St John University | www.yorksj.ac.ukThree stage model1. Exploration2. New understanding3. Action planningAlred & Garvey 2010 Mentoring Pocketbook. Management Pocketbooks,Alresford
  8. 8. York St John University | www.yorksj.ac.ukAdvice Giving
  9. 9. York St John University | www.yorksj.ac.ukWhat can mentoring do tocontribute to developing resilientleadership?9
  10. 10. York St John University | www.yorksj.ac.ukThe context10
  11. 11. York St John University | www.yorksj.ac.ukThe nature of a knowledge-based economy• All economies are knowledge economies• Complexity - growth of new ideas, knowledge andunderstanding, driven forward by science andscholarship – all is complex and thereforeunmanageable!
  12. 12. York St John University | www.yorksj.ac.ukThe nature of a knowledge-based economy• Science, technology and mass communications• Driven by competition and collaboration resulting in socialchange• The unintended consequences often follow• Knowledge is both imperfect and ordered• Change is the norm• ‘Keeping ahead of the game’ = Research and Development• System dominated by developed industrial societies – but!• Knowledge system is global and dependent on technology• Communication extended beyond biological limitations• Modern communications compress both space and time• Meta-cognitive (reflexivity)ability can be nurtured……
  13. 13. York St John University | www.yorksj.ac.ukThe nature of a knowledge-based economy• Knowledge cannot be kept secret for long!• The challenge is to keep generating and applyingnew knowledge to add value to goods a services• Successful organisations know this• The environment created within an organisationmakes it more or less possible
  14. 14. York St John University | www.yorksj.ac.ukThe Question of Leadership14
  15. 15. York St John University | www.yorksj.ac.ukLeadership MeaningsBehaviour which appeals to ideological values, motivesand self-perceptions of followers, resulting in:Unusual levels of effort above and beyond rolerequirementsFollowers forgo self-interest, to make significantpersonal sacrifices in the interest of a collective vision…….willingly
  16. 16. York St John University | www.yorksj.ac.ukThe Rettig Group Strategy Document(Finland and Europe)“If top management are incapable of showing trust andrespect, then hoping that other individuals in theorganisation will make the effort to do so is justwishful thinking.”
  17. 17. York St John University | www.yorksj.ac.ukTherefore…..• It’s all about the social environment that facilitates……. Or not…..!
  18. 18. York St John University | www.yorksj.ac.ukSo, what can mentoring do tocontribute to developing resilientleadership?18
  19. 19. York St John University | www.yorksj.ac.ukWhat can mentoring do to contribute to developingresilient leadership?• Chance Favours the Prepared Mind!• The Leadership task in preparing people in and forunstable times…….19
  20. 20. York St John University | www.yorksj.ac.ukMentoring facilitated learning…..• Works with subjective intuitions and hunches• Makes insights available for testing and use by all• Involves personal commitment and sense of identitywithin organisation• Has potential in all aspects of work experiences
  21. 21. York St John University | www.yorksj.ac.ukMentoring facilitated learning…..• Economic arguments for mentoring are compelling• Shifts our view of the person as a learner - locatedwithin an environment, self aware and engaged• Is socially constructed and engages people in theorganisation’s social practices• Achieves of goals and meets aspirations• People relating to their concept of self through asense of belonging, being valued, developing diversecompetence and confidence in being yourself atwork• Mentoring is therefore very important
  22. 22. York St John University | www.yorksj.ac.ukMentoring facilitated learning…..Is not:• A way of coming to know about work or an extra to‘real’ work - this is training and conditioningIt is:• A way of being in the social world• A disposition or a cast of mind.
  23. 23. York St John University | www.yorksj.ac.ukr.garvey@shu.ac.ukMentoring facilitated learning…..• The mentor is fully involved• The mentor assists the mentee to fully participate• Mentee’s learning experience is broader and deeperthan management or formal training
  24. 24. York St John University | www.yorksj.ac.ukMentoring facilitated learning…..The mentor seeks to:• develop confidence• consolidate an interest inlearning• develop self-esteem• create space for thementee to be themselves• support and encourage inchange situations• motivate to discard oldhabits, practices andattitudes• minimise and facestressful situations• develop self belief
  25. 25. York St John University | www.yorksj.ac.ukr.garvey@shu.ac.ukMentoring facilitated learning…..‘Mentors do not need to be perfect, only human’(Claxton, 1989)
  26. 26. York St John University | www.yorksj.ac.ukr.garvey@shu.ac.ukMentoring facilitated learning…..The challenge of mentoring is to recognise the needto synthesise individual and organisationalaspirations as a central condition of organisationalsuccess.
  27. 27. York St John University | www.yorksj.ac.ukMaking it happen……For L&D and Management:• Purpose and Scope – what’s it for and who is it for?• Barriers and enablers – start where there is interest• Low key marketing of scheme not new initiative!• Training for both• Cross functional – to minimise ‘power’ from line relationship• Match done by third party (software) – to avoid selectivechoosing• Support materials – reading, handbook, films etc.,webmaterials• Light touch management – to make it different to otherpower driven activities27
  28. 28. York St John University | www.yorksj.ac.ukMaking it happen……For mentors and mentees:• Do training• Commitment• Groundrules – set through discussion and mutual agreement• Confidentiality• Content• Admin – time, place, frequency, duration• Contact arrangements• Process• Review• Initial expectations - discussed• Regular review of groundrules – to reflect dynamic change and keepmutual awareness leading to…..• Graceful exit – to assist the ending28

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