How can mentoring help you?
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Slides from a presentation given by Alex Papworth to a meeting of IIBA UK's South West branch on 13 November 2014. Mentoring helps an individual with their professional development and can be much more effective than training. Nationwide has recently initiated an intensive mentoring programme that focusses on providing specific results for some business analysts over a six month period. In this highly interactive session, Alex and his colleagues will explain mentoring and explore how it has benefitted them both as mentees and as mentors. After a brief introduction to the general concepts of mentoring, the mentors and mentees will introduce themselves and their experience of mentoring. You will be able to draw on their knowledge to help you understand how mentoring will help you achieve your professional development goals (whether as mentor or mentee).
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How can mentoring help you?
- 1. How can mentoring help you? •What do you want from this evening? •Introduction to mentoring •Nationwide’s mentoring programme •Typical mentoring journey •Ideal mentor? •Ideal mentee •Introducing the mentors and mentees •Over to you… what are your questions? www.bamentor.com
- 2. What do you want from this evening? www.bamentor.com
- 3. Introduction to mentoring www.bamentor.com
- 4. Introduction to mentoring Some useful definitions: • Helping someone with the quality of their thinking about issues important to them • Mentoring is a helping relationship based on an exchange of knowledge, experience and goodwill. Mentors help someone less experienced gain confidence, clearer purpose, insight, and wisdom. In developmental mentoring, the mentor, too, is changed by the relationship. • Mentoring is a strategic development activity that supports the organization’s vision, goals and values and the participants’ needs and wishes From Making The Most Of Developmental Mentoring: A Practical Guide For Mentors And Mentees by David Clutterbuck (2013) www.bamentor.com
- 5. Nationwide’s mentoring programme • One element of developing the BA Practice • Started in April 2014 • Offered to (self) selected employees • Used partner to source mentors - Intelligent Consulting • Semi-structured approach (e.g. weekly meetings) • First (of two) groups of mentoring partnerships finishing in October/November www.bamentor.com
- 6. Typical mentoring journey Commit to mentoring ‘contract’ Establish goals (outcomes) Agree terms of engagement Monitor relationship End relationship www.bamentor.com Celebrate achievements
- 9. Introducing the mentors and mentees Two questions: • Why did you get involved in this mentoring programme? • How far have you got in achieving your goals? www.bamentor.com
- 10. Over to you… www.bamentor.com
- 11. Some closing thoughts… What are your three top tips for someone considering starting a mentoring relationship? (as mentor or mentee) www.bamentor.com
Editor's Notes
- Ask for hands up on: Who has been a mentor? Who has been a mentee? Write up people’s goals – post its, whiteboard…
- Establish goals (outcomes) e.g. increased confidence at work; specific focus on acquiring/improving particular skills; improve ability to manage challenging relationships; act as critical friend to improve BA skills in general Commit to mentoring ‘contract’ commit to jointly agree work outside meetings and follow through on commitments Agree terms of engagement meeting frequency; style; who sets agenda; temperature check meetings Monitoring relationship Ending relationship Terminating relationship prematurely
- Experienced business analyst (not necessarily superstar but knows their areas of expertise and those where they are a ‘beginner’) - with that comes knowledge, confidence and maturity – know yourself, confident to admit your limits Good active listener Interested in others and enjoys helping others grow (a people person) Natural teacher - know when to share an experience or provide direct instruction vs when to allow mentee to find own answer Humble – recognize your knowledge but also your limits Lifelong learner/ever curious - actively seek out other opinions/advice/knowledge (read books/articles; seek advice/second opinion from colleagues). Use Mike E as an example when attending events – he had read broadly around the subject (process modeling, systems thinking, enterprise architecture) Negative indicators Motivated purely by desire to share your own knowledge (or world view) This is NOT an ego trip. It’s about the mentee, not about you!
- It’s a partnership and progress will not be made if both parties aren’t playing their part, regardless of how hard the mentor tries. Must demonstrate commitment Must recognize progress is achieved in proportion to the effort put in by the mentee Need to gently push/nudge a mentee both outside their comfort zone and to make their own discoveries
- May need to consider some questions to warm up…