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Mentoring and Growth
- 1. Mentoring and Growth • Mentoring and the Australian workplace • Formal and Informal Mentoring Programmes • Success variables for a productive mentoring relationship
- 2. What is Mentoring? “Mentor” was Homer’s good friend It is a conscious, collaborative and voluntary relationship between an inexperienced and experienced person that aims for a significant and positive impact on the inexperienced person. A mentor will help the mentoree (or protégé) to both set important goals and develop the skills to reach them. Two types - natural and planned mentoring .
- 3. Role of the mentor • Coach • Facilitator • Counselor • Networker
- 5. General Examples of M•eWnomteon erxeicnutivges assist other women to break the "glass ceiling" • Senior citizens demonstrate hobbies to elementary students • Business managers take new employees "under their wings" • Volunteers partner with students at risk of dropping out of school • People managing life challenges provide support and wisdom to others • Older students help younger students cope with peer pressure • University alumni provide guidance to students seeking business careers • Experienced faculty members assist their newer colleagues • Successful business people help new entrepreneurs starting out
- 6. Where does it occur? • Educational or academic mentoring. • Personal development mentoring • Career mentoring • Within organisations • Between organisations
- 7. Employee to Employee • Skills mentoringMentoring • Career mentoring • Leadership development and succession • Diversity mentoring • New hire mentoring • Certification and re-certification mentoring • Affirmative Action • Education Support
- 8. Benefits for the Organisation ☺• Builds an organization of learning • Vehicle for sharing knowledge • Faster learning. • Develops under-performers • Converts training to results • Encourages individual growth • Managed careers • Bridges competency gaps • Development of leaders • Aids with organizational change (for example M&A, downsizing). • Develops networks within an organization • Facilitates internal hiring and transfers. • Discovery of talent • Communication of values, goals and plans • Demonstration of personal and professional standards • Fostering of shared values and team work • Source of objective feedback • Improves the pool of talent for jobs at all levels • Increase in staff satisfaction • Improved morale and motivation • Better productivity • Better employee retention
- 9. Benefits for the Mentoree ☺ • Efficient Training • Complements formal study / training and development iniatives • Develop new and different perspectives • Self directed learning – Mentoree agrees objectives with mentor • Development of knowledge about the organization • Observe and emulate role models • Networking • Visibility • Career • Mobility • Test ideas on a confidential, nonjudgmental sounding board • Assistance with planning • Opportunities to meet people and to demonstrate skills • Increased self-confidence • Explore potential • Challenged to use talents and share expertise
- 10. Benefits for the Mentor☺ • Feeling of responsibility and professional recognition • Enhanced skills in coaching, counseling, listening and modeling as opposed to directing • Appreciation of barriers at lower levels within an organization • Opportunity to learn from mentoree • Satisfaction of contributing to someone’s development • Explore new approaches and perspectives • Enhance professional networks • Demonstrate expertise and share knowledge
- 11. Success variables for a productive mentoring rel•aAt giooodn mastchh bieptween mentor and mentoree • Structure • Commitment by both parties • Trial period • Give up “instant gratification” – do not expect instant results • Evaluate against goals
- 12. How to get it started in your organisation? • Prepare • Organizational readiness? • Focused on business results. • Assess the skills of mentors and mentorees. • Develop matching strategies • Commitment of executives • Administrative tool for matching and tracking program. • Implement • Orientation for mentors and mentorees • Processes and guidelines • Training • Evaluate • Qualitative feedback important
- 13. Pitfalls • Negative experiences can include poor fit, anti social behaviour • Neglectful mentors
- 14. Some Australian Organisations • State Rail Authority of NSW • Pfizer Australia • Citibank • BHP Engineering • BHP Port Headland • Westpac Banking Corporation • MLC / Lend Lease • Zurich Australia • Austrade • Commonwealth Department of Finance and Administration • Sydney Water Utilities • Australian Libraries & Information Association • AGL • Department of Health & Family Services • Australian Film Commission • Restaurant and Catering Industry Association of NSW • Australian Securities Commission • IIR Conferences • ABC Television • City Rail South • Ministry for the Status and Advancement for Women (NSW) • Lend Lease Learning The Growth Connection
- 15. Case Study - Westpac Westpac's mentoring was born out of a need, expressed at focus groups of managers and executive managers, to examine career progression and to retain high potential people resources particularly for female staff) within the company. • Westpac Success Keys – Set clear objectives and measures to manage expectations – Ensure management buy-in and support. Get the initial content of the training workshops "right" upfront. – Appoint dedicated resources to manage the program. – Have the workshops run off-site with a good facilitator. – Be clear with groups on the time needed to ensure a successful mentoring relationship. – Continually support participants (with verbal and written materials sent out). – Ensure continual communication - feeding back results. © Copyright The Growth Connection Pty. Ltd. 1999 - 2001
- 16. Summary • Mentoring is increasing in prevalence in the Australian workplace • Mentoring is good for everyone if it is done properly • Good planning is key to success
Editor's Notes
- According to Homer, when the King of Ithaca was leaving to fight in the Trojan War, he asked a good friend to oversee his household, and to look after and counsel his young son Telemachus. When the king returned ten years later, he found his son had become a skillful and perceptive man inter-personal relationship between two people; one who wants to develop an aspect of their learning or carreer and the other that has had the experience/ expertise that they seek. Until about 10 years ago, a mentor was almost universally seen as an older, senior person who would take someone more junior ‘under their wing,’ helping the protege in whatever manner seemed right to them at the time," he said. "Today, mentoring is less power–related. It's less about seniority and teaching, and more about sharing and development. In its purist sense, mentoring is about supporting and developing the all-around growth of the protege, not just making them better at their job." Natural mentoring occurs through friendship, collegiality, teaching, coaching, and counseling. Mentors can be friends, relatives, co-workers, teachers, as well as historic or contemporary personalities. Most often, a mentor is a more experienced or older person who acts as a role model, compatriat, challenger, guide or cheerleader In contrast, planned mentoring occurs through structured programs in which mentors and participants are selected and matched through formal processes.
- Coaching - showing you how to carry out a task or activity; Facilitating - creating opportunities for you to try new skills; Counselling - helping you to look at the 'what if' scenarios Networking - helping you to access people that would benefit you and your She or he may achieve these in a variety of ways, for example by challenging your ideas, encouraging you to explore new ideas and different ways of thinking, by setting "development" tasks or simply by discussing issues and sharing different views of the matter under consideration. Above all they should be inspirational, encouraging their Mentee to acquire new, and develop existing, skills.
- Mentoring programs generally serve the following broad purposes: Educational or academic mentoring helps mentored youth improve their overall academic achievement. Career mentoring helps mentored youth develop the necessary skills to enter or continue on a career path. Personal development mentoring supports mentored youth during times of personal or social stress and provides guidance for decision making.
- Leadership development and succession-To encourage the development of competencies more easily gained through example, guided practice or experience than by education and training; Skills mentoring - where an employee is matched with an expert in a particular subject area to enhance their skills to enable skills to be passed on in the workplace by experienced, highly competent staff to others who need to acquire specified skills Career mentoring - to help employees plan and develop their careers along desired paths. To help staff in the planning, development and management of their careers and to help them become more resilient in times of change, more self-reliant in their careers and self-directed learners; Diversity mentoring - to assist employees encountering new cultures and languages.To share the values, vision and mission of the organisation. To communicate and work on a one-to-one basis to develop required changes; and New hire mentoring - which is an introduction to a new job and the corporation culture to help new recruits, trainees or graduates settle into the organisation Certification and re-certification mentoring - to aid employees in qualifying for industry certifications Affirmative Action, to assist women and minority groups to redress the imbalance at higher levels in organisations, provide support and help overcome barriers that often block their progress; Education Support, to bridge the gap between theory and practice. Formal education or training is complemented by the knowledge and the hands-on experience of a competent practitioner;
- A good match - personal chemistry must be right A mentor needs to be able to view problems differently from you. This may be easier for someone whose assumptions differ from yours. Attributes of potential mentors: Someone who can respect other people’s views of the world and work with them. Someone who believes that you have the necessary potential to succeed. Someone who sees the best in others, empathizes and offers encouragement. Someone who is not afraid to take risks and do things differently, but will be supportive and will always allow you to take responsibility for your decisions. Potential mentors should also be committed to their own development and fulfil logistic requirements. For example, they should have enough time to mentor you and be close enough geographically to meet face-to-face. Structure – a contract should form the basis of the relationship to establish goals that they can work towards achieving. The Mentor and Mentee agree between amongst other things, they both know: what their roles arehow they will meet and communicate Commitment by both parties Trial period Give up on instant gratification – do not expect instant results Don't become dependent on your mentor
- Prepare Assess organizational readiness for mentoring. Plan for a successful implementation focused on business results. Assess the skills of mentors and mentees. Develop strategies for matching mentors and mentees. Orient executives to their roles in supporting mentoring. Launch an administrative tool for matching mentors and mentees, and for tracking their progress. Implement Orient managers, mentors, and mentees. Provide a process to guide the activities of mentors and mentees. Provide training tools for mentors and mentees. Evaluate Measure results based on original business goals.
- We found that there were a variety of negative experiences that tended to cluster into several categories. Some had to do with a poor fit between the mentor and protégés, a mismatch in people's personalities, values, or work styles. Others had to do with mentors who were not technically or interpersonally skilled or who neglected the protégé -- didn't pay any attention to them. The third category was a bit more shocking and dealt with mentors who engaged in antisocial behavior with protégés. They manipulated their protégé for personal gain, or they deceived their protégé or wielded power inappropriately. Within the different types of negative experiences, the frequency does vary: Things like sabotage tend to be much less common than problems related to mismatch. NEGLECT mentors who seemed completely disinterested, [who] provided no feedback, [who were] evasive when protégés needed support and guidance, or who excluded protégés from important meetings. It seems counter to what we think of as mentoring.
- Articles by The The Growth Connection © Copyright The Growth Connection Pty. Ltd. 1999 - 2001 Banking on Mentoringby Sandra O'Neill Westpac's mentoring was born out of a need, expressed at focus groups of managers and executive managers, to examine career progression and to retain high potential people resources (particularly for female staff) within the company. overwhelming response to circulation of a mentoring booklet and invitation, both from people wanting to be mentors and also from hopeful mentorees. The pilot included 18 mentors (12 males, 6 females) and 14 mentorees (6 males, 8 females). participants took part in mentoring skills workshopsan 2 weeks later "get acquainted" breakfast and also a mid-point follow-up workshop with both mentors and mentorees, provided opportunities for checking reactions and progress. On-going verbal and written guidance was offered by the project manager and coordinator.including telephone contact with all participants, and their comments and input acted upon. Three sets of evaluation questionnaires (at six weeks, mid-point and project conclusion) were also used. Westpac encountered some unwillingness on the part of some mentors to attend training. Their attitude seemed to be, "I already have communication skills - that's why I'm a mentor." Outcomes of the pilot program observed. it was agreed that the program helped improve the visibility of women in this particular workplace. Initial career progression indications are positive with a rise noted in the number of internal job applications by participants One hundred percent of participants rated the program as useful or very useful. Mentorees reported an increase in job skills and career satisfaction, and improvements in organisational understanding, networking and confidence to pursue opportunities. Mentors reported improving their own listening and communication skills, as well as additional networking opportunities; and that they observed increased mentoree happiness, confidence, and self awareness. What was learned from Westpac's pilot mentoring program? Niki listed a number of important lessons. Management support, she said, is essential to the success of the program. On site training is felt to have been a poor choice as people were continually called away. A longer, two day program is necessary for the proper learning and "getting acquainted" activities to take place. Company-specific interpretation of terminology needs to be taken into account in the program design. Niki also reported that long distance mentoring was indeed possible, once the initial relationship was established through face to face meeting. Westpac's plans for the future of mentoring include extending it to different areas of the business that are keen to pick up the program. Trainers within the organisation will be developed to facilitate the mentoring workshops in-house, using materials especially designed by TGC. Niki concluded her case study by summarising the keys Westpac has identified for a successful mentoring program - and these could well serve as sign posts for almost any organisation! More details were included in the handouts Niki shared with the meeting participants.