© Clutterbuck Associates 2006 C1C1 How difference makes the mentoring relationship stronger David...
-
Upload
suzanna-marjorie-washington -
Category
Documents
-
view
215 -
download
0
Transcript of © Clutterbuck Associates 2006 C1C1 How difference makes the mentoring relationship stronger David...
© Clutterbuck Associates 2006 C1
How difference makes the mentoring relationship
stronger
David Clutterbuck
© Clutterbuck Associates 2006 C2
Coaching v Mentoring
Performance Career
Directive Influence
Non-Directive Influence
Traditional Coaching
Developmental Mentoring
(Europe)
Executive/ Developmental Coaching
Sponsorship Mentoring
(US)
Personal Development
© Clutterbuck Associates 2006 C3
COACH GUARDIAN
NETWORKER
(Facilitator)
COUNSELLOR
Dimensions of Mentoring
Influence(Directive)
Influence(Non-directive)
Men
tor
Need(Intellectual)
Need(Emotional)
Mentee
© Clutterbuck Associates 2006 C4
Phases of Reflective SpaceExternal Energy
Internal Energy
Normal Working (High Activity)
Framing
Implication
AnalysisInsight!
Options
Action
Re-framing
Time
© Clutterbuck Associates 2006 C5
Open dialogue
Shared expectationsOpenness to
mutual benefit
Sense of urgency
Task focused
Debate ratherthan dialogue
FriendshipLack of directionOpportunistic in
dealing with issuesShort term
perspective, but ...May be long-term
relationship
“Going throughthe motions”
Low rapport
Low clarity of purpose
High clarity of purpose
High rapport
Clarity of Purpose vs Rapport
© Clutterbuck Associates 2006 C6
Barriers to Diversity Dialogue
• The hierarchy gap (“speaking truth to power”)
• Political correctness (overcompensating)
• Same words/ different meanings
• Avoiding exploring own feelings, attitudes & values
• Problem denial
© Clutterbuck Associates 2006 C7
The Skills of Diversity Dialogue
• Managing stereotypes
• Permission to explore
• Fearless questions
• Analysing assumptions, behaviours and values
• Achieving clarity
• Valuing the insights from different perspectives
• Circles of advantage/disadvantage
© Clutterbuck Associates 2006 C8
What do we know about the role of
difference in mentoring?
© Clutterbuck Associates 2006 C9
Same race, same gender, or different?
Four key issues:• Perspective• Networking• Power• Dependency
© Clutterbuck Associates 2006 C10
Same Race/Gender vs Difference
IssueIssue
Perspective
Career outcomes
Networks
Power
Role modelling
Same GroupSame Group
More empathy
Less likely
Sharing same concerns
Easier rapport
Occurs more naturally
Different GroupDifferent Group
Wider perspective
More likely
More influential
Insight into politics
Promotes wider range of responses
© Clutterbuck Associates 2006 C11
Mentoring as a diversity dialogue
© Clutterbuck Associates 2006 C12
Diversity Mentoring: Benefits to Mentee
• Encourages mentee to set and work towards ambitious career goals, increasing their confidence
• Provides mentee BME employees with visibility and influence at senior levels
• … and with insight into management thinking and organizational politics
• Encourages mentee to recognise their value and enhance their self confidence
• Stimulates more effective and wider networking
© Clutterbuck Associates 2006 C13
Diversity Mentoring: Benefits to Mentors
• Provides senior managers with personal understanding of diversity issues
• Opens dialogue across differences
• Allows input to achieving diversity/ equal opportunity management targets
• Helps the mentor see issues from more than one perspective (so better decisions are made)
• Brings stereotypes and micro-discrimination into focus for the mentor
• Helps mentor recognise and manage intrinsic and extrinsic barriers to achievement
• Stimulates more effective and wider networking
© Clutterbuck Associates 2006 C14
Diversity mentoring competencies include
Empathy with the mentee’s dilemmas
Positioning disadvantage appropriately
Ability to value differences
Ability to reconcile differences
Being a role model for open-mindedness
Ability to role adapt appropriately between
sponsor/guide/adviser/ and developer of self-sufficiency
standard
© Clutterbuck Associates 2006 C15
Difference
From Mentoring Across Differences, 2003 – report on mentoring in US law firms
As a mentee, it doesn’t hurt my feelings if someone acknowledges the [racial] difference between us. In some ways I like those relationships better. It makes me feel more comfortable – we’re not dancing around the issues in some artificial way. What’s uncomfortable for me is when we have to pretend there isn’t a difference.
© Clutterbuck Associates 2006 C16
Cross-Gender/Race Relationships that Worked*
• Established confidence by beginning with work-related issues
• Identified common interests and values
• Made efforts to learn about each other
• Showed empathy
• Were clear about needs and expectations
• Avoided stereotypes and untested assumptions
• Risked discomfort to make the relationship work
* From Mentoring Across Differences, 2003 – report on mentoring in US law firms
© Clutterbuck Associates 2006 C17
The critical role of the mentoring
coordinator
© Clutterbuck Associates 2006 C18
Aspects of culture*
• Universalism v particularism• Individualism v
communitarianism• Affective v neutral• Specific v diffuse• Achievement v Ascription• Sequential v synchronous• Internal v external control*Trompenaars / Hampden-Turner
© Clutterbuck Associates 2006 C19
Some issues for discussion
In the context of cross-cultural mentoring, how would each of these seven areas of potential cultural dissonance affect:
• The ability to build rapport?• The style the mentor adopts?• The goals of the relationship and
measures of how/ whether these are achieved?
• The design of global or multi-country mentoring programmes?
© Clutterbuck Associates 2006 C20
7 conversations in coaching and mentoring
1. The coach’s/ mentor’s inner preparatory reflection
2. The learner’s inner prepatory reflection
3. The spoken conversation4. The coach’s/ mentor’s inner dialogue5. The learner’s inner dialogue6. The learner’s subsequent reflection7. The coach’s/mentor’s subsequent
reflection
© Clutterbuck Associates 2006 C21
Mentoring scheme standards
• Clarity of purpose• Stakeholder training and briefing• Processes for selection and
matching• Processes for measurement and
review• Maintains high standards of ethics• Administration and support