Page: 1

lifetimeswork Mentoring Proposal Introduction The purpose of this paper is to put forward the lifetimeswork for delivery of a Mentoring Excellence Programme geared towards senior executives and regional heads who will be mentoring as part of the International Graduate Programme. The proposal is informed by discussions with Sharon Rosher and the lifetimeswork ongoing work in delivery of the Coaching Academy. The Context S&N have made a commitment to the international graduates on the IGP scheme that they will get the support of a mentor whilst in transition from the scheme into their normal jobs. Your experience to date illustrates some of the difficulties that the graduates have during this transition. They will have spent 2 years covering 4 roles, often covering more than one country. They are influenced by what appears to be the ‘sexier’ jobs in the business such as New Ventures, and are not so attracted to the operational jobs. They will have received some feedback throughout this period, but remain very task/functionally oriented and haven’t yet established real understanding of the cultural attitudes and behaviours of the business, and in particular, those behaviours that really add value to business performance. They consider themselves high potential within the business just because they are graduates, although the assessment of this would be post-IGP. All these areas should be accounting for in the Mentoring Excellence Programme. The benefits you seek to deliver are

1. Increase the credibility of the IGP scheme 2. Deliver sensible careers guidance 3. Increase the motivation of the graduates to stay with S&N 4. Help manage the expectations of the graduates 5. Broaden out the graduates’ functional experience 6. Emphasis the kind of attitudes and behaviours that help towards high

performance As part of the achieving clarity of purpose and consistency within the scheme, you would like to set up a short intervention, a ‘Mentoring Excellence’ Programme for all mentors. You see the role of mentor covering the following as standard

• Overview of the business including culture

• What makes the difference to performance in the business – the soft stuff as well as the hard

• Insights in how to deal with change

• What makes a good CV in S&N

• Helping navigate choices around the graduates career, and particularly their first choice of job

• Feedback of personal impressions gained by mentor of mentee

Page: 2

Obviously this done in a context where the mentor gets to know and is interested in the mentee. You anticipate 4 mentoring sessions in 2nd year of the IGP scheme, and 2 further sessions in the following year once in their first ‘real’ post within the business. For the Mentoring Excellence Programme, there will be 3 lots of mentors in the year 2006, thereafter normal levels will be one group per year. The size of the group will vary, but will cover roughly 9-12 people. The delivery of the Programme should be centred around 1 day, probably based in your facilities in Windsor, which most mentors will attend; any that don’t manage must be catered for individually. Why lifetimeswork As your coaching partners in the Coaching Academy, we are delighted to put forward a consistent proposal for the Mentoring Excellence Programme. As experienced commercial leaders, we have experience of mentoring within large organisations. In particular Jenny Campbell, Charlotte Hitchings and David Pike have all acted as mentors and been mentees. This is the team that will deliver the Mentoring Excellence Programme. The hands-on experience will be invaluable to the design and delivery. Our approach is a coaching one, ie we take account of the individual’s own starting point and pace, all within the organisational context. Our delivery is on a one-to-one or group format basis, and we use a library of tools and experience to ensure that we deliver a high-impact programme. Our three values of making coaching accessible, of building around the individual’s motivation and needs, and finally ensuring we use the right tool for the job, will all play as underpinning essentials within the Programme. Mentoring Excellence Programme Assumptions We have made certain assumptions in the proposal:

• That the Mentoring Excellence Programme will be delivered mainly through a workshop lasting 1 day, with interviews before and feedback sessions post-workshop.

• That the Mentoring Excellence Programme should be high impact for each individual

You will see that our proposal centres around feedback based on interview and observation. Feedback will be real and highly focused around the individual’s style and its fit with the mentoring competences. This will drive a deeper self-awareness and higher impact of individuals’ learning.

Page: 3

Making Mentoring Work The keys for making mentoring work are the following

• That there is a clear and purposeful Mentoring Policy that creates a framework for all mentoring relationships

• That a 'mentoring contract' where objectives for the mentoring relationship are defined at the outset

• Mentors pace their advice according to what the mentee will be able to assimilate and act upon

• Trust is established early on within the relationship

• The mentor/mentee relationship sits outside of the mentee’s job placement ie there is no favouritism

• Mentors have professional credibility - understanding business cross functionally, strong understanding of strategy, and in-depth understanding of one functional area.

• Mentors are committed to the necessary time

• That mentees are supported and encouraged by the organisation as a whole, and in particular by their line manager, to create and maintain strong relationship with their mentor.

Setting up the Mentoring Policy This will contain purpose, benefits, process, standard content to be covered and mentoring competences. We recommend a strong resonance with the Coaching Competency Framework for the personal mentoring qualities. The Coaching Competency Framework is currently under revision, due for completion by November 2005. The likely areas of resonance are around integrity, creating action and movement, and being on the mentee agenda. The detail of these within the Mentoring Excellence Programme will be a little different to that of the Coaching Academy Framework, but the essence of being able to lead an open and purposeful mentoring conversation will rely on these three areas. Other resonances are around helping the mentee generate options, plus walking the mentoring talk. The necessary professional credibility come from sufficient cross-functional views of the organisation and in particular the international view, sufficient networking, a good understanding of organisational strategy and operational goals. Given these two capabilities – personal and organisational - the key will be to weave them together in a way that is understandable and applicable to the mentee. This can be described as excellent pacing.

Page: 4

Our Proposal Once the Mentoring Policy is clearly defined, we recommend following the steps outlined below: Step 1. Self Assessment Mentors assess themselves against the Mentoring Competences with strengths/weaknesses defined. This step will help increase self awareness within a mentoring relationship. It will also increase understanding of what mentoring is, its purpose and what is key for a successful mentoring relationship. Step 2. Structured Interviews, conducted face to face or via phone Conducted by lifetimeswork team and lasting one hour. This is to explore with participant their motivation and current skill level within mentoring relationship. These will drive the specific content and pace of the Workshop. The session is designed to build very good self-awareness and set objectives at the individual level for the Mentoring Excellence Programme. Step 3. Workshop This workshop will enable the core mentoring skills in an active environment. It will be designed to be modular, so that individual mentor requirements can be easily dropped in and out as appropriate. The overall framework of the workshop is two stages. The first stage sets the scene for what mentoring is, the competences and what makes for a Mentoring Excellence relationship. The second stage immerses the mentors in real scenarios using actors for role-play, where they will learn actively what their own mentoring style is like and how to flex it so that it matches the mentoring competences. Areas for further thought and improvement are identified. Outline of the design is below. Morning Mentoring Framework - driven by the Mentoring Policy

once developed Context of Mentoring Excellence Programme and S&N Model of Mentoring Excellence – mentoring contract, building trust, pacing

Afternoon Active Learning about styles and mentoring Role-play of mentoring scenarios. Develop awareness of how to focus on mentee and pace conversation accordingly. Includes diagnosing best plan for mentee

Page: 5

Step 4. Profiling and Feedback Post interview and workshop, lifetimeswork will write up an individual profile giving our feedback on the individual’s mentoring skills given their style, with recommendations for what to do more of/what to stop. This will be discussed in a one-to-one coaching session, delivered face to face or over the phone. This session will take one hour. The Benefits of the lifetimeswork approach The benefits of our proposal are as follows:

o It’s paced to ensure maximum impact. The programme uses active learning, and accelerated assimilation techniques to maximise the application of this learning.

o It's contextual, so picking up on International Graduates as models for the

role plays, and driving the content to be S&N related.

o It gets to the heart of the individual mentors. Participants will develop their self-awareness, be given direct feedback about how their style fits with the mentoring competences, and it will encourage commitment and motivation to the whole Mentoring IGP Scheme.

o We will bring our experience, gained at a senior level within large

organisations such as BT, BP, O2 and Nacco, into the design and delivery of the programme.

o It is consistent in approach with the Coaching Academy

Page: 6

Programme Costs The table below outlines the lifetimeswork costs for the Mentoring Excellence Programme. As for the Coaching Academy, we are offering a reduction of 36% on our normal charges, so that the S&N daily rate is £900. Please note that VAT and expenses are not included.

The total cost for 2006 assuming the number of mentors outlined below is £40,950 (ex VAT and expenses) Once-

off Group 1

9 mentors Group 2

12 mentors Group 3

12 mentors Total Cost

Mentoring Policy Design Support

2 2 1,800

Self-assessment Design

1 1 900

Modular Workshop Design including role plays

5 Assuming Interviews

before design

Assuming Interviews

done before design

0.5 days top up after

interviews

5.5 4,950

Individual Interviews

2.5 3 3 8.5 7,650

Workshops 4 4 4 12 10,800

Profiling and Feedback

4.5 6 6 16.5 14,850

Total 8 11 13 13.5 45.5 40, 950 Note Average per group

13,650

Any individual mentor(s) who cannot attend the workshop day will be catered for on an individual basis. A further day would be required to cater for this per mentor or small group of mentors. Over and above therefore the above costs, this day will require one lifetimeswork coach plus 2 actors for a half day, ie a total of 2 days. The charge will be based on our normal S&N daily rate of £900 ex VAT/Expenses. Inputs: 4 interviews per manday 2 Profiling & Feedback sessions per manday 2 lifetimeswork coaches involved in each workshop 2 actors for role-play for each workshop Next Steps It is with great pleasure that we put this proposal forward to support S&N’s Mentoring as part of the IGP scheme. We hope it delivers against your expectations and indeed hits the right buttons. If there is anything that you are unclear about or would like to alter, please do not hesitate to comment; we are happy to adjust as appropriate. Many thanks for the opportunity to work closely with you, we are really looking forward to it.

Page: 7

Yours sincerely, Jenny Campbell On behalf of lifetimeswork

Page: 8

Appendix A - lifetimeswork Mentoring Excellence Programme Team

Jenny Campbell, Founder of lifetimeswork

A senior executive with a passion for people, Jenny left her post as General Manager in O2 Sales & Marketing in 2002 to set up lifetimeswork, leading on the development of the ThinkSpace coaching methodology. Jenny has seventeen years of experience working in a variety of senior commercial and change management roles in BT, O2, BP Oil Europe, and as a Strategy/Leadership consultant. Her coaching experience spans individuals, groups and teams in organisations such as BT, NHS, Scottish Agricultural College, Scottish Courage, Falkirk Council and a number of startup companies such as Yakara, Rhetorical and EPoint. She has lived in both Paris and Lausanne, and has worked internationally in Europe and the USA. Jenny (BSc; MBA IMD, Switzerland; NLP Practitioner) loves life, and follows her main interest of music with a passion. Other interests include hillwalking, sailing, the arts, food & wine.

Snapshot

Commercial Areas Sales, Marketing, Strategy, Leadership Development Sectors Telecommunications, Oil & Utilities, Hi-Tech, NHS Coaching Level Up to and including Senior Executives Qualifications BSC, MBA, NLP

Geography Lives in Edinburgh; operates across the UK

Contact Details

Email: jenny.campbell@lifetimeswork.com Mobile: 07711599404

Page: 9

Charlotte Hitchings

Charlotte is a coach and business mentor with eighteen years of commercial experience in a variety of senior roles including marketing, business development, strategy and corporate social responsibility. During her career with BT/O2, Charlotte excelled in coaching her own teams to deliver exceptional performance in a rapidly changing industry. Since leaving O2 in March 2004 she has been coaching with lifetimeswork as a core team member, with recent coaching assignments in BT and S&N. Charlotte also has her own coaching practice working mainly with SME owners/directors and is a business mentor for Venture Wales, providing advice to established SMEs on achieving growth. Charlotte (MA Oxon, Dip Marketing CIM, Dip Accounting/Finance ACCA, Master in NLP) loves walking in the beautiful Wye Valley, swimming and opera.

Snapshot

Commercial Areas Sales, Marketing, Strategy, Corporate Responsibility, Leadership Development

Sectors Telecommunications, Hi-Tech, Consultancy Coaching Level Up to and including Senior Executives Qualifications MA, Dip Marketing, Dip Accounting/Finance, Master

NLP, Certificate in Coaching, Certified Coach (Results L1).

Geography Lives in Chepstow, operates primarily in South West and South East including London. Also across the UK

Contact Details

Email: charlotte.hitchings@lifetimeswork.com Mobile: 077100 090000

Page: 10

David Pike

David is an experienced and energetic senior coach with substantial commercial experience in the manufacturing sector, and more recently, as an executive coach for Develop Solutions. As General Manager of Nacco’s Material handling Group, David demonstrated his ability to lead a large staff through substantial change and cost reductions. His recent coaching assignments include Scottish Agricultural College, Kwik Fit and Scottish Power. He is a clear thinker who can recognise and solve critical issues, and uses a process orientated people centred approach. David has been coaching as a core team member with lifetimeswork since 2003 with recent assignments in BT and S&N. David (BMEng; MBA) is a fittie with interests of hillwalking and running.

Snapshot

Commercial Areas Manufacturing, Distribution, Strategy, Leadership Development

Sectors Manufacturing & Distribution

Coaching Level Managers and Senior Leaders Qualifications BM Eng, MBA Geography Lives in Edinburgh, operates across the UK

Contact Details

Email: david,pike@lifetimeswork.com Mobile: 07810 070784

Page: 11

Appendix B- Mentoring versus Coaching We believe it useful to outline the difference between Coaching and Mentoring, and where there are overlaps. The diagram below aims to do this. It is based on the collective experience of lifetimeswork core coaches. The model used in the diagram is one of the Change models used within NLP, and shows all the areas that can be explored to introduce a new result, within a given context. The Coaching remit covers all these areas. Mentoring on the other hand does not. It is primarily focused on adding information, understanding and skills to the mentee – described in the diagram as capabilities and resources. The mentee is likely to have a lack of understanding of the organisational context, whether as a new entrant or indeed within career transitioning. Mentors then are all about offering their expertise and wisdom to the mentee in order to encourage understanding and action. Once trust is established within the mentoring relationship, it may move into other areas, still within the aspects of advisor. Areas such as behaviour and attitudes may be explored.

lifetimeswork

Focus of Mentoring versus Coaching

values

behaviour/attitudes

capabilities and

resources

beliefs

environment

id

results

Coaching Remit

is to deal with all

areas that facilitate change

Mentoring Remit

is primarily around adding to the

mentee’s skills & resources within the organisational context

secondary remit