Making the Most of Mentoring - University of Strathclyde · • Offline help from one person to...
Transcript of Making the Most of Mentoring - University of Strathclyde · • Offline help from one person to...
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Making the Most of Mentoring
Gillian Johnstone Organisational & Staff Development Unit
University of Strathclyde 11 November 2016
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The Plan
• Mentoring - the what, who and why.
• Roles and responsibilities.
• Getting the most from mentoring.
• Tools, tricks and different
approaches.
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Mentoring: a few definitions
• An experienced individual outside the reporting relationship … takes personal interest in guiding and supporting the development of a less experienced person in progressing within and beyond their immediate role.” (Hale, 2000)
• Offline help from one person to another in making significant transitions in knowledge, work or thinking”. (Clutterbuck and Megginson 1995)
• The basic model of mentoring is that one person passes their greater knowledge and wisdom to another”. (Hay, 1995)
• A relationship between two parties, who are not connected within a line-management structure, in which one party (the mentor) guides the other (the mentee) through a period of change and towards an agreed objective.” (Kay and Hinds 2005)
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The Benefits of Mentoring
• Support at a time of transition and change
• Develops reflective practice
• Builds effective relationships
• Extends networks
• Supports career development
• Supports Work-life balance
• Extends Technical/Professional Skills
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The Differences …
leading
counselling
mentoring
coaching
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Expectations
Mentors – What do you expect from your mentees?
Mentees – what do you expect from your mentor?
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Being a mentor
Expert
Guide
Adviser
Sounding Board
Goal Setter
Challenger
Critical Friend
Motivator
Facilitator
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• Expectations • Responsibilities • Be clear what you are looking for • Keep-on-track • Plan for meetings • Listen and ask questions • It’s a two way thing!
Being a mentee
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Reciprocal Behaviours
• Articulating • Listening • Respect • Analytical Skills • Goal clarity • Challenging • Self-awareness • Commitment to learning • Reflection • Process Management (mentors)
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Mentoring Conversations
• a learning conversation;
• commitment to the process;
• reflection and sharing;
• agreed outcomes;
• solution focussed;
• mutual benefit;
• confidentiality.
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Mentoring in Action
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Phases of The Mentoring Relationship
1. Rapport Building
2. Direction-Setting
3. Progress-Making
4. Winding Down
5. Moving on / professional friendship
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Mentoring Agreement
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DIRECTIVE
NON-DIRECTIVE
PUSH
solving someone’s problem for
them
PULL helping someone solve their own
problem
Individual centred
Problem centred
TELLING
GIVING ADVICE
INSTRUCTING
OFFERING GUIDANCE
GIVING FEEDBACK
MAKING SUGGESTIONS
ASKING QUESTIONS THAT RAISE AWARENESS
SUMMARISING
PARAPHRASING
REFLECTING
LISTENING TO UNDERSTAND
Mentoring Continuum
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• Goal
• Reality
• Options
• Will
Mentoring Conversations – A Model
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The GROW model
• Establish Goals
• Explore Reality
• Generate Options
• What will they do?
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GROW Questions
• G – what is the focus?
How long shall we work for? How can I best help?
• R – tell me more
about? What makes it challenging?
• O – what would be 3
different options? Which is your favourite?
• W – what will you do?
When? Who do you need to help you?
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Some not so good questions
Why? How about …. ? Have you thought about … ? It’s fine to give advice, just check that’s what they are looking for.
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Mentoring in Action
In pairs, one person is going to Mentor the other on …
(e.g. what they want to achieve in the next 3 months).
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