Symposium 1999 APEX

Table of Content

• Connecting
• Clarifying Context
• Content: Mentoring
• Content: Coaching
• Conversing
• Closing

COACHING AND MENTORING

Rick Fullerton

• Mindset for Learning
• Already listening
• Noticing 'What is'
• Inside/outside the box
• Our binary world
• Possibilities
• Commitment first

CONNECTING

• Know others with 'more' experience, power, authority, knowledge, skill
• Know others with 'less' experience, power, authority, knowledge, skill
• Committed to accomplish more than seems possible given the circumstances
• Committed to others commitments

CREATING A CULTURE WHERE LEARNING THRIVES

• Jocelyne Bourgon’s Fifth Annual Report
• La Relève
• Integrating learning into work
  • everywhere; all the time
• Informal, flexible, customized, just-in-time
• Relationships and responsibilities
• Appreciating differences and distinctions

MENTORING

Suzanne C. Faure, Ph.D

Studies of manager in corporate settings have established that mentoring alliances can facilitate socialization ijnto ans organization, reduce turnover among professionnals, facilitate the transfer of knowledge and values that support an organization's mission. These contributions to productivity and the quality of worklife are significant, and in high performing organization mentoring is considered a basic part of a manager's job

MENTORING

• Part of a generative organizational process
• provides guidance and support
• Has always existed informally
• More effective as people learn more about it

WHY MENTORING?

ORGANIZATIONAL TRENDS demographics Change/Unkown Learning organization Community and empowerment

INDIVIDUAL TRENDS Inner drive to grow Quality of worklife Organizational commitment Need for support and challenge

WHY MENTORING?

• Continuous learning
• Leadership
• Action Learning
• Human resources development
• Benefits all partners: mentors, mentees, and organization
• Values human potential in cost/effective manner

WHAT IS MENTORING?

• A long-term relationship
• Meets a development need
• Develops full potential
• Benefits all partners: mentors, mentee, organization

MENTORING DEFINITION

• Mentoring is a supportive learning relationship between a caring individual who shares his/her knowledge, experience and wisdom with another individual who his willing and ready to benefit from this exchange to enrich his/her professional journey.

MENTORS...

...ARE SKILLED PEOPLE WHO GO OUT OF THEIR WAY TO HELP YOU CLARIFY YOUR PERSONAL GOALSAND TAKE STEPS TOWARD REACHING THEM.

- (Linda Phillips-Jones, Ph.D.)

MENTORING DEFINITION

• One who guides without leading, teaches by example, and is willing to let the mentored one experience the bumps needed for learning and growth to take a place

WHAT A MENTORS DO:
CAREER FUNCTIONS

• The mentor helps in learning the ropes, adjusting to, preparing for and advancing within professions
• Educating
• Coaching
• Sponsoring
• Protecting

WHAT MENTORS DO:
PSYCHOSOCIAL FUNCTIONS

• The mentor helps to develop a greater sense of competence self-worth, identity, and enhance effectiveness in a professional role
• Role modeling
• Encouraging
• Counselling
• Moving from a transitional figure to a friend

MENTORING CHALLENGE

• Diversity
• Dependency
• Coping with negatives feelings
• Quality of relationships
• Rapport, Values
• Time

WHAT MAKES MENTORING WORK?

• Model
• Principles
• Commitment and trust
• Choice
• Time, feedback
• Orientation
• Magic

CRITERIA FOR MENTORS

• Permissive not authoritarian; well informed; analytical
• Commited to training and development
• Good communicator, open questions, listener
• Knowledgeable about the organization
• Can apply theory to practice
• Well organized
• Knowledgeable about the value of action learning
• Manages time well; devotes time to mentoring

K. Kram, Ph.D. 'Mentoring in the Workplace'

BENEFITS: FOR MENTORS

• Exposure to new and different thinking styles, knowledge and perspectives
• Helping to develop future leaders
• Honing your own leadership skills
• Personal satisfaction
• Occasion to reflect on important issues, both personal ans organizational

BENEFITS: FOR MENTEES

• Sound advice
• Guidance and encouragement
• Exposure to the decision-making and leadership styles of more senior managers
• Access to organzational knowledge and networking opportunities
• Aid in developing new skills

BENEFITS: ORGANIZATIONS

• More knowledgeable employees with broader perspectives
• A visible commitment to developing and retaining leaders
• Improved communications and sharing values
• A more motivating and effective workplace
• Good role models for employees

MENTORING

Mentors give us the magic that allows us to enter the darkness: a talisman to protect us from evil spells, a gem of wise advice, a map and sometimes simply courage. But always the mentor appears near the outset of the journey as a helper... a midwife to our dreams. Mentors are guides.

Author unkown

How to find a Mentor

• Mutual trust, respect and 'chemistry' between mentor and particiapnt are critical to a successful relationship. Sometimes the relationship 'clicks' but most often, it develops over time, througheffort and commitment. To get started, seek a mentor who is :
  • People-oriented
  • Commited to training and development
  • Regarded as successful in the organization
  • Aware of resources within and outside the organization
  • Knowledgeable about the organizations's goals, policies, functions, communications channels, training programs,etc.
• Work through the following mental checklist as your intervew prospective mentors:
  • Is he a good communicator and listener (interpersonal skills)?
  • Does she have a strong, extensive personal network of colleagues (organizational knowledge)?
  • Has she managed large groups of people or chaired committes or task forces (supervisory experience)?
  • Does he have a particular professional or techinical competence that is intriguing or that complements your skills (diversity)?
  • Is she sought out for advice by her staff and peers (personal power)?
  • Does he acknowledge the contribution of others?
  • Does she take risks and accept failure?
  • Has he mentored anyone before?
• select a mentor whit as many of these qualifications as possible knowing that he or she will develop additional skills as they work with you.

Mentoring - First Meetings

The first, if both parties agree to pursue, create the mentoring alliance. Care needs to be taken to establish a solid foundation to the relationship. Mentoring is a relationship between two persons. Individual styles differ and need to be respected. The following guidelines on how to approach the first meetings:

• Get aquainted: discuss your career development
• Discuss what you can offer: information, skills, experience
• Discuss what the mentee expects of the partnership
• Review the mentee's major goals
• Discuss your expectations and concerns, if any
• Agree on how much time you plan to spend together, where you will meet, and who will set up the meetings (monthly meetings are suggested)
• Make sure you both understand your roles end responsabilities
• Discuss confidentiality
• Set a time and place for your next metting

Some questions to reflect on prior to your meeting and to address together:

• What have I become a mentor / mentee?
• What do I offer / What do I want
• What significant issues might arise?
• What do I feel strongly about?
• Which areas do I prefer my mentor / mentee to be on the same wave length? To be different? Over wich I am neutral?
• What about issues of trust end respect?
• What are my personality type preferences? My learning style?
• How do they affect the way I interact with others?
• What mentoring skills do I have / want my mentor to have
• What mutual contacts are we likely to have? How might that affect mentoring?
• What is my attitude towards self-improvement?
• Who is / has been a mentor to me? What did I gain

Mentoring
Bibliography

• Hay,J. Tranformational Mentoring. Creating developmental alliances for changing organizational cultures. McGran-Hill International (UK), 1995
• Houle, R. Des mentors pour la relève. Montréal: Meridien, 1995
• Phillipes-Jones, Ph.D., L. Mentors and Protégés. How to succeed with the new mentoring partnerships. California: Coalition of counselling Center, 1997
• Kram Ph.D., K. Mentoring in the Workplace, in Hall,D. G. Career Development in Organizations, Chapter 5. San Francisco: Jossey-Bass, 1986
• Murray, M., and M.A. Owen. Beyond the Myths and Magic of Mentoring. San Francisco:Jossey-Bass, 1991.
• Shea, G. Mentoring. Helping Employees Reach their Full Potential. New York: AMA Publishing Division, 1994
• Zey, M. The Mentor Connection. Strategic Alliances in Corporate Life. New Brunswick, New Jersey: Transactions Publishers, 1993

COACHING

Paul Lefebvre

An idea whose time has arrived

The definition of insanity is doing the same thing over and over again and expecting a different result.

Albert Einstein

In the sixteenth century the English language defined “coach” as a carriage, a vehicle for conveying valued people from where they are to where they want to be.

Coaching:
The CCMD definition

• “Coaching is a confidential, results oriented, highly personal learning process in which executives, with the assistance of a professional coach, build on their talents and enhance their professional effectiveness”.
• Based on reflective action and insight - not behavior modification, not "fixing" people.

In the caterpillar’s view of the world it is impossible to fly

Coaching is about

• Evoking excellence in others
• Exploring new ways to interpret the world
• What’s missing rather than what’s right or wrong
• Committing to action and long term performance
• Working with a thinking partner for new possibilities and breakthroughs

What is your perspective?

• Breakthrough
• New environment / transition
• Complex issues
• Development / personal effectiveness / personal growth
• Reflection - personal, career, work, possibilities

Coaching is for me when…

• I’m committed to more than the reasonable and predictable
• I’m stuck and problem solving strategies no longer satisfy me
• I want to reflect on how I show up as a leader and a manager
• I need to rethink how I develop and maintain effective relationships
• I want to enhance or add to my personal and professional competencies
• I find I am frequently questioning my capabilities and decisions
• I need to get a different perspective on possibilities or action
• I need to see breakdowns as opportunities

Types of coaching

• Giving advice / feedback
• Solving problems
  • outside assistance from an expert
• Improving a skill or a behavior
  • instructing, teaching, modeling, supporting
• Transforming the way one sees the world
  • reflection with a thinking partner

A coach

A coach is a different kind of observer for action, who listens for commitment to what you are trying to accomplish, who helps you change your way of seeing the world; a coach is more committed to your commitment than you are; a coach is a partner in creating a different future for you.

What to look for in a coach

• Significant coaching experience
• Advanced knowledge of coaching discipline
• Effective speaking and listening
• Passion for your success
• Ethical conduct
• Respect for your commitment

How a coach works

• Acts as a thinking and learning partner
• Listens for your commitments
• Observes your actions and engages in conversations to help you align actions and commitments
• Challenges the way you interpret the world
• Focuses more on the present and the future

The right coach for me

• Is there mutual trust and respect?
• Is there a clear understanding of my situation and commitment?
• Does his/her approach match my needs?
• Can I see myself working closely with this person?

From James Flaherty:

Coaching, you see, is not telling people what to do; it’s giving them a chance to examine what they are doing in the light of their intentions.

From Jim Selman:

In my view, coaching and leadership are virtually the same - something is changing in the way we see the world.

From Tracy Goss:

As a coach, your role is to create an opening for action that allows people to get untangled from their structure of interpretation, and focus on the future to which they are committed.

Reading List

• Flaherty, James (1999) Coaching: Evoking Excellence in Others,
  Boston: Butterqorth-Heinemann,
• Flores, Fernando and Winograd, Terry (1986) Understanding Computers ans Cognition: A New Foundation for Design
  Norwood, N.J.: Ablex Pub., Corp.,
• Goss, Tracy (1996) The Last Word on Power
  Doubleday
• Hargrove, Robert (1995) Masterful Coaching,
  San Francisco: Jossey-Bass/Pfeiffer
• Kinlaw, Dennis c. (1999) Coaching for Commitement: Interpersonal Strategies for Obtaining Superior Performance for individuals and Teams
  San Francisco, CA:Jossey-Bass/Pfeiffer

Article:

• Evered, R. D. ans Selman, J. C. (1989) Coaching and the Art of Management, Organizational Dynamics, 18(2), pp.16-32

Other:

• Hudson, Frederic The Handbook of coaching, A Resource Duide to Effective Coaching with individuals and Organizations, The Hudson Institue of Santa Barbara. Web site :www.hudsoninstitute.com
• Whitespoon, R. and Withe, R. P. (1997) Four Essential Ways that Coaching Can Help Executives, Center for Creative Leadership, Greenboro, North Carolina

CONVERSATION FOCUS

Rick Fullerton

• At your table, briefly explore
  • What you have gotten so far?
  • What is missing for you?
• Listen for opportunities to offer help
• Individual table reports are not expected.
• Plenary will address common themes and areas of interest.

CLOSING

Coaching and mentoring are about helping people develop themselves.
In management today, there is no more important role to perform.