Professor Bob Garvey holds the chair in Business Education at York St John Business School. He is one of Europe’s leading academic practitioners of mentoring and coaching. He has developed many training films and contributed to international Webinars and developed interactive training materials. Bob currently mentors and coaches a number of people from a variety of organisations. He has published extensively.
Citation preview
1. York St John University | www.yorksj.ac.ukIs mentoring the
key to resilientleadership?By Professor Bob
[email protected]
2. York St John University | www.yorksj.ac.ukAgenda What is
mentoring? Why is it powerful? How does it work? What can it do to
contribute to developing resilientleadership? Context The question
of leadership So, what can mentoring do to contribute to
developingresilient leadership?2
3. York St John University | www.yorksj.ac.ukWhat is
Mentoring?A learning relationship between two people. Itrequires
trust, commitment and engagement. Itinvolves listening,
questioning, challenge andsupport. It has a timescale.
4. York St John University | www.yorksj.ac.ukWhy is it
Powerful?4
5. York St John University | www.yorksj.ac.ukThree concepts
Generativity (Erikson, 1978) The desire to influence and bring on
the next generation Key survival mechanism Learning is a social
activity(Polanyi, 1958; Rogers, 1961 &1969;Argyris & Schon,
1981; Vygotsky, 1985; Bruner, 1990; Lave, 1991; Nonaka 1991;Mole,
Griffiths & Boisot, 1996) We learn by and with and through
others Psychosocial function (Kram, 1983) Mentee socialised into a
specific social context, developsself-insight and psychological
wellbeing 5
6. York St John University | www.yorksj.ac.ukHow does it
work?6
7. York St John University | www.yorksj.ac.ukThree stage
model1. Exploration2. New understanding3. Action planningAlred
& Garvey 2010 Mentoring Pocketbook. Management
Pocketbooks,Alresford
8. York St John University | www.yorksj.ac.ukAdvice Giving
9. York St John University | www.yorksj.ac.ukWhat can mentoring
do tocontribute to developing resilientleadership?9
10. York St John University | www.yorksj.ac.ukThe
context10
11. York St John University | www.yorksj.ac.ukThe nature of a
knowledge-based economy All economies are knowledge economies
Complexity - growth of new ideas, knowledge andunderstanding,
driven forward by science andscholarship all is complex and
thereforeunmanageable!
12. York St John University | www.yorksj.ac.ukThe nature of a
knowledge-based economy Science, technology and mass communications
Driven by competition and collaboration resulting in socialchange
The unintended consequences often follow Knowledge is both
imperfect and ordered Change is the norm Keeping ahead of the game
= Research and Development System dominated by developed industrial
societies but! Knowledge system is global and dependent on
technology Communication extended beyond biological limitations
Modern communications compress both space and time Meta-cognitive
(reflexivity)ability can be nurtured
13. York St John University | www.yorksj.ac.ukThe nature of a
knowledge-based economy Knowledge cannot be kept secret for long!
The challenge is to keep generating and applyingnew knowledge to
add value to goods a services Successful organisations know this
The environment created within an organisationmakes it more or less
possible
14. York St John University | www.yorksj.ac.ukThe Question of
Leadership14
15. York St John University | www.yorksj.ac.ukLeadership
MeaningsBehaviour which appeals to ideological values, motivesand
self-perceptions of followers, resulting in:Unusual levels of
effort above and beyond rolerequirementsFollowers forgo
self-interest, to make significantpersonal sacrifices in the
interest of a collective vision.willingly
16. York St John University | www.yorksj.ac.ukThe Rettig Group
Strategy Document(Finland and Europe)If top management are
incapable of showing trust andrespect, then hoping that other
individuals in theorganisation will make the effort to do so is
justwishful thinking.
17. York St John University | www.yorksj.ac.ukTherefore.. Its
all about the social environment that facilitates. Or not..!
18. York St John University | www.yorksj.ac.ukSo, what can
mentoring do tocontribute to developing resilientleadership?18
19. York St John University | www.yorksj.ac.ukWhat can
mentoring do to contribute to developingresilient leadership?
Chance Favours the Prepared Mind! The Leadership task in preparing
people in and forunstable times.19
20. York St John University | www.yorksj.ac.ukMentoring
facilitated learning.. Works with subjective intuitions and hunches
Makes insights available for testing and use by all Involves
personal commitment and sense of identitywithin organisation Has
potential in all aspects of work experiences
21. York St John University | www.yorksj.ac.ukMentoring
facilitated learning.. Economic arguments for mentoring are
compelling Shifts our view of the person as a learner -
locatedwithin an environment, self aware and engaged Is socially
constructed and engages people in theorganisations social practices
Achieves of goals and meets aspirations People relating to their
concept of self through asense of belonging, being valued,
developing diversecompetence and confidence in being yourself
atwork Mentoring is therefore very important
22. York St John University | www.yorksj.ac.ukMentoring
facilitated learning..Is not: A way of coming to know about work or
an extra toreal work - this is training and conditioningIt is: A
way of being in the social world A disposition or a cast of
mind.
23. York St John University |
[email protected] facilitated learning..
The mentor is fully involved The mentor assists the mentee to fully
participate Mentees learning experience is broader and deeperthan
management or formal training
24. York St John University | www.yorksj.ac.ukMentoring
facilitated learning..The mentor seeks to: develop confidence
consolidate an interest inlearning develop self-esteem create space
for thementee to be themselves support and encourage inchange
situations motivate to discard oldhabits, practices andattitudes
minimise and facestressful situations develop self belief
25. York St John University |
[email protected] facilitated
learning..Mentors do not need to be perfect, only human(Claxton,
1989)
26. York St John University |
[email protected] facilitated
learning..The challenge of mentoring is to recognise the needto
synthesise individual and organisationalaspirations as a central
condition of organisationalsuccess.
27. York St John University | www.yorksj.ac.ukMaking it
happenFor L&D and Management: Purpose and Scope whats it for
and who is it for? Barriers and enablers start where there is
interest Low key marketing of scheme not new initiative! Training
for both Cross functional to minimise power from line relationship
Match done by third party (software) to avoid selectivechoosing
Support materials reading, handbook, films etc.,webmaterials Light
touch management to make it different to otherpower driven
activities27
28. York St John University | www.yorksj.ac.ukMaking it
happenFor mentors and mentees: Do training Commitment Groundrules
set through discussion and mutual agreement Confidentiality Content
Admin time, place, frequency, duration Contact arrangements Process
Review Initial expectations - discussed Regular review of
groundrules to reflect dynamic change and keepmutual awareness
leading to.. Graceful exit to assist the ending28