Mentoring
East Midlands is looking to expand its current database of available internal mentors to support staff through the organisational transitions ahead – is it something you could offer? Or something you need? Read on……
What is mentoring?
“Mentoring is a unique partnership set up by (or for) two people. It is a relationship shaped by the wishes, needs and aspirations of the mentee and by the skills and experience of the mentor. It entails help by one person (the mentor) given to another (the mentee) in achieving transitions in work, knowledge, thinking and personal and managerial effectiveness. It provides a relationship in which the mentor assists the mentee to develop and learn within a safe and supportive, yet challenging environment ………However a mentor is not called upon to undertake a traditional coaching role, which is more directive and prescriptive, involving goal setting, action planning and creating organizational opportunities to practise new skills and techniques.” (Mentoring in the Health and social care sector) (MHSC/MESOL workbook: produced by the Open University for the Department of Health, Crown Copyright 2001)
In the current database, the term mentor is generally used of managers who are internal to the NHS or public sector and not charging a fee. Coaches are those generally working privately, charging for their services, and trained specifically in coaching techniques.
Both mentors and coaches should have some experience or training in the art of mentoring/coaching and should operate according to a professional and ethical framework - see for example:
http://www.emccouncil.org/Downloads/EMCC_Code_of_Ethics.pdf
Ideally mentors and coaches should also have some form of supervision of their own practice.
What happens in a mentoring session?
Typically the session takes place in protected time – without interruptions, preferably away from your place of work, and where there is a guarantee of confidentiality (e.g. not being overheard).
The frequency, duration and length of the session(s) is something you will normally agree with your mentor, but meeting for an hour every 4 to 6 weeks would not be untypical. In some instances this can be replaced or supplemented by telephone or even email contact, depending on what you have agreed with your mentor.
A session may involve problem solving and action planning, (focusing on the task) but there should also be a focus on the personal and professional development needs of the individual – their self awareness, skills of self management, learning styles, career path etc.
Some time may also be spent on support of a more emotional or psychological nature, depending on the needs of the client and the skill of the mentor – but this is not to confuse mentoring with counselling or therapy and if emotional needs predominate, more appropriate forms of support should be sought in addition.
Why should I consider being a mentor?
It’s good for your career! Mentoring other staff can help you to fulfil the Core KSF dimension 2- Personal and People Development and also G1 – Learning and Development.
It can provide a sense of fulfilment particularly if you are looking to enrich your role.
It is a great opportunity for you to learn about different aspects of your organisation – or a different one. You will develop your interpersonal and problem solving skills, develop your self awareness and learn to challenge your assumptions and mental models. It will provide you with an opportunity for personal reflection on changing organisational needs and roles including a stimulus to reflect on your own role. And finally, though by no means least importantly, there is the satisfaction of making a positive contribution to individual and organisational development.
There are benefits too for the organisation: increased organisational learning; the development and promotion of an evidence base for effective management practice; ensures a coherent approach to continuous professional development of staff; supports succession planning and talent management programmes.
Research indicates that providing this kind of support can be very positive for staff attendance and retention – and enhance organisational effectiveness – particularly in times of change or instability.
What skills, experience and attitudes does a mentor need?
There are training programmes available commercially if you want to enhance your skills, but a background in facilitation, HR or line management may have already given you experience and knowledge of the required interpersonal skills. You may be trained in counselling and psychology, which also provide a good foundation for mentoring – but are not essential qualifications for the job. You should consider having mentoring or supervision of your practice, as a support for you and as a safeguard for your mentees: supervision is a great “quality control” process.
It isn’t necessary to be especially senior or to hold a particularly influential position within the NHS to be effective as a mentor, but you do need to have a fairly broad experience of organisational life and to have managed, supervised or supported a variety of staff.
You should be an enthusiastic “people developer” and be able to apply problem solving and action planning skills in a logical and creative way.
You need to be able to stand back, to be objective and non judgemental, and to have the “emotional intelligence” necessary to put yourself in someone else’s shoes.
You should be able to offer challenges when necessary, but above all you should have a deep rooted belief in the individual’s capacity to solve their own problems. You are not there to be the fount of all wisdom but the catalyst that stimulates self directed change.
How does mentoring benefit the mentee?
It can provide you with access to information, practical advice and networking contacts; mentoring should provide a balance of challenge and support; it will expose you to new and broader perspectives; increase your confidence and self esteem; support the integration of learning into the workplace; promote increased self reliance and the ability to reflect on one’s own practice
Some other considerations.
Your organisation should already have a belief in and commitment to coaching/mentoring as a normal and healthy part of working life and it should be available to all. It should not be seen as something which is “done to” staff who are failing.
Mentoring, though often seen as the province of senior executives, is something that all grades of staff could benefit from. You may of course have to seek your line manager’s consent for any time you take off work.
Have you considered peer mentoring? If you don’t feel comfortable with the idea of going to a more senior colleague for support, if there is no one suitable available, or if you would like a relationship that is more reciprocal, co-coaching could be an option – or even an action learning set. In such an arrangement, two or more people decide to offer coaching to one another, using questioning to develop insights into problems, working on projects together or simply in giving each other space to talk through a problem and get feedback from one another.
So how do I go about choosing a mentor for myself?
Read the mentor’s self description carefully, get a sense of their approach and experience and whether it fits with you.
It may be more appropriate – because of issues of confidentiality, because you want someone who is objective – to choose someone from a different organisation or even different professional background.
You may choose to work with a private consultant. This can cost anything from £50 for an hour – but this can be a worthwhile investment in your own development. Those people who charge a fee have indicated this clearly in their details.
Think about the frequency of meeting and where this is likely to take place – are you willing to travel, can you get time off work or fit sessions in personal time? Will telephone contact be enough for you or do you want to meet face to face with your mentor?
Think about why you want the support at this time – is it about career development or help with specific issues? Are you looking to widen your networks, for advice from someone more experienced or a sounding board to help you with your thinking? Complete the selection form carefully, thinking about your reasons and any limitations.
Take time to choose – this is an important decision – and ring one or two people or email them with questions so you can be sure you are making the right decision. Always remember that you are not committed even at this stage – if you are not comfortable when you meet your mentor, let them know and if necessary look again. A good mentor should be happy to answer questions and will do their best to put you at ease from the start. They should also encourage feedback from you about how you view the relationship.
for an informal discussion contact Kate Sharpe at East Midlands SHA on 0115 968 4478 or email kate.sharpe@eastmidlands.nhs.uk
