Creating a mentoring culture valerie smith pease presentation 2014

Creating a Mentoring Culture
-Facilitated Mentoring-
6/2/2014
Valerie@valeriesmithconsulting.com 610-246-8821
www.valeriesmithconsulting.com 1

Overarching Goals
Long Term
To create a Mentoring Culture where mentoring becomes
‘how we do things around here.’
Operational
To provide significant developmental opportunities for strong
performers to contribute more broadly and deeply to the company while
having deeply satisfying careers.
To engage and showcase senior leaders with a strong commitment to
employee development in creating a significant cultural shift – to lead by
example and walk the talk.
6/2/2014

Overarching Goals
Subtle
To remove the glass ceiling
To break down silos
6/2/2014

The “Program” that Drove the Culture
Change
• Nomination and Invitation by Vice Presidents based on criteria
• Briefing Sessions and Documents to explain the program and required
commitment
• Mentor Workshops and Mentee Workshops to prepare participants for
their respective roles
• “Look Book” to introduce participants to one another
• Meet and Greet Luncheon ice-breaker
6/2/2014

The “Program” that Drove the Culture
Change
• Kickoff Meeting – “Speed Dating,” Partner Selection and Partnership
Launch
• Three Month Check-In Luncheon and emails
• Personal call with each participant
• “Finish Strong” suggestions with three months to go
• Evaluation Calls
• Final Celebration Workshop and Party
6/2/2014

Guiding Organization Development
Principles
• The client must “own” the process in order for it to stick
• In the end, clients want to say they did it themselves
• Change takes time
• Success is not a straight line
• Embrace feedback liberally and course correct
• Help people over hurdles – get in the trenches with them
• Give lots of credit to contributors
6/2/2014

Strategic Success Principles
• Involve Senior Management but don’t ‘push them’ to be
politically correct. Focus on the value of their personal
mentoring experiences and gain early buy-in by having them
nominate participants so they have skin in the game.
• Engage a high-performing, well-respected and flag-waving VP.
• Make it an honor for strong performers – over time people will
want to be in that group and seek to be the type employees who
will be nominated to participate as Mentors and Mentees.
6/2/2014

Operational Success Principles - Intake
• Let the nominee’s behavior during intake dictate whether they
can participate – weed out those who will be weak players or
those who think they ‘have to participate’ before they are
partnered. They will thank you for it.
• Set standards for Mentor and Mentee preparation with NO
exceptions.
• Offer enough opportunities for the preparation activities that
participants can easily fit them into their work schedules.
6/2/2014

Operational Success Principles -
Evolution
Respect the organization’s appetite for change and adoption
while leading, guiding and supporting them.
• Committee COMMITTTEE
• Acceptance of Invitation = You’re In
Acceptance of Invitation + Meeting Requirements = You’re In
• Job Performance Job Performance + Career + Whole
Person
6/2/2014

Partnership Success Principles
• The Mentee owns the process – scheduling, agenda,
follow-up…
• Confidentiality at 100%
• Partnerships manage their own relationship, goals and
process.
• Eliminate formal reporting (they do enough of that in the
performance management process).
• Be available when they need help but otherwise stay out.
6/2/2014

Guiding Development Principles
There are two reasons why people change
• A vivid picture of a compelling future, or
• A burning platform
Adults are more likely to change when they
• Make the choice to do so because the change has meaning to
them
• Have a vision of what the future state looks like
• Have doable steps to get to the future state
• Are able to define a palatable personal risk
• Have a cheerleader and a safe place to be vulnerable
6/2/2014

Guiding Development Principles
When you enable people to work on what is
meaningful and relevant to them, they are more
likely to set the bar higher and take bigger risks.
6/2/2014

The Development Mantra:
“What got you here won’t get you
there!”
• Career vision and exploration –
exploring multiple career paths and
following one’s passion
• Strategic thinking and planning
• Influencing and leading without
authority – e.g., cross-functional
teams, matrix, special projects,
working across organizational lines,
external partnerships
• Business/political savvy – how to get
things done in this culture
• Risk Taking
• Networking and Visibility
• Leadership Presence and Self-
confidence
• Fearless communication – conflict,
challenging situations, giving and
receiving feedback, cultural
competency, presentations and
proactively managing business
relationships
• Management effectiveness
• Self Awareness and Learning
6/2/2014

The Challenge of
Measurement and Evaluation
Be willing to truly debate Measurement and Evaluation
• Why you are doing it?
• What do you want to do with the results?
• What measures are valid?
• Can one particular development initiative in isolation
predict or be causal to an employees’ success?
6/2/2014

The Challenge of
Traditional Mentoring impact measures are:
• Performance
• Promotion
• Turnover
Take 3-5 years to play out
Will be severely affected by business conditions
Can not be isolated
6/2/2014

The Challenge of
You can evaluate the ‘program’ much more easily:
• Are the ‘right’ people getting nominated and participating?
• Are the Mentors and Mentees fully informed about the commitment they
are making and participating with a plan to play full-out?
• Are the Mentors and Mentees fully prepared for their roles?
• Are the mentoring partnerships supported so they can be effective?
• Are all meetings, workshops and materials high quality, effective
and productive uses of participants’ time?
6/2/2014

How do we know we’re
CREATING A MENTORING
CULTURE?
• 100% VP participation as Mentors – self-nominated
• Three VPs have initiated a mentoring process within their own
organizations in addition to fully participating in this one
• Another company division has adopted the same process
• During a substantial business downturn including two large
layoff processes this program was labeled a ‘do not touch’ with
no budget cuts.
6/2/2014

How do we know we’re
CREATING A MENTORING CULTURE?
• Mentors actively seek VP mentoring on their own
• Mentees seek to Mentor in the program as soon as they are promoted to an
eligible Band
• The most recent year’s participants have labeled this the most significant
development experience of their entire careers
• Participant statements:
• I would never have…
• My path to productivity was cut by at least 50%
• I was exposed to people/events/experiences I would not have otherwise
been
• Mentoring Circles and Executive Shadowing have been initiated
• “Pay it Forward” activity exponentially increasing
6/2/2014

Creating a mentoring culture valerie smith pease presentation 2014

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Creating a mentoring culture valerie smith pease presentation 2014