© Clutterbuck Associates 2006 C1C1 How difference makes the mentoring relationship stronger David Clutterbuck

© Clutterbuck Associates 2006 C2C2 Coaching v Mentoring Performance Career Directive Influence Non-Directive Influence Traditional Coaching Developmenta l Mentoring (Europe) Executive/ Developmenta l Coaching Sponsorship Mentoring (US) Personal Development

© Clutterbuck Associates 2006 C3C3 COACHGUARDIAN NETWORKE R (Facilitator) COUNSELL OR Dimensions of Mentoring Influence (Directive) Influence (Non-directive) Mentor Need (Intellectual) Need (Emotional) Mentee

© Clutterbuck Associates 2006 C4C4 Phases of Reflective Space External Energy Internal Energy Normal Working (High Activity) Framing Implication Analysis Insight! Options Action Re - framing Time

© Clutterbuck Associates 2006 C5C5 Open dialogue Shared expectations Openness to mutual benefit Sense of urgency Task focused Debate rather than dialogue Friendship Lack of direction Opportunistic in dealing with issues Short term perspective, but... May be long-term relationship “Going through the motions” Low rapport Low clarity of purpose High clarity of purpose High rapport Clarity of Purpose vs Rapport

© Clutterbuck Associates 2006 C6C6 Barriers to Diversity Dialogue The hierarchy gap (“speaking truth to power”) Political correctness (overcompensating) Same words/ different meanings Avoiding exploring own feelings, attitudes & values Problem denial

© Clutterbuck Associates 2006 C7C7 The Skills of Diversity Dialogue Managing stereotypes Permission to explore Fearless questions Analysing assumptions, behaviours and values Achieving clarity Valuing the insights from different perspectives Circles of advantage/disadvantage

© Clutterbuck Associates 2006 C8C8 What do we know about the role of difference in mentoring?

© Clutterbuck Associates 2006 C9C9 Same race, same gender, or different ? Four key issues: Perspective Networking Power Dependency

© Clutterbuck Associates 2006 C10 Same Race/Gender vs Difference Issue Perspective Career outcomes Networks Power Role modelling Same Group More empathy Less likely Sharing same concerns Easier rapport Occurs more naturally Different Group Wider perspective More likely More influential Insight into politics Promotes wider range of responses

© Clutterbuck Associates 2006 C11 Mentoring as a diversity dialogue

© Clutterbuck Associates 2006 C12 Diversity Mentoring: Benefits to Mentee Encourages mentee to set and work towards ambitious career goals, increasing their confidence Provides mentee BME employees with visibility and influence at senior levels … and with insight into management thinking and organizational politics Encourages mentee to recognise their value and enhance their self confidence Stimulates more effective and wider networking

© Clutterbuck Associates 2006 C13 Diversity Mentoring: Benefits to Mentors Provides senior managers with personal understanding of diversity issues Opens dialogue across differences Allows input to achieving diversity/ equal opportunity management targets Helps the mentor see issues from more than one perspective (so better decisions are made) Brings stereotypes and micro-discrimination into focus for the mentor Helps mentor recognise and manage intrinsic and extrinsic barriers to achievement Stimulates more effective and wider networking

© Clutterbuck Associates 2006 C14 Diversity mentoring competencies include Empathy with the mentee’s dilemmas Positioning disadvantage appropriately Ability to value differences Ability to reconcile differences Being a role model for open-mindedness Ability to role adapt appropriately between sponsor/guide/adviser/ and developer of self-sufficiency standard

© Clutterbuck Associates 2006 C15 Difference From Mentoring Across Differences, 2003 – report on mentoring in US law firms As a mentee, it doesn’t hurt my feelings if someone acknowledges the [racial] difference between us. In some ways I like those relationships better. It makes me feel more comfortable – we’re not dancing around the issues in some artificial way. What’s uncomfortable for me is when we have to pretend there isn’t a difference.

© Clutterbuck Associates 2006 C16 Cross-Gender/Race Relationships that Worked * Established confidence by beginning with work- related issues Identified common interests and values Made efforts to learn about each other Showed empathy Were clear about needs and expectations Avoided stereotypes and untested assumptions Risked discomfort to make the relationship work * From Mentoring Across Differences, 2003 – report on mentoring in US law firms

© Clutterbuck Associates 2006 C17 The critical role of the mentoring coordinator

© Clutterbuck Associates 2006 C18 Aspects of culture* Universalism v particularism Individualism v communitarianism Affective v neutral Specific v diffuse Achievement v Ascription Sequential v synchronous Internal v external control *Trompenaars / Hampden-Turner

© Clutterbuck Associates 2006 C19 Some issues for discussion In the context of cross-cultural mentoring, how would each of these seven areas of potential cultural dissonance affect: The ability to build rapport? The style the mentor adopts? The goals of the relationship and measures of how/ whether these are achieved? The design of global or multi-country mentoring programmes?

© Clutterbuck Associates 2006 C20 7 conversations in coaching and mentoring 1.The coach’s/ mentor’s inner preparatory reflection 2.The learner’s inner prepatory reflection 3.The spoken conversation 4.The coach’s/ mentor’s inner dialogue 5.The learner’s inner dialogue 6.The learner’s subsequent reflection 7.The coach’s/mentor’s subsequent reflection

© Clutterbuck Associates 2006 C21 Mentoring scheme standards Clarity of purpose Stakeholder training and briefing Processes for selection and matching Processes for measurement and review Maintains high standards of ethics Administration and support