Coaching and Mentoring Service 28 th November 2012 Dr Rebecca Viney Head of Coaching and Mentoring, Associate Dean Coaching and Mentoring CIPD

in twos think of someone who has had a strong positive influence on your development and growth... what did they do? what behaviours? 3 minutes each, then feedback

London Deanery Coaching and Mentoring Service Statistics at 8 November 2012 Mentee applications to date1620 Mentees currently receiving mentoring 389 Total number of people trained by London Deanery 588 Number of coaching and mentoring hours provided 3636

Mentee applications by gender

what is it? “a learning relationship, which helps people to take charge of their own development, to release their potential and to achieve results which they value” Connor & Pakora 2007:6 “helping another person to become what that person aspires to be" Montreal CEGEP, 1998

what isn’t it? giving advice, imparting knowledge, counseling

in twos take turns to give your very best advice about something your colleague wishes to change?

how did it feel?

now try these coaching and mentoring questions What makes it an issue now? How important is it on a 1 – 10 scale? How much energy do you have for a solution on a 1 – 10 scale? Who owns this problem? What have you already tried? What’s your own contribution to the problem? In an ideal world, what would be happening around this issue? What’s standing in the way of this ideal outcome? What’s going RIGHT here – even if it’s only a bit? Imagine you’re at your most resourceful – what do you say to yourself about this issue? What are the options for action here? What criteria will you use to judge the options? Which option seems the best one against those criteria? So what’s the first/next step? When will you take it?

how did it feel?

what is it?

mentors help mentees to... feel supported and valued identify their strengths and weaknesses challenge their blind spots figure out what they want to achieve and how to go about it

What are the benefits for the client?

dedicated time for reflection time during which someone listens actively, challenges their thinking and does not problem solve on their behalf opportunity to work through a problem in a situation of trust, assurance and absolute confidence (but within mutually agreed ethical frame work) support and assistance in working through their own strategies gaining self and professional confidence, self worth and job satisfaction builds motivation & change resilience

new way of approaching own professional development new tools in professional practice job satisfaction opportunity to pass on experience, contextual awareness and wisdom in non directive way tools for better team functioning and conflict resolution What are the benefits for the Coach/Mentor?

culture change towards trust and support Improved employee satisfaction, confidence, morale Complements training and and appraisal Mindset change What are the benefits for the organisation?

in twos One of you talk about an issue that is really important to you right now The other person use all your active listening skills to show how you’re really paying attention and interested in your colleague’s issue When I wave my hand, stop listening, and appear to be completely disinterested in your colleague’s issue

how did it feel?

art of active listening verbal and non verbal cues asking powerful questions - open! allow silence echo, paraphrase, summarise, clarify explore repeated phrases and emotions avoid advice or judgement

skills of being a mentor be genuine respect mentee’s view, don’t judge be empathic, reflect their view back not yours use a framework active listening - echo, silence, summarise challenge goals, blindspots and actions avoid giving advice be supervised and develop own skills

what next? Put the principles and skills of coaching into practice when talking through issues with friends, colleagues, family members (beware!) Explore where to find a coach to release your potential How can you use the coaching approach in your organisation?