The Information Technologists Company 29 th May 2012 The Science and Art of Mentoring Chris Gulliver LeaderShape Ltd 1June 16

Common Mentoring experiences Establishing clarity of vision Getting robust Business Plans in place Keeping focus on strategic issues Getting key decisions made – less drift Setting realistic expectations Commitment to success Clarifying leadership role and responsibilities

SPECTRUM of 1-to-1 STYLES 3 DirectiveNon- Directive Telling what to do Solving someone’s problems Giving advice Offering guidance Asking questions Helping another solve own problems I knowI want you to know I want you to learn how to know Do it this wayTry doing it another wayWhat are the various ways you could do it? June 16

Coach/Mentor The key remit of a Coach/Mentor: Help identify personal and business goals Assist in identifying and solving key issues Help develop a Personal Development Programme Support in achieving goals Uniqueness of a Quality Coach/Mentor: Totally objective No hidden agenda Lots of business experience Well versed in the psychology of inter and intra-personal skills (self-awareness, self-management, social awareness, relationship management) 4June 16

Coaching & Mentoring Key Skills Communication: -Listening -Questioning Self-Awareness 5

Listening “We do not see things as they are; we see them as we are. We do not hear things as they are; we hear them as we are.” The Talmud 6

Communication Process 7 You Them Initiation – make a statement Response – describes their understanding Acknowledgement – summarise to confirm understanding

Non-Verbal Communication Research on communication by psychologists :  7% of the message in a conversation is contained in the words alone  38% by tone of voice  55% by non-verbal signals Words are a low impact factor 8

Summary of Some Basic Listening Tools/Rules  Concentrate on the message – what is being said - how and why it is being said  Mentally summarise and give feedback to check understanding  Don’t switch off too soon if the message is as expected – you may miss some new information that qualifies the first assumption  Take notes if it is important to recall accurately what is being said 9

Summary of Some Basic Listening Tools/Rules  Watch for emphasis on certain words, fluency (or lack of it)  Explore what is not being said  Watch the tone – it counts for 1/3 or more of the message  Make good use of paraphrasing to confirm meaning  Make good use of silence to encourage more information 10

The Process The GROW Model 11

The Sequence of Questioning GOAL setting for the session as well as long and short term REALITY checking to explore the current situation OPTIONS and alternative strategies or courses of action WHAT is to be done, WHEN, by WHOM and the WILL to do it 12

Goals Before reality so not limited by it BUT may be vague until reality examined in detail Expect to loop End goal Performance goal 13

Reality Be objective Description not judgement or analysis Get factual answers E.g. What were the factors that determined…? Create Self –awareness If emotional get facts & figures If skill go to think & feel Tap the emotions 14

Options Explore “Gut Feel” 15

Effective Coaching Behaviours Follow the mentee’s agenda Do not offer opinions unless specifically asked Offer more listening than speaking Act “in service” of the other’s issue Do not impose your own solutions or agenda Demonstrate a non-directive approach Offer feedback that is specific and helpful Ensure solutions are developed, selected and owned by the mentee Get commitment to action 16

Useful Mentoring Tools

Reflection 1.Exactly what happened and why in that way? 2.How did you behave, think and feel? 3.What were the main learning points? 4.So what will you do differently? (is that a SMART goal?)

Reviewing Priorities URGENCY High Low High I M P O R T A N C E Low H1 - CRISISH2 - DEVELOPMENT L2- MAINTENANCEL1- DISTRACTION

NINE BLOCK GRID RELATIVE EASE OF SOLVING IMPORTANCEIMPORTANCE High Medium Low Easy Medium Hard

Useful Tools What else have you used?

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