Creating a mentoring culture valerie smith pease presentation 2014

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Creating a Mentoring Culture-Facilitated Mentoring-

[email protected] 610-246-8821 www.valeriesmithconsulting.com

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Overarching GoalsLong Term

To create a Mentoring Culture where mentoring becomes ‘how we do things around here.’

OperationalTo 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.


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Overarching Goals

SubtleTo remove the glass ceilingTo break down silos


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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


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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


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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


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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.


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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.


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Operational Success Principles - EvolutionRespect 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


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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.


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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


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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.


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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


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The Challenge of Measurement and EvaluationBe 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?


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The Challenge of Measurement and Evaluation

Traditional Mentoring impact measures are:• Performance• Promotion• Turnover

Take 3-5 years to play outWill be severely affected by business conditionsCan not be isolated


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The Challenge of Measurement and Evaluation

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?


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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.


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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


Leadership & Management

Creating a mentoring culture valerie smith pease presentation 2014