Mentee Success Story!

Incredibly proud of my mentee Anthony. When we first started our journey together he told me that he had been written off by his school as not being suited to A-Levels and was told he should pick a manual trade and follow a less academic pathway.  This wasn’t what he wanted, so he rose above, never letting go of his dream to get a degree. He went to college and only a year behind his peers collected enough UCAS points to apply to university.
Today I am so proud that this man, who was blessed with the gift of a different learning style they broadly label ‘dyslexia’, has graduated with a 1st class honours degree in Business Management and HR!
“Take that!” the teachers that called him lazy! “Take that!” the learning support department that told his parents they would only support him if he was statemented and “Take that!” the Careers Advisor who couldn’t see past the end of her own nose! I am so pleased that Anthony had drive, a non waning ambition and strong supportive parents who wouldn’t take this nonsense, who fought for his education and provided him with the tools and encouragement he did not get at school. Anthony was lucky, there are many young men and girls out there who need this kind of support but can’t access it.
I truly believe that I am so lucky too.  I learned such a lot from Anthony and his Mum, he is a role model for me as a professional, she is a role model for me as a mother and as a person and they are the best kind of role models to my children. I will continue to support Anthony in his search for an HR role and I will be re-registering myself as a volunteer mentor for local young people. Today is a great day!  Congratulations Anthony, you more than deserve this accolade!

*If any of my HR contacts are interested in hearing more about this intelligent, talented and driven young man please do get in touch.  Thank you. Natalie 

*Guest post for Ashley Kate HR*: When coaching and mentoring programmes stagnate; how to reinvigorate the learning culture.

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Full article as published on Ashley Kate HR Guest Blog – December 2016

Coaching and mentoring is not a new idea.  Companies large and small run coaching and mentoring programmes whether formally or informally and have done since the practice was first recorded in Ancient Greece.  We know that people learn best using a variety of mediums and that they work best when motivated, engaged and most importantly valued.  Academics and practitioners alike identify that coaching and mentoring help to encourage these.

You had a great idea, you launched a mentoring scheme using senior managers and you trained your line managers to act as coaches to those who report to them.  For a while it all worked well; attrition was down, working relationships were improved and great conversations were taking place regarding long term career planning.  So HR sprung into action, sent out a survey and everyone patted themselves on the back for building another successful intervention to develop people.  

Let’s take a leap a few years into the future….. The magic mentoring programme is failing, matched pairs are not seeing out the full programme and feedback is not good.  Senior manages are not mentoring anymore, middle managers are still coaching their reports but the learning and growing culture that you tried so desperately to reinforce is dwindling.  Why?

A common mistake that I have come across is the belief that training and development budgets can be slashed if ‘we just nail this mentoring and coaching lark’, so schemes are used as a cost-cutting exercise.  I have seen well thought out schemes fall flat on their face because they were thought to be the ‘magic cure all’.  The most extreme of these was in an organisation who believed that they could eliminate all other management training by using Mentoring.  This fell apart rapidly.  Senior management became overwrought with extra responsibility, head count had been reduced and now there was an expectation that they would mentor leaders of the future with no support, at a time when trust in the organisation was at an all time low. The company values were displayed loudly and proudly, but the interventions that they were putting in place were overshadowed by those that they took away.  

How do you rescue a scheme when this happens?

When any organisational incentive stops showing a benefit, it is time to reconsider.  

  • What exactly does this organisation and the people need?  
  • Where is our mentoring talent?  
  • How does mentoring and coaching fit within our existing development offering?  
  • How does this link to our company’s values and goals?
  • How do we embed this learning culture into our organisation?

It may not be your most senior leaders that make up all your leader mentors.   Your middle leaders may be better placed and more knowledgeable about the organisation to make a more positive impact, especially on those at the start of their career.  Most importantly good design and a clear vision of the purpose of the scheme is paramount.  A robust mentoring programme must be:

  1. Focused on the learning and development of the Mentee.
  2. Structured – have goals, a vision of the purpose of the relationship, follow an agreed time structure (even if that is ongoing)
  3. Built on mutual trust – learning means taking risks, sometimes failing.
  4. Considered in matching of mentoring pairs – personality fit and ease of interaction is vital.
  5. Measured on the success of the learning; not all mentoring pairs can be measured against the same markers.
  6. Another example of development that embodies the values of the organisation, not a stand-alone development activity.
  7. Championed as an intrinsic part of leader development with the necessary skills being prerequisites of the Mentors that take part.
  8. Supervised by HR to ensure that the programme remains effective and is valued by the Mentees.  Mentors must be provided with the necessary support and access to learning opportunities to help them be the most effective mentors that they can be.
  9. Made available to all those who would benefit.

To build trust and consequent engagement with the programme an organisation will need to stop, re-think, re-design, re-brand and re-start a mentoring programme.  In order for coaching and mentoring to be a widespread success across an organisation it needs to be a part of the ‘norms’, an activity that all employees can access at different points of their career.  Shouldn’t this fit within the culture of the staffroom as well as the boardroom and be equally valued in both?

Please feel free to comment and let me know of your experiences. Best wishes Natalie.