CMI mentoring programme
At CMI we are always looking for ways to add value to the membership offer. We are about to launch a mentoring programme where experienced managers can use their skills, experience and enthusiasm to support other less experienced members to fulfil their potential. We want this to be a valuable resource for all members so we’re interested in your views.
What makes a good mentor? Does your organisation have a mentoring programme in place? How do you evaluate the suitability of potential mentors? What areas of management do you need addressing in a mentoring scheme? What level of interaction would you expect from a mentor?
Let us know your views and express your interest within this discussion.
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Cambridge have a nice list on traits a good mentor should have.
I think everyone should be a mentor to a certain extent as everyone in a company should learn from others, and teach others as well.
I like the list of traits from Cambridge and would agree with them too.
I think every CMI member who responds to a post on here is a mentor in some way or other, people pass on their advise, experience and knowledge to the person who has created the post. So in a way they are acting as a mentor.
Is it best to have one mentor or several? I can see benefits to both but wondered what people thought?
Mentoring and coaching are fundamental attributes of all good managers and leaders - both internally to their organisations and externally to others. I'd be happy to take part in this programme.
Carlton
The list from Cambridge sums up well the mentor traits. I agree with all the comments made and yes Samantha more then one mentor adds to the depth and breadth of your growth as a manager and leader. I use mentors according to the situation I am facing at the time. I would also be happy to take part as a mentor. It is an area I am passionate about.
Mike interesting is trait no 1! I certainly can relate to that - I have mentored in my own organisation one individual who reported to me and is now on my level and with more responsibility!.
In my experience as both a mentor and being mentored, I agree mentoring can be a good thing, but as any good manager (or manager in training) should be aware, it is the definition of scope of the mentoring (scope and time) which needs careful planning. From this point a profile can be developed. In my experience a "Sig Sigma" approach to mentor selection can provide the best results. To have a mentor without a proposed scope and exit criteria is of limited value.
There's a nice piece in the Guardian today about mentoring.
http://www.guardian.co.uk/public-leaders-network/2011/mar/02/prevent-hae...
"Managers can only benefit from riding shotgun with someone with experience of making decisions, being at the front end of change, dealing with headcount reduction, staying resilient, and so on."
Makes a lot of sense.
There's a nice piece in the Guardian today about mentoring.
http://www.guardian.co.uk/public-leaders-network/2011/mar/02/prevent-hae...
"Managers can only benefit from riding shotgun with someone with experience of making decisions, being at the front end of change, dealing with headcount reduction, staying resilient, and so on."
Makes a lot of sense.
Pretty much the exact topic I spoke about at yesterdays Guardian event on Managing Information in the Public Sector. Here are the slides if they are of value.
It is a very interesting discussion. The mentoring contract is, as stated, key to making sure the relationship works. Within my employer we are fortunate in that we have a very clear set of guidelines around what you should look to obtain from mentoring and also fantastic guides for the mentor and mentee.
My experience shows that people want different things from a mentoring relationship
I think any and all of these are valid and I have a number of mentor and mentee relationships that contain some or all of the above. Flexibility within a mentoring relationship is probably key.
It's interesting to read in HBR today that they recommend having as many mentors as you can get.
When people think of mentoring, they often think of a one-on-one relationship between a more experienced executive and a young upstart. But mentoring, like the rest of the work world, has changed over the past few decades. Instead of trying to find that one perfect mentor, think about having a personal board of directors who can advise you throughout your career. Build a cadre of people you can turn to for advice when you need it. Mentoring is both a long-term and short-term arrangement, so nurture relationships with people whose perspectives you respect so that you have a diverse group of people you can call on now, and in the future.
Will the CMI thing allow more than one mentor each?
As someone new to management and currently studying part time a BA in Business Management, I would very much welcome the opportunity to access mentors from the business community.
One thing I have noticed within my own sector (Health care) is that mentors can be provided for those already in senior management positions, but there is little, if anything, to assist those newly appointed to their first management position.
From having little management experience, I have just taken up the reigns in managing 240 staff, the largest cohort outside of medics. Whilst I have my immediate line manager for support, there is no one external to the service who I can raise issues and concerns with, who is not blinkered by the service as it is, or the organisation.
I think it would be extremely useful to be able to speak confidentially to someone external to my organisation who can offer objective advice.
I would even be willing to act as a test subject if CMI wished to pilot a scheme.
Regards
John
Please see link to a blog I submitted some time ago on this very subject. As a reasonably experienced mentor in a cross agency public sector scheme locally I would be happy to be engaged.
http://www.managers.org.uk/practical-support/management-community/blogs/employee-engagement-through-mentoring
I am happy to be added as a mentor. Just to answer Vicki's question I am willing to act a mentor for you Vicki as I have a background in Social Care and Health Care.
Thanks Mo.
Hi Vicki, not sure of the CMI protocol on mentoring, but I think it is wise to discuss this off list. Email me moATkinverbusinessconsultancyDOTcom
Mo