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The value proposition for mentoring v7 copy
- 1. © John Sjovall and Valerie Smith Pease, 2015 Creating the Value Proposition For Mentoring© JOHN SJOVALL & VALERIE SMITH PEASE
- 2. © John Sjovall and Valerie Smith Pease, 2015 Welcome John P. Sjovall Jr President, Board of Directors | LTEN Former Executive Director, Training & Development | Daiichi Sankyo, Inc. Valerie Smith Pease Owner | Valerie Smith Consulting
- 3. © John Sjovall and Valerie Smith Pease, 2015 Let’s start with an activity! How do we get to the Value Proposition Strategic reasons why your organization / client might adopt a mentoring process? Realistic outcomes to expect from a mentoring process? Hurdles you might encounter when you introduce a mentoring process at your company / client?
- 4. © John Sjovall and Valerie Smith Pease, 2015 What is a Value Proposition? A Value Proposition reveals the connections between what you are suggesting the organization do and its goals, in essence, the WIFFM. It enables stakeholders to take the steps to implement an intangible with faith that the promise will be delivered. Another definition: A value proposition is a promise of value to be delivered and acknowledged and a belief from the customer that value will be delivered and experienced. A value proposition can apply to an entire organization, or parts thereof, or customer accounts, or products or services.
- 5. © John Sjovall and Valerie Smith Pease, 2015 Guiding Principles Begin with the end in mind and Start where the organization is Know what you’re doing and do your homework Put a framework together so you have something understandable to share Solicit commentary and opinions and adapt the plan to what you learn
- 6. © John Sjovall and Valerie Smith Pease, 2015 Guiding Principles Know the culture Speak to it respectfully Assess the organization’s appetite for change and ‘development fatigue’ Know and understand the implications of territorial disputes Don’t punish the organization for its faults
- 7. © John Sjovall and Valerie Smith Pease, 2015 Guiding Principles Engage Stakeholders “I never met a senior leader who hadn’t had a Mentor somewhere along the way” Piloting & Baby Steps Flag-waving senior leader Leverage their personal mentoring experiences Anticipate stakeholders’ motivations and past experiences
- 8. © John Sjovall and Valerie Smith Pease, 2015 Guiding Principles What’s it going to cost? Cost is Multifaceted: money, time, effort and productivity Balance cost of external vs. time and effort of internal staff Focus on how mentoring enables productivity Year One development costs reduce substantially in subsequent years
- 9. © John Sjovall and Valerie Smith Pease, 2015 Guiding Principles Engage Participants Make it an honor – VP nomination Define criteria for participating & preparation OK to not participate Assist invitees with discernment Make it fun!
- 10. © John Sjovall and Valerie Smith Pease, 2015 Activity #2 Speed Dating You have been nominated to be a Mentor or a Mentee. Think of two questions you can ask the other candidates to help you find an effective Mentoring Partner. Each of you will have 2 minutes each to determine whether this individual will be an effective mentoring partner for you.
- 11. © John Sjovall and Valerie Smith Pease, 2015 Facilitated Mentoring “SOME PEARLS FOR A SUCCESSFUL MENTORING PROGRAM”
- 12. © John Sjovall and Valerie Smith Pease, 2015 Goal of Facilitated Mentoring Create a Mentoring Culture - ‘how we do things around here’. Development opportunities for strong performers and HiPos. To engage and showcase senior leaders to actively develop and engage valued staff and lead by example.
- 13. © John Sjovall and Valerie Smith Pease, 2015 Facilitated Mentoring Steps Engagement Preparation Kickoff Support Wrap Up Reinforce
- 14. © John Sjovall and Valerie Smith Pease, 2015 Facilitated Mentoring Process or “How we did it” Engagement Establish criteria: for length of service performance ranking band and any other culturally relevant criteria VP Nomination Briefing Sessions and Briefing Documents Discernment Conversations
- 15. © John Sjovall and Valerie Smith Pease, 2015 Facilitated Mentoring Process or “How we did it” Preparation Mentor Workshops Mentee Workshops Look Book Meet and Greet
- 16. © John Sjovall and Valerie Smith Pease, 2015 Facilitated Mentoring Process or “How we did it” Kickoff Special event, offsite VP welcome lunch Speed Dating Mentor and Mentee selection Pairing Partnership Launch
- 17. © John Sjovall and Valerie Smith Pease, 2015 Facilitated Mentoring Process or “How we did it” Support “The Mentor’s Guide” &“The Mentee’s Guide” Workbooks Three Month Check-Ins Check-In calls “Finish Strong” strategies and meeting with three months to go Reading list and resource sharing
- 18. © John Sjovall and Valerie Smith Pease, 2015
- 19. © John Sjovall and Valerie Smith Pease, 2015 Facilitated Mentoring Process or “How we did it” Wrap Up “Tie a Bow Around it” Evaluation conversations – no happy sheets – and report to company Final Celebration Workshop and Party including the Journey of the Mentor and Mentee Success Stories Pay it Forward Circling back with VP’s
- 20. © John Sjovall and Valerie Smith Pease, 2015 Facilitated Mentoring Process or “How we did it” Reinforce The Value Proposition, continued Prior participants present the program to incoming Incorporate feedback from each year’s participants to ‘sell’ what’s needed Invite VPs to be Mentors Invite VPs to the Briefing sessions each year
- 21. © John Sjovall and Valerie Smith Pease, 2015 The Challenge of Measurement and Evaluation Key: Be 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?
- 22. © John Sjovall and Valerie Smith Pease, 2015 How we knew we were CREATING A MENTORING CULTURE 100% VP (stakeholder) participation: As Mentors Proactively nominate team members throughout the year Three VPs initiated a mentoring process within their own team’s while fully participating in this one During a substantial business downturn including two large layoff processes this program was labeled a ‘do not touch’ with no budget cuts. Other supportive programs started: Mentoring Circles, Internal Internships, and Executive Shadowing Mentees sought to Mentor in the program as soon as they eligible Another company division has adopted the same process Participants labeled the experience as the most significant development experience of their entire careers
- 23. © John Sjovall and Valerie Smith Pease, 2015 Summary Mentoring happens everyday Facilitate it for organizational benefit Take baby steps: piloting and stakeholder engagement
- 24. © John Sjovall and Valerie Smith Pease, 2015 Contacts John P. Sjovall Jr e: jsjovalljr@gmail.com c: (203) 313-0234 Valerie Smith Pease 535 Raymond Drive West Chester, PA 19380 e: valerie@valeriesmithconsulting.com w: (484) 999-8279 c: (610) 246-8821
- 25. © John Sjovall and Valerie Smith Pease, 2015 Your Feedback Is Important Please take a moment to complete the workshop evaluation located in the mobile app. L-TEN looks to your feedback to help improve the program each year. - Open the mobile app - Click on agenda - Select the session you are evaluating - Select the rate and review button If you do not want to complete the evaluation in the mobile app, you may collect a hard copy form at the registration desk. 4
- 26. © John Sjovall and Valerie Smith Pease, 2015 Appendix & References
- 27. © John Sjovall and Valerie Smith Pease, 2015 Selector
- 28. © John Sjovall and Valerie Smith Pease, 2015 How you know you are CREATING A MENTORING CULTURE 100% Stakeholder participation: As Mentors Proactively nominate team members Stakeholders initiate mentoring process within their own organizations in addition to fully supporting organizational program Other parts of the organization or divisions adopt similar programs Program labeled a ‘do not touch’ with no budget cuts. Mentors actively seek senior stakeholder mentoring on their own Mentees seek to Mentor in the program as soon as they eligible Participants labeled the experience as the most significant development experience of their entire careers Other supportive programs start to establish, such as: Mentoring Circles, Internal Internships, and Executive Shadowing “Pay it Forward” activities start to exponentially increase
- 29. © John Sjovall and Valerie Smith Pease, 2015
Notas del editor
- Divide the room into thirds and ask people to partner up with someone else. Assign one question to each section of the room. Ask for a few ‘great’ answers from each section. Don’t respond to the participants except at the end to note that these three questions are how you want to kick off your thinking about the Value Proposition. Before revealing the definition of a Value Proposition on the next slide, ask 2 people in the audience their definition of a Value Proposition
- A Value Proposition for development initiatives in an organization is not an event, a slide deck or a well-crafted phrase, but an ongoing process of engagement, modeling, and conversations.
- The organization will feel successful if in the end they can say, “We did it ourselves.” That is your sign of success. Know as much as you can about the effective programs and processes Give stakeholders something tangible in draft format to respond to – don’t make them invent it, nor ask them to do the heavy lifting Assume stakeholders will have great input and ideas. Be genuine in soliciting them. (In the end, let them know how you incorporated the key themes you heard from stakeholders.
- Study development initiatives that have occurred and the organization’s reaction to them. Align the mentoring program with successes and distance it from failures. Share (DSI) story of too many development initiatives coming in rapid succession and line managers’ weariness. Some organizations are known for ‘flavor of the month development initiatives that seem more driven by HR needs than the organization’s. Depending upon the part of the organization that is driving the initiative, there may be ‘not invented here’, politics and territorial disputes. Sometimes using a ‘pilot’ program allows territorial issues to lessen. If there are problems such as diversity, glass ceiling, etc., don’t be afraid to discuss it, but don’t punish the stakeholders for the reality. Focus instead on the good results that may be expected that might minimize the other problems.
- 1. Find a sponsor in senior leadership who believes in mentoring and is known for mentoring in the organization. This individual leads by example, will market the process and deal with resistance among his peers. Keep him/her in the loop at all times. Whenever possible, use his/her words in any materials so she/he feels comfortable with what’s being presented to his/her peer group. 2. Hold the assumption that by the time someone is in senior management they most likely have had one or more mentors, often evolving naturally and sometimes through other organization’s programs. Learn what their experience was, what they valued and liked and what some of the pitfalls were. Ask them to focus on the value they received from mentoring and the benefit to their career. Ask insightful questions about how their partnerships formed, how they worked and what they gained. Create a common bond between the stakeholder and the process you are creating. 3. Understand their preconceived notions and where they came from so you can later help them see how this program is similar or different. Use active listening to incorporate their likes, needs and concerns into what you are already thinking of without making promises that their exact input will be used.
- You might expect that a fully developed program will cost less than $1,500 per participant if using a consultant, plus expenses There must be someone assigned either externally or internally to manage the program and a dedicated admin to handle logistics. A smartly designed initiative does not require people to be locked in meeting rooms matching partners for days on end Matt and Omar; Use anecdotal evidence to describe shortening the “Path to Productivity”. Ask stakeholders to talk about how their performance and productivity increased through mentoing. Discuss the cost of losing key players who don’t see themselves being developed. Talk about any skills gap or succession issues the organization faces.
- Engage your senior leaders and give them skin in the game by asking them to nominate Mentors and Mentees. Use criteria for participating so that you get the ‘right’ kind of role models, strong performers (no remedials), and those who will sell the program. Mentors must be seen as effective leaders who actively develop others. Mentees must be strong performers with a known commitment to self-development. Make it an honor to be nominated so that over time more people in the organization will ask, “What do I have to do to be nominated?” The preparation phase should model high expectations tempered with connection Only the invitees know what’s on their plate, so make it OK for them not to participate, but don’t let being too busy be an easy excuse. Help them discern whether it’s right for them. Help people discern whether this is the right development initiative for them. Expect some confusion when people are nominated and some skepticism, especially in the early years. Make everything that’s a part of the process enjoyable and special so that people feel special.
- Some of this design will happen on the fly depending upon how many people are in our room. Easiest way is to have them line up facing each other and give one line the role of Mentor and the other line the role of Mentee. Depending upon their assigned role, they will think of questions to help them find a mentor or a mentee. This is just a fun way to have them experience a tiny bit of our process and take a standing break halfway through the presentation.
- We can add the subtext: to provide valuable development process without participants feeling like they have one more HR thing to do; remove glass ceiling and break down silos. To create a Mentoring Culture where mentoring becomes ‘how we do things around here’. To 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 actively develop and engage valued staff and lead by example.
- Structure is key – it makes everything else flow. You have to help participants go for this journey explaining that it might seem like a lot on the front end but everything we do has a purpose and a logic and at the end you will be glad you did it all. After year one you let prior participants make this argument (in essence, the value proposition) and it’s a much easier sell.
- Evaluating and Measuring the program is easy. Evaluating and measuring the results is another rmatter. This company was very courageous in being willing (over time) to use anecdotal development stories as the measure of success.
- Christine and Jim