Dhawan Associates---------------www.mkdhawan.com: [LeadersWorkshop] Mentoring and the Leadership

Mentoring and the Leadership Qualities Framework

Mentors are not expected to have detailed knowledge of the Leadership Qualities Framework. It can be used as a useful diagnostic tool for the mentee, so only a basic awareness of the Framework is needed.

The Framework is outlined below:

Self belief

The inner confidence that you will succeed and you can overcome obstacles to achieve the best outcomes for service improvement.

Self awareness

Knowing your own strengths and limitations and understanding your own emotions and the impact of your behaviour on others in diverse situations.

Self management

Being able to manage your own emotions and be resilient in a range of complex and demanding situations.

Drive for improvement

A deep motivation to improve performance in the health service and thereby to make a real difference to others' health and quality of life.

Personal integrity

A strongly held sense of commitment to openness, honesty, inclusiveness and high standards in undertaking the leadership role.

Seizing the future

Being prepared to take action now to shape and implement a vision for the future development of services.

Intellectual flexibility

The facility to embrace and cut through ambiguity and complexity and to be open to creativity in leading and developing services.

Broad scanning

Taking the time to gather information from a wide range of sources.

Political astuteness

Showing commitment and ability to understand diverse interest groups and power bases within organisations and the wider community, and the dynamic between them, so as to lead health services more effectively.

Drive for results

A strong commitment to making service performance improvements and a determination to achieve positive service outcomes for users.

Leading change through people

Communicating the vision and rationale for change and modernisation, and engaging and facilitating others to work collaboratively to achieve real change.

Holding to account

The strength of resolve to hold others to account for agreed targets and to be held accountable for delivering a high level of service.

Empowering others

Striving to facilitate others' contributions and to share leadership, nurturing capability and long-term development of others.

Effective and strategic influencing

Being able and prepared to adopt a number of ways to gain support and influence diverse parties, with the aim of securing health improvements.

Collaborative working

Being committed to working and engaging constructively with internal and external stakeholders.

How could the mentoring relationship support mentee development in these areas?

Personal Qualities
Self Belief	Mentees develop self confidence through the experience of creating solutions to meet their challenges and achieve their goals
Self Awareness	Through personal reflective space mentees can understand their values and behaviours in a safe and empowering environment
Self Management	Through raised self awareness mentees can identify strategies to maximise their strengths and mitigate for development needs
Drive for improvement	Mentees develop an appreciation of their potential for both personal and organisational impact
Personal integrity	By understanding personal ethics and motivations mentees are secure in their own value base and understand the interplay of this with the NHS Code of Conduct

Setting Direction
Seizing the future	Mentees can identify opportunities for growth and development and meaningful goals to get there
Intellectual flexibility	Operating in a safe environment mentees can lead a process of creative thinking to generate innovation
Broad scanning	Mentees automatically become part of a North West network fostering the exploration of new and different sources of information and learning
Political astuteness	Using an impartial sounding board mentees can test assumptions and new ideas and explore barriers to change
Drive for results	The mentee develops a focus on the delivery of change both personal and organisational with built-in evaluation of the mentoring process throughout the relationship
Delivering the Service
Leading change through people	Mentees develop strategies to improve team management and motivation and inspire change
Holding to account	The mentee manages the mentoring process and is accountable for achieving change as an outcome of the relationship. This models the process for developing shared and personal responsibility in a wider context
Empowering others	The mentee appreciates their own potential which in turn fosters recognition of similar potential in others.
Effective and Strategic Influencing	Mentees identify key stakeholders and appropriate engagement strategies to bring people with them
Collaborative Working	As a cross professional and cross organisational mentoring scheme the mentee is already working collaboratively within the relationship to develop change

Though the mentoring relationship primarily focuses upon development of the mentee, mentors can also develop as a consequence of the relationship.

MENTORS:

Personal Qualities
Self Belief	Mentors appreciate their abilities to support others in achieving their potential in a non-directive and non judgemental approach.
Self Awareness	Through reflection on the mentoring process and their performance, mentors understand their own style and any development needs to improve their practise.
Self Management	Mentors learn to silence their inner voice and let the mentee arrive at their own solutions
Drive for improvement	Mentors can appreciate the positive impact of the process but can also identify areas for improvement in their practise in order to maximise the potential of the mentee
Personal integrity	By understanding personal ethics and motivations and the European Mentoring and Coaching Councils Code of Conduct mentors operate within clear parameters and reflect on this practise
Setting Direction
Seizing the future	Mentors operate in a goal-setting capacity which brings focus onto personal goal-setting strategies
Intellectual flexibility	Mentors continuously develop models, techniques and questions designed to raise awareness and expand current thinking
Broad scanning	Mentors automatically become part of a North West network fostering the exploration of new and different sources of information and learning
Political astuteness	Mentors increase their understanding of political realities through the exploration of the mentees environment
Drive for results	The mentor supports the mentee in brining into focus the delivery of both personal and organisational change with a built-in evaluation of the mentoring process throughout the relationship
Delivering the Service
Leading change through people	Mentors support mentees successfully through change which positively impacts on service
Holding to account	The mentor holds the mentee to account in achieving change as an outcome of the relationship.
Empowering others	The mentor empowers the mentee to manage the mentoring process and generates responsibility for the outcomes
Effective and Strategic Influencing	Mentors utilise a mentoring framework to positively influence the mentee through change
Collaborative Working	As a cross professional and cross organisational mentoring scheme the mentor is already working collaboratively within the relationship to develop change

Mentee Self-Assessment

The Leadership Qualities Framework (LQF)

This provides a useful framework for you to reflect on your current performance to begin planning your development.

This analysis also provides information for us about what our mentees are looking for from the mentoring relationship, so that we can provide appropriate training and support. The analysis is, however, intended to be broad enough to ensure that the details of your development needs remain confidential.

Please indicate where you currently 'fit' between 1 and 4 by deleting the alternatives or circling the most appropriate measure:

			Do you wish to address in your mentoring relationship?
Self Belief (e.g. assertiveness, self-confidence, clarification of goals and career direction)
I have strong self belief and am confident to overcome obstacles to succeed	1 2 3 4	I have little self belief, and lack self confidence and clear goals	Y/N/maybe
Self Awareness e.g. your approach to work, management style, value system
I am very self aware, and this impacts on the way that I treat others and present myself	1 2 3 4	I don't think I have a particular approach to work and do not have a defined management style	Y/N/maybe
Self Management e.g. management style, time/stress management, work-life balance
I am very good at self management and am resilient in a range of complex and demanding situations	1 2 3 4	I struggle to manage my workload and time, and often feel stressed	Y/N/maybe
Drive for improvement e.g. strategic thinking, innovation of services and team working, change management
I have a deep motivation to make improvements within my team and service	1 2 3 4	I do not influence team or service improvements	Y/N/maybe
Personal integrity e.g. your approach to work, management style, value system
I have a strongly held sense of commitment to openness, honesty and high standards in undertaking the leadership role	1 2 3 4	I do not know what my value system at work consists of	Y/N/maybe
Seizing the future e.g. career, role and team development, change management
I positively seize the future, with clear goals and aspirations to aim for	1 2 3 4	I take things as they come, and do not have a clear direction for the future	Y/N/maybe
Intellectual flexibility e.g. theorist approach, innovation
I take a flexible and innovative approach to work, and can cut through ambiguity and complexity	1 2 3 4	I am inflexible in my approach and stick to the same methods	Y/N/maybe
Broad scanning e.g. developing networking ability, information gathering skills
I actively communicate across a range of organisations and services and gather information from a range of sources	1 2 3 4	I communicate with my team members, but do not tend to gather information from elsewhere	Y/N/maybe
Political astuteness e.g. developing strategic thinking, change management
I am a strategic thinker who understands power bases within my organisation and the wider community. I am confident in bringing about and anticipating changes	1 2 3 4	I tend to be the last to know about changes in my job and team	Y/N/maybe
Drive for results e.g. change management, service innovation
I am very driven to achieve results	1 2 3 4	I am not results focused	Y/N/maybe
Leading change through people e.g. team effectiveness, management style, staff relationships
I am effective in bringing about change through other people	1 2 3 4	I often find that other people will not buy into my ideas or listen to what I have to say	Y/N/maybe
Holding to account e.g. team effectiveness, staff relationships
I am clear about the lines of accountability within my organisation, team and role and am able to hold others to account where appropriate	1 2 3 4	I am uncomfortable about holding others to account for things, particularly as I am often unsure where responsibility lies	Y/N/maybe
Empowering others e.g. team effectiveness, creating a supportive culture
I am able to empower my staff so that they do things for themselves	1 2 3 4	I often end up doing things for my staff or always seem to be telling them what to do	Y/N/maybe
Effective and Strategic Influencing e.g. collaborative working, networking ability, negotiation and influencing
I am able to persuade and influence diverse parties	1 2 3 4	I have little influence outside my own team	Y/N/maybe
Collaborative Working e.g. multi-agency working, networking ability
I actively work across organisational boundaries and understand and anticipate links	1 2 3 4	As a rule, I just work within my own team	Y/N/maybe