Coach-Mentee Handbook - Mentoring - London Deanery

Professional Support Unit
COACH-MENTEE
HANDBOOK
August 2012
www.londondeanery.ac.uk

CONTENTS
Introduction for Coach-Mentees 3
What skills do the Mentee and Coach/Mentor need? 3
Benefits of Coaching and Mentoring 4
Choosing a Coach/Mentor 4
How to join the programme 5
Ground Rules for Mentees 6
Mentee Guidelines 7
Ethical Framework for Coaches and Mentors 8
1. Competence 8
2. Professionalism 8
3. Integrity 9
Mentoring Agreement and Declaration 10
Coaching and Mentoring Agreement and Declaration 11
London Deanery Professional Support Unit

INTRODUCTION FOR COACH-MENTEES
(Please make sure that you have read the overview first)
People do grow, learn, thrive and excel when organisations make provisions for
particular and specific interpersonal support at key times (Cross 1998).
You may find coaching and mentoring particularly helpful if you are at a crossroads in
your career or have suffered a setback in your ambitions and are having to consider
new options for the future. Or you may simply want to explore ways of further fulfilling
your potential.
The programme enables you to talk to your Coach/Mentor in complete confidence about
professional or career issues. Your Coach or Mentor will be an experienced and trained
individual.
You can take up to four sessions over six months to spend on your personal
development.
This is a mentoring service which applies coaching skills and techniques, so we use the
terms coaching and mentoring interchangeably.
So what does a Coach/Mentor do?
“Coaching and Mentoring are learning relationships which help people to take charge of
their own development, to release their potential and to achieve results which they
value.” Connor and Pokora, 2007
“Mentors are people who, through their action and work, help others to achieve their
potential” Shea 1992
What makes coaching and mentoring work?
The success of coaching and mentoring is in the establishment of an effective
relationship, based upon mutual respect, honesty and understanding.
A Coach or a Mentor doesn’t necessarily have to be someone senior to you in the
organisation, but rather needs to have the motivation and training to support you (the
Mentee) in your development.
It goes without saying that other qualities such as a varied career and life experience, a
wide professional network and commitment to their own development will enrich the
mentoring relationship.
The Coach/Mentor would need to have “something” (quality / skill / experience) that you
see as being helpful to you in your personal or professional life.
Not advice but help
A Coach/Mentor does not give advice, but rather helps the Mentee to weigh up
situations using a process of reflection, questions, challenge and feedback allowing the
Mentee to come to a decision themselves. It is crucial to remember that in any
mentoring relationship it is the Mentee who drives the agenda, not the Coach or the
Mentor.
What skills do the Mentee and Coach/Mentor need?
Table 1: Basic competencies for Coaches/Mentors and Mentees
• Communication skills to articulate problems and ideas
London Deanery Professional Support Unit Coach-Mentee Handbook 3

• To listen and to challenge constructively
• The ability to be honest with oneself and the other partner and to reflect upon what is
being said, both at the time and subsequently
• Capacity for empathy
Taken from Megginson et al Mentoring in Action - a practical guide 2006 Kogan Page
Table 2: 10 core competencies of Coaches and Mentors
• Knows what I am talking about
• Not intimidating, easy to approach at any time
• Interested in me (the Mentee) personally, genuine concern
• Provides subtle guidance, but ensures I make decisions
• Actually questions me
• Willing to debate / challenge me
• Will give honest answers
• Does not blame, stays neutral
• Is enabling, caring, open and facilitative
• Gives constructive and positive feedback
Adapted from The effective mentoring section of the Edgehill University core reference
material original data from Brigden 2000
Benefits of Coaching and Mentoring
In a study by researchers Garvey and Garrett-Harris in 2005, it was found that the
benefits of coaching and mentoring to Mentees were:
1. Improved performance and productivity
2. Career opportunity and advancement
3. Improved knowledge and skills
4. Greater confidence and well being
Choosing a Coach/Mentor
In the London Deanery we recognise that coaching and mentoring works best when
Mentees are provided with enough information to choose a Coach/Mentor themselves.
We therefore use the detailed information provided in your application to shortlist three
Coaches and Mentors who we think might best fit your needs.
When your application is being processed you will receive a telephone call from a
Deanery Matcher to ascertain your needs, this enables the Coaching and Mentoring
service to offer you the most suitable Coaches/Mentors. All Matchers are doctors who
are trained Coaches/Mentors and anything you say to them is completely confidential.
Following this conversation we will use the information that you have given us and the
detailed information that we have on our accredited Coaches/Mentors to select three
Coaches and Mentors for you. You will then be given ‘pen portraits’ of three
Coaches/Mentors and you choose the one who you judge to be your best fit.
London Deanery Professional Support Unit Coach-Mentee Handbook 4

You will arrange an initial trial meeting to meet one of them, to set your agenda and
reach an agreement on how you will proceed. If the first meeting does not work for you,
you can without giving a reason, choose another.
How to join the programme
You’ve already shown an interest by reading this document. On the homepage of our
website you will see an online application form.
If you are in a training post it is generally a good idea to get the support and approval of
your Clinical or Educational Supervisor so that you can get time off for being mentored.
They should certainly be keen to agree because of their commitment to continuous
learning.
If you are in a non-training post please note that most Coaches/Mentors offer sessions
in the evenings and at weekends.
Please give a considered response to the space for outlining your reasons for wanting
to take part since we will use it to select you a choice of 3 Coaches/Mentors in the
matching process. If you have further queries you may email the team on
mentoring@londondeanery.ac.uk
Kind regards
Dr Rebecca Viney,
Coaching and Mentoring Lead
Associate Dean
Professional Development Department
London Deanery
Stewart House
32 Russell Square
London
WC1B 5DN
0207 866 3242
London Deanery Professional Support Unit Coach-Mentee Handbook 5

GROUND RULES FOR MENTEES
1. Each mentoring session should last 60-90 minutes, and takes place about four
times a year, over a period of up to six months.
2. The meeting place is a mutually convenient one. It is often helpful to meet
somewhere away from the hassles of the workplace. As mentoring sessions are
considered a professional activity, social venues are avoided.
3. All Mentees will sign a Mentee agreement.
4. All Coaches/Mentors will work by an ethical code of practice (see Section 4).
Mentees are also expected to adhere to the principles laid out in this code and
should read this section carefully.
London Deanery Professional Support Unit Coach-Mentee Handbook 6

MENTEE GUIDELINES
1. At the end of each meeting, the Mentor and Mentee may wish to fill in a reflective
practice sheet.
2. At the conclusion of each meeting, the Mentee and Mentor will review their
position and decide whether to arrange further meetings.
3. After each session the Mentee should take note of any action points and check
these have been completed before the next session.
4. At the end of the mentoring sessions the Mentee will be required to complete an
Exit Evaluation questionnaire online giving feedback on their mentoring
experience.
5. All information supplied to the mentoring administrator is confidential and will be
available only to the Mentoring Team. Mentors are accountable in terms of their
standards, ongoing education, development and commitment as a Mentor to the
Deanery.
6. Mentees should be prepared to travel a reasonable distance, if necessary, to meet
their Mentor.
7. Participating in the mentoring scheme as a Mentee implies a commitment to the
process.
8. Once allocated a Mentor, Mentees will be asked to reaffirm their declaration of
any professional criminal proceedings.
9. The Mentee should be aware of their rights and any complaints procedures.
London Deanery Professional Support Unit Coach-Mentee Handbook 7

ETHICAL FRAMEWORK FOR COACHES AND MENTORS
While the coaching agenda is the client’s, the Coach/Mentor must keep in mind at all
times the healthcare context in which the client is working and the implications for patent
care of the changes the client wishes to make.
The time of doctors is a scarce resource. To justify the investment of time, coaching and
mentoring must add value in terms of enhancing the motivation, performance or
retention of doctors.
1. Competence
1.1 Coach/Mentors should continuously develop their skills through reflection,
training and supervision.
1.2 Coach/Mentors should recognise the limits of their competence and work within
them, suggesting alternative sources of support where these would be more
appropriate.
1.3 Coach/Mentors should maintain a relationship with a suitably qualified
supervisor.
1.4 Coach/Mentors must listen to clients and help them make the changes they want
to make in order to improve their service to patients and the public or achieve a
healthier balance in their lives.
1.5 Coach/Mentors should work with colleagues in the ways that best serve the
interests of clients and patients.
2. Professionalism
2.1 Coach/Mentors should treat clients as whole people with lives outside medicine;
treat all clients with respect for their individuality and their diversity of cultures,
beliefs, sexuality and lifestyles.
2.2 Coaches/Mentors should challenge their clients if it becomes apparent that the
client is not treating their patients as individuals, respecting their dignity, being
polite and considerate towards them and respecting their confidentiality.
2.3 Coach/Mentors must respect clients’ right to confidentiality, within the constraints
set by the law and by the duties of a doctor.
2.4 Coach/Mentors should be responsive to the client in the language they use and
the way they manage the relationship and the process. Ensure that the
expectations of the client are clear and understood.
2.5 Coach/Mentors should respect the resourcefulness of the client and their ability
to find their own solutions.
2.6 Coach/Mentors should not encourage dependency and should work to bring the
relationship to a conclusion by mutual consent.
2.7 Coach/Mentors must treat all clients equally and not discriminate unfairly against
any groups.
2.8 Coaches/Mentors must never exploit or abuse the client’s trust or vulnerability.
2.9 Understand that professional responsibilities continue beyond the end of the
coaching/mentoring relationship.
London Deanery Professional Support Unit Coach-Mentee Handbook 8

3. Integrity
3.1 Coach/Mentors must be honest and open and act with integrity.
3.2 Coach/Mentors must act without delay if they have good reason to believe that
their client may be putting patients at risk.
London Deanery Professional Support Unit Coach-Mentee Handbook 9

COACHING AND MENTORING AGREEMENT AND
DECLARATION
The Coaching and Mentoring Agreement Declaration consists of two sections and
should be completed at the beginning of the first session. The first section establishes a
signed agreement between the Mentor and the mentee to meet for a declared maximum
number of sessions. The London Deanery standard is for four mentoring sessions, but
in some cases it may be agreed to undertake more. Undertaking more than four
sessions requires prior agreement from Dr Viney, the London Deanery Coaching and
Mentoring Lead.
The second section confirms the mentee’s acceptance of the London Deanery
Coaching and Mentoring regulations, and checks whether there are any legal
circumstances that could prohibit the mentee undertaking mentoring. A copy of the
mentee ground rules, guidelines and ethical code of practice is attached. This section
must be signed by the mentee. It should be noted that either party may dissolve the
relationship.
By both parties respecting the Ethical Code and Coaches/Mentors practising to
the Coaching and Mentoring Standards means that it is expected that:
1. The Mentor will respond to the mentee’s needs and agenda; it is not to impose
their own agenda.
2. Computer-based records are kept in accordance with statutory regulation under
the data protection act 1984.
3. Mentors and Mentees should respect each other’s time and other responsibilities,
ensuring they do not impose beyond what is reasonable.
4. The Mentee must accept increasing responsibility for managing the relationship;
the Mentor should empower them to do so and must generally promote the
learner’s autonomy.
5. Mentors need to be aware of the limits of their own competence in the practice of
mentoring.
6. The Mentor will not intrude into areas the Mentee wishes to keep private until
invited to do so. However they should help the Mentee to recognise how other
issues may relate to these areas.
7. Mentors and Mentees should aim to be open and truthful with each other and
themselves about the relationship itself.
8. Mentors and Mentees share the responsibility for the smooth winding down of the
relationship when it has achieved its purpose – they must avoid creating
dependency.
9. The mentoring relationship must not be exploitative in any way; neither may it be
open to misinterpretation.
London Deanery Professional Support Unit Coach-Mentee Handbook 10

COACHING AND MENTORING AGREEMENT AND
DECLARATION
Private and Confidential
Agreement
This is to agree a course of coaching/mentoring sessions, to take place over the period of up to one
year, on dates to be arranged between the mentor and mentee.
Mentee Name: ………………………………………………………………………………………..
Mentor Name: ………………………………………………………………………………………..
Maximum number of sessions*: …………………………
* Authorisation must be obtained from London Deanery Coaching and Mentoring before committing
to, or undertaking more than 4 mentoring sessions.
Mentee Signed: ……………………………………… Date: ……………………………..
Mentor Signed: ………………………………………. Date: ……………………………..
Mentee Declaration
Please delete as applicable:
1. I have / have not read the Overview of Coaching and Mentoring (on the London Deanery
website) and the Mentee Handbook, FAQ’s and agree to the following:
· The ground rules for mentee
· The mentee agreement
· The ethical code of practice
2. I confirm that I am / I am not currently the subject of any investigation or fitness to practice
proceeding by any employer, any licensing or regulatory body in the United Kingdom or any
other country. If my circumstances change during my mentoring I will inform the London
Deanery Mentoring Team.
The London Deanery Coaching and Mentoring service reserves the right to review membership of any
mentee whose conduct is in conflict with the above terms or is at any time or in any way inappropriate.
Mentee Signed: ……………………………………….. Date: …………………………….
Please return by post to:
Coaching and Mentoring Administrator - Faculty Development
Unit, London Deanery, Stewart House, 32 Russell Square, London
WC1B 5DN
London Deanery Professional Support Unit Coach-Mentee Handbook 11