The First 500 - A report on London Deanery's Coaching ... - Mentoring

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Principles of the ServiceBased on a review of the literature about coaching and mentoringand discussions with colleagues who had set up mentoringarrangements in their own organisations, a set of principles for theservice was agreed (Viney and Bhatti, 2010). <strong>The</strong>se included:Voluntary participation<strong>The</strong> full benefits of coaching and mentoring are realised only if bothparties come to the process as willing volunteers, and feel able towithdraw if it is not working out.ConfidentialityBoth parties must be able to trust each other and speak openlyand honestly without fear of being quoted. Some mentees mightprefer the very fact that they are being mentored to be keptconfidential. Disclosure of information to another body will onlybe made in those rare circumstances where there is a seriousconcern about the safety of the practitioner-patient, their patientsor the public, or where there is concern about criminal activity.<strong>The</strong> Mentee would be informed that the disclosure was about tohappen and every effort would be made to gain their consent first.ExternalityExternality is accessing a mentor who is not from the mentee’sspeciality or place of work .Whilst many organisations, inhealthcare and outside it, have set up successful internal schemes,there is strong evidence that people benefit in being able to talkto someone outside the employing organisation, and outside thespecialty in which they are working. In this way, the mentorcan remain purely objective and can listen fully to the menteewithout his/her own experience potentially leading to pre-judging.In addition, the outside perspective is often valuable. Wherepossible therefore, mentees should not be matched with mentorsfrom their own specialty or employing organisation. In this wayconfidentiality is ensured and the mentee gains the benefits of anoutside perspective.Choice<strong>The</strong> mentee must have a choice of mentors, with the option, wherepossible, to have one from the same sex or ethnicity, a similarbackground, or who has had to deal with similar issues. However,the mentee should be discouraged from choosing a mentor on thebasis of patronage. This may involve the mentee hoping that thementor may give directive advice that may not be the best solutionto this individual case or use their influence in promoting theinterests of their Mentee.Mentee preparationCoaching and mentoring are not currently embedded in theNHS culture. Applicants to be mentored may have little previousexperience of the type of service being offered. Information shouldbe readily available on the dedicated website and further detailprovided by the matchers and mentors by telephone. <strong>The</strong> menteesshould be clearly instructed in their responsibilities to prepare forsessions beforehand, to identify problems to work on and concordwith any agreed change from the mentoring sessions.Trained mentors<strong>The</strong> central plank of the service is that the skills required forsuccessful coaching and mentoring have to be learned and that allmentors in the scheme will have had at least 3 days of hands-ontraining and successfully passed an assessment of competence.This in conjunction with the ongoing support is a means ofensuring uniformity of approach and good practice.Ongoing supportMastery of coaching and mentoring skills involves training,supervised practice and reflective practice facilitated with expertprofessional support. <strong>The</strong> service should provide these elementsand require its mentors to participate.Contracting<strong>The</strong> Deanery/mentor and mentor/mentee contracts shouldbe explicit and signed by both parties. <strong>The</strong> ground rules andboundaries were covered in the training of mentors. <strong>The</strong>y will beset out in the written material supplied to mentees who be askedto state that they have read it before their applicationis progressed.Ethics<strong>The</strong> ethical framework within which the service operates will bemade clear to all parties through training and via written guidelinessupplied on the website.Avoidance of dependence<strong>The</strong> mentoring should be restricted to 4 sessions in order to focusminds and discourage an on-going dependent relationship, sincethe aim of the service to foster self-resourcefulness.No blameA mentoring relationship can be intense and interpersonal frictionor lack of rapport may interfere with its effectiveness. Either mentoror mentee will be able to withdraw from a mentoring relationshipat any time without blame or repercussions. <strong>The</strong> mentee may bere-matched in these circumstances.14London Deanery Coaching and Mentoring Service
Monitoring, evaluation and reviewAs with any service funded by public money, there must be asystem of quality control and quality improvement, with regularfeedback from participants and other stakeholders.Equal opportunitiesAll mentors must have evidence of having undertaken recent equalopportunity training.Website development<strong>The</strong> website was intended to be the shop window for the service.It was important that it should be prominently displayed on theDeanery home page to advertise the service and facilitate ease ofaccess. <strong>The</strong> Deanery’s web team with the mentoring lead havedesigned a well-structured home page that clearly presents theservice and enables navigation to relevant information. Feedbackfrom users has been very positive. Importantly, anyone enteringthe keywords “mentoring” and “London” into Google will find thewebsite www.mentoring.londonDeanery.ac.uk in the first few hits.<strong>The</strong> London Deanery Coaching and MentoringService HomepageLondon Deanery Coaching and Mentoring Service 15
Page 1: Coaching and MentoringThe</
Page 7 and 8: The London Deanery
Page 9 and 10: Doctors as mentees value primarily
Page 11 and 12: The Deanery believ
Page 13: SECURING RESOURCESThe</stro
Page 17 and 18: • It is the responsibility of men
Page 19 and 20: Supervision and development
Page 21 and 22: THE PARTICIPANTS21London Deanery Co
Page 23 and 24: Previous experience of mentoringApp
Page 25 and 26: The MenteesDemogra
Page 27 and 28: Outcome of applicationAs of March 2
Page 29 and 30: Considerations forthe Future29Londo
Page 31 and 32: Poor performance vs High performanc
Page 33 and 34: ConclusionThe firs
Page 35 and 36: 18.19.20.Megginson D, Clutterbuck D
Page 37: I am addressing my training and edu

The First 500 - A report on London Deanery's Coaching ... - Mentoring

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