the mentor september 20102

September Edition 2012

www.nwmentoring.nhs.uk

i n n o v a t i o n i n t e g r a t i o n l e a d e r s h i p

In This Issue:

The Leadership Academy tells us more about this new tool

for mentors

Annual Conference June 2012

Find out about the workshops, speakers and award winners

Talent Management

Toolkit

The North West Me

ntorin

g Schem

e Newsletter

GET THE MOST FROM YOUR MENTORING SESSIONS Mindfulness &

Engaged Leadershipby Anne Benson, Senior Consultant, The King’s Fund

INSPIRING

The Mentor

Calendar of

Events

6 Tips for Mentees

MenteeStories

2 www.nwmentoring.nhs.uk

The theme of this issue is Mindfulness in Mentoring and follows the theme of our Annual Conference.

The conference this year was held at the Barton Grange Hotel and I was delighted to welcome so many of our members along to yet another successful event. It was good to hear about how mindfulness plays a key role not only in a personal position but in the wider area of engaging and motivational leadership.

The afternoon session saw the delegates split into groups to take part in practical sessions which allowed them to further develop their own techniques in self-awareness, mindfulness and psychological resilience. It was great to see so many people get involved in practising new techniques and taking the time to consider how they can apply them to their own lives.

The Scheme is extremely fortunate to be able to work with such a high calibre of speakers and facilitators, and this year was

no exception. Many thanks to all those who took the time to work with our members throughout the day – the feedback we received was wonderful.

This year we decided to film the event for our members who were unable to attend. We have put the link to the video clip on our website, together with some feedback comments from members. Our newly launched website continues to promote the Scheme’s ethos and we are continuing to add relevant resources for our members. If you have not been yet, please visit www.nwmentoring.nhs.uk and let us know what you think.

Finally the conference always reminds me how lucky I am to work with our members and also the team. Michael, Eleanor, Amanda and Emma all do a fantastic job and make working in the Scheme a pleasure…thanks to you all.

kind regards,Rob

Rob Booth Scheme

Manager

Welcome

Drop us a line if you have any mentoring stories you wish to share with us or if you would

like to submit an article for the next newsletter. Forms can be downloaded from the website at www.nwmentoring.nhs.uk or by contacting the team at

[email protected]

Welcome to the latest issue of your newsletter, The Mentor.

In this issue:

Contents PageWelcome................................ 2Mentor Skills Workshop.......... 3Annual Conference.............. 4Mentoring Awards................. 6Engagement in Leadership.. 76 Tips for Mentees.................. 8Mentee Stories........................ 9Talent Management Toolkit.. 10Calendar of Events................ 11

Got Something to Share?

Mentoring for innovation, integration and leadership 3

At this year’s Annual Conference, delegates were introduced to several tools on how to be more mindful. Taravandana, Organisation Development Advisor at Blackpool Foundation Trust, and Vajramudita, Director of Realising Potential Ltd, delivered a workshop on “Developing Mindfulness Through Relaxation and Meditation”. Taravandana has provided us with some further information about the workshop and about mindfulness:

What is mindfulness?

Mindfulness can be defined as “moment by moment awareness”, and is now well recognised as a tool and an approach to life that improves performance at the same time as helping people to be happier, more healthy and more resilient. At the simplest level, being mindful means knowing what you are doing, thinking, and feeling in the present moment.

Mindfulness practice helps us know clearly what is happening, and how we are reacting to what is happening, as it is happening - so that we might choose a creative response instead of reacting as we normally would, out of habit.

Mindfulness training is rather like “taking the mind to the gym” and is derived from Buddhist tradition.

How can we increase awareness?

Awareness is a naturally occurring skill that can be cultivated further through Mindfulness Training which consists of learning to pay attention, in the present moment and without judgement, to whatever arises in your field of experience.

How does it work?

There is ample evidence that Mindfulness Training programmes :•Help people with chronic illness and pain to more effectively manage their symptoms and lives•Reduce stress, anxiety and high blood pressure•Strengthen immune responses to infection•Improve performance (by up to 40%)•Build leadership capability

Where can I learn more?

During the workshop, delegates were introduced to two Mindfulness Training Tools; A Body Scan and The Mindfulness of Breathing.

More information on these tools and on Mindfulness training and resources in general can be found at Breathworks, one of the three major providers of Mindfulness Training in the UKwebsite: www.breathworks-mindfulness.org.uk or by contacting Taravandana at [email protected].

Thank you to Taravandana and Vajramudita for providing a valuable workshop, which received some very positive feedback. To read a full write up on the conference please turn to page 5.

Developing Mindfulness

Scheme Update August 20121032

mentors

1623 mentees

Annual Conference Workshop

Scheme Achievements

Since May 2011:

we have trained over

320 mentors and have

increased mentoring

relationships by 33%!

4 Mentoring for innovation, integration and leadership

The weather was perfect as delegates arrived, and as they gathered for registration and refreshments they also participated in a networking activity which required each person to find three colleagues from outside their region and discover their inspirations and aspirations. In total over 80 delegates and speakers were in attendance.

The theme of this year’s conference was Mindfulness in Leadership. This subject has become more and more prevalent and following a session presented by London Deanery, the scheme manager, Rob Booth, felt it would be an ideal theme for our next big event.

Delegates were given an update on Scheme events over the past year, including updates on memberships and training events, and giving an explanation of the impact Mentor Champions are having.

Our first speaker, talking about “How Mentoring Delivers Results” was Deborah Arnot, Interim Director of the North West Leadership Academy. Deborah spoke about leadership development both nationally and regionally and detailed how the NHS NW Leadership Academy are supporting leaders now and for future. With the changes and challenges we have faced over the past 12 months, Deborah explained how the Leadership Strategy fits to support staff in the NHS through this transition. Deborah shared a personal story about her own nurse training and how one of her earliest role models was a mindful teacher who encouraged real learning, development and growth in her students. Deborah concluded with how the Leadership Academy are committed to ensuring all development programmes are tailored to provide the key outcomes to deliver ‘leaders’ for the new and evolving NHS.

The keynote speaker for our conference was Anne Benson, Senior Consultant Leadership, The King’s Fund. Her topic was “Mindfulness and Engaged Leadership”. Anne walked on stage to a round of applause from the delegates and began immediately by stating how pleased she was to be there talking to us about such an important topic: Engaging Leaders in the NHS and how Mindfulness can fit into that. The King’s Fund had recently produced a report on Leadership and Engagement for Improvement in the NHS, and so we thought Anne would be the ideal person to deliver our keynote address.

Anne began by discussing a few theories with the delegates that would go on to illustrate how we perceive mindfulness and how it can apply to us. “Conscious awareness is more likely to produce an accurate read of a changing situation than our natural tendency to fall back on old habits. It can help us access what is below the surface, thus opening us up for new possibilities.” The delegates

contributed to the discussion by talking about their own experiences and perceptions as the microphone was handed around the room.

Emphasising the importance of being mindful and focusing on the present, Anne said, “It is in the present that all human activity occurs. Focusing on the present affords the leader the ability to:•see what is actually happening beyond personal preconceptions•see when stated actions and intentions match actual ones•catch a reactive emotion before it does damage to a relationship”

Anne discussed engagement and how it can impact on each of us at work, outlining a model of leadership called post heroic leadership. “The post heroic model posits an environment in which the status quo is challenged, ideas are listened to and valued and innovation encouraged, a culture that supports development is created and the leader is a role model for learning.” Something I imagine we would all strive to attain no matter where we are. If you would like a copy of Anne’s slides, please contact the scheme by email at [email protected].

During the lunch break, delegates were treated

The Annual Conference 201219th June 2012

The Annual Conference took place on the 19th June 2012 at The Barton Grange Hotel in Preston.

5www.nwmentoring.nhs.uk

“All the sessions were interesting and relevant – nice to share

ideas with like-minded people.”

“Stimulating content, good

pace, right content at the

right point in the day.”

“Interesting speakers

and excellent networking

opportunities.”

Mindfulness in Mentoring

to a hot and cold buffet and led into the dining room to continue networking whilst they enjoyed the lunch. We were able to interview a number of our delegates on the day and ask them questions about mentoring and their involvement with the Scheme. This video will be made available via the website in September and can be found under the ‘News’ tab at www.nwmentoring.nhs.uk.

The Awards Ceremony began after lunch with some special guests and sponsors attending to present the awards to the winners:

Mentor Exemplar Award Winner: Jill Cooper, Midwife, East Lancashire Hospital NHS Trust. Presented by Michael Rubenstein, Finance Director from Impact Consulting, the award sponsor.

Model Mentee Award Winner: Helen Thomas Laight, Paediatric Nursing Sister, Central Manchester University Hospitals NHS Foundation Trust. Presented by Dawn Nisbet, Talent & Corporate Manager, North West Leadership Academy.

Services to Mentoring Award Winner: Sandra Edwards, Practice Education Facilitator, St Helen’s and Knowsley Hospitals Trust. Sponsored by Vicki Espin, Director, The Corporate & Executive Coaching Organisation who was unfortunately unable to attend so Rob was there to present in her place.

Each award winner received their etched glass award and a book to help them progress and continue in their development. One of the books was a signed copy of “Coaching and Mentoring At Work”, which was kindly donated by it’s author, Dr. Mary Connor.

For the afternoon workshops delegates were directed to one of their chosen workshops.

Workshop 1: “Developing Mindfulness Through Relaxation & Meditation“, an introduction on how to become more aware through led and structured relaxation and simple meditation. Delivered by Taravandana, OD Advisor Blackpool FT and Freelance OD Consultant and Coach with Vajramudita, Director, Realising Potential.

Workshop 2: “Building Resilience Through Being Aware of What We Tell Ourselves” to help mentors in identifying patterns of thinking, demonstrating how positive changes in thinking leads to change and reduced stress. Delivered by Emma Dawkins, Assistant Director of HR and OD at Blackpool Teaching Hospitals NHS FT.

Workshop 3: “Awareness of Emotions and Using ‘Self’ in The Mentoring Process” The aim of this workshop is to provide mentors with an insight and framework into how to give effective feedback based on their experience of the mentoring relationship in the ‘here and now’. Delivered by Su Fowler-Johnson, Director, PACE Consulting.

The aim of each workshop was to give participants a practical experience of a range of tools for increasing awareness so that they might know a range of tools for building awareness; know at least one tool/technique that supports relaxation and builds resilience; know where to find more information about Mindfulness, awareness , resilience and well being and have identified the next step in building awareness and/or resilience.

Before we left for the day, delegates met one final time in the main meeting room for the farewell from the Scheme and an invitation from Deborah Arnot to attend an Academy Leadership Conference “The Recognition Awards - Champions Through Change”.

Thank you to all the delegates, sponsors and speakers who attended and who helped to make this day such a success!

“The present moment is filled

with joy and happiness. If you are attentive, you will see it. (21)”

Thich Nhat Hanh, Peace Is Every Step: The Path

of Mindfulness in Everyday Life

The Barton Grange Hotel, Preston, Lancashire


Mentoring Awards

The North West Mentoring Scheme have established three awards to recognise the value and calibre of mentoring in the North West region. The awards are peer nominated and have proven to be a real success in celebrating outstanding leadership and achievements through mentoring. Winners are chosen by a panel of experienced mentors and the mentoring team.

Winner : Sandra EdwardsPractice Education Facilitator, St Helen’s and Knowsley Hospitals Trust. Sponsored by Vicki Espin, Director of The Corporate & Executive Coaching Organisation who was unfortunately unable to attend so Rob was there to present the award in her place.

“Sandra trained to become a Mentor Champion with the Scheme 12months ago and from this, has flourished in

her role as champion to promote and deliver over 10 mentor development days, always offering support to the mentees and mentors of her Trust.” Nominated by Emma Porter, OD Practitioner, North West Mentoring Scheme.

Mentor Exemplar

Award

Model Mentee Award

Services to

Mentoring Award

Winner :Jill CooperMidwife, East Lancashire Hospital NHS Trust. Presented by Michael Rubenstein, Finance Director from Impact Consulting, the award sponsor.

“Everyone needs someone like Jill in their professional life at some point.”Nominated by Patricia Oliver, Senior Clinical Leader, University Hospitals of Morecambe Bay NHS Trust

Winner: Helen Thomas LaightPaediatric Nursing Sister, Central Manchester University Hospitals NHS Foundation Trust.Presented by Dawn Nisbet, Talent & Corporate Manager, NHS North West Leadership Academy.

“Helen’s ability to reflect, assimilate and apply measures for her betterment has been inspiring.”Nominated by Dr Muhuntha (“Mo”) Gnanalingham, Consultant in Paediatric Intensive Care, Central Manchester University

Hospitals NHS Foundation Trust


Recently I have become increasingly interested in the concept of Mindfulness and the relationship between mindfulness practice and leadership. The connections lie in the kind of leadership behaviours and attitudes currently needed in our health and social care services.

The triple impact of financial constraints, the health reforms and the changing needs of our population, require us to work differently. We need to have open and honest conversations with staff, service users and the public, to work with different organisations and groups across systems, to get new ideas from

different people and places and take risks as we try them out. To be successful in this we need to be compassionate with ourselves and others as we learn, adapt, and create new ways of working.

In May 2012 The King’s Fund published ‘Leadership and engagement for improvement in the NHS’. The report brings together evidence to show that when people feel valued, are energised by and committed to their work and their organisation and are prepared to go the ‘extra mile’, good things happen. These include, improved patient experience, decreased infection rates, decreased mortality, decreased absenteeism and increased inspection scores, (West and Dawson 2012).

We know we are working in challenging times characterised by uncertainty and constantly shifting sands and facing stark realities in relation to money and need. We also know that as leaders, to achieve the very best for people using our services, we must pay proper attention to the people we work with, who they are, what energises them, their ideas and how they work at their best. Adding mindfulness practice to our available resources will greatly increase our capacity and resilience to lead in these turbulent times. Mindfulness has an ancient heritage through Buddhist and other religious practices. Increasingly it has been attracting interest in many secular contexts; medicine, clinical psychology, sports and the military. Gilbert (2010) suggests that mindfulness is;

“ …learning to pay attention in the present moment without evaluation or judgement; it’s using your conscious awareness and directing your attention to observe and only observe.”

Whilst Chaskalson ( 2011) talks about it as:

“a way of attending to yourself, others and the world around you that allows one to adopt more productive and positive ways of acting and being”.

So much of our behaviour towards others is driven by our assumptions about them or our anxieties about ourselves. We have scripts running in our heads ‘GPs are tricky to engage’, ‘Team A doesn’t understand what we do’ , ‘I don’t want to look stupid’, etc, etc. Whilst we hold onto these scripts we are likely to interpret behaviours of others and ourselves in ways that confirm our story. Letting go of our judgements and seeing what is actually in front of us gives us a much greater chance of developing productive and creative relationships.

Mindfulness is a tool that enables us to see how we perceive and process experience to construct models of reality. It also makes these models more available for conscious transformation. Conscious awareness is more likely to produce an accurate read of a changing situation than our natural tendency to fall back on old habits. It can open us up for new possibilities.

Mindfulness does require practice and for many of us it does not come easily as we are used to rushing from one thing to the next. It can seem counterintuitive to and difficult to argue that we should pay attention to this when there is never enough time and the demands are so great and immediate. However there is increasing evidence to suggest that mindfulness practice has the potential to; help people better self regulate in the face of stressors; enhance wellbeing; impact on the quality of decision making; increase empathy and increase creativity. Given this and the current leadership needs of our health and social care services I think the argument is more, how can we afford not to take this seriously?

Mindfulness and Engaged Leadership

by Anne Benson, Senior Consultant LeadershipThe King’s Fund

In a one-on-one mentoring relationship, many mentees may make the mistake of assuming that the onus is on the mentor to prepare the schedule and the agenda for meetings with their mentees. Not so! The primary purpose of the mentoring relationship is to help to develop the mentee. Therefore, the mentee should be pro-active and help to create an agenda and a relationship that reflects the types of goals he/she would like to achieve. Mentors are offering their valuable time to their mentees. It is the mentee's responibility to make the most of that time (think "you get what you pay for").

Fast Company recently published an article titled 6 Ways To Make The Most Of Your Mentorship, Dear Grasshopper. In this article, an executive who has mentored many individuals for over 30 years, Alice Korngold, is interviewed. Korngold details one experience that stands out in her mind-unfortunately it is not a positive one. She says that her mentee arrived at their first meeting completely unprepared. She felt that her time had been undervalued by the mentee. “I felt an imposition that she hadn’t prepared. I think its the mentee’s responsibility to do their homework to understand the background, expertise, and value of the mentor, and ask for what they need.”

6 Tips For Mentees

1 Be prepared for your meeting with anything agreed upon and with an issue to discuss that's important to you. There is always something to discuss since events

have occurred between the current meeting and the last one. The issue need not be monumental--sometimes simple things can lead to great discussions and insights.

2Think commitment, not lip service. Regular, ongoing contact is one of the most important building blocks for successful mentoring. Agree with your mentor

to meet on a regular and ongoing basis and avoid canceling appointments.

3Give back and get more. Mentors don't usually ask how the mentoree has benefitted from the relationship. Take the time to share examples and to

say "thank you" on occasion, and you'll often find that the mentor will give more without your having to ask. Sharing how a mentor has been helpful in the past gives the mentor guidance on how to be helpful in the future.

4Keep expectations realistic. Unstated assumptions or expectations can easily derail a relationship. To avoid this, you and your mentor should both discuss

your expectations of each other and the relationship. For example, discuss how often you'll meet or what areas you will work on. When there's a change in expectations, discuss this as well. Relationships grow and change and so do expectations, so those agreed upon early on may not be the same later. Have periodic conversations to discuss your mutual expectations.

5It's risky, but it's healthy. A mentoring relationship is not meant to make you comfortable with where you are. It should challenge you both professionally and

personally. This can't happen unless you're willing to take risks. What kind of risks? Whatever makes sense, but things like discussing your lack of confidence, challenging a mentor on an issue, trying something completely outside your comfort zone are all examples. Taking risks is an integral part of growth and well-being. So by taking risks, you're actually getting healthier!

6Don't be afraid of your mentor's silence. You're in a mentoring session and you seem to run out of things to say, and your mentor isn't helping because all

she or he is doing is keeping quiet. This is a good thing! Your mentor's silence is inviting you to probe more deeply into what is on your mind, and it's an opportunity to share more deeply in the relationship. In this situation, pause and look inside yourself to try and get at what is of immediate concern or on your mind and share that with your mentor. The possibilities of what may happen are endless. Homework, logistics, emotions. These are all important aspects of preparing for your meetings and your relationship with your mentor. Now, if you would really like to "WOW" your mentor, download our free resource Creating A Successful Mentoring Relationship and bring it to your first mentoring session. You and your mentor can map out a mentoring plan together and no one can accuse you of coming to your next mentoring meeting unprepared!

So what should a mentoree do to prepare for meetings with his/her mentor? Here are 6 tips to help you get your mentoring relationship off on the right foot:

posted by Ranae Mogensen on Thu, Aug 09, 2012 on his mentoring blog at http://www.management-mentors.com/about/corporate-mentoring-matters-blog/ and reproduced with permission.


How To Prepare For Meetings With A Mentor

How has mentoring impacted on you?

“I joined the NW Mentorship Scheme in October 2011, just after I returned to work following a long

period of ill health.

It took a few weeks for me to find a Mentor, mainly because I was looking for someone who would have knowledge & insight regarding my career as a Nursing Sister in Paediatric Intensive Care. However, as soon as I made contact with my Mentor, we quickly established 'ground rules' and developed a clear understanding of each others committments, schedules and available time.

From this point we were both able to arrange our meetings on-line, and also share thoughts and ideas in confidence through the web site. My Mentor has thus provided an amazing amount of support over the past ten months.

Initially we met up two or three times each month, usually for up to 90 minutes on each occasion, and

we continue to meet on a regular basis. Despite my ongoing health problems, with my Mentor's help and support, I have been able to successfully return to a stressful job and function extremely well, better in fact than I thought possible! Indeed, the whole ethos of mentoring has certainly been a huge factor in promoting a positive, reflective approach to not only my career, but also in many aspects of my life, health and wellbeing.

Sometimes we need someone to talk to who will challenge us as well as provide support. My experiences within mentoring have allowed me to identify and work through some very difficult issues, searching for evidence and defining solutions for myself. On reflection, this has improved my confidence and motivation both personally and professionally. Being a Mentee or a Mentor will always require committment, time and enthusiasum. The rewards however, are tremendous.”

“I was first introduced to mentoring informally outside the scheme

by my manager at the time about 5 years ago, subsequently to this the organisation I was with at the time was promoting the benefits and membership of the North West Mentoring Scheme, this was how I came to join the scheme.

At first I continued with my current mentor and just accessed the scheme to attend their annual conference and any relevant events that I thought would be of benefit.

In 2009 my current mentor moved roles and this was when I requested a mentor through the scheme, this worked well for a short period but with the ever changing NHS that mentor was unable to continue so I went back to the scheme to request another mentor who I have worked with for about 18 months.

I have found the process of signing up to the mentoring scheme very simple and have been really happy with the matching process and the mentors I have been matched with.

I’m sure I am not alone in experiencing challenging times over the past 18 to 24 months with provider / commissioner split and then integration between acute and community and I benefited immensely from being able to meet with my mentor to discuss the challenges this has brought.

I’m sure she won’t mind me saying she has been an invaluable sounding board for me not only professionally but personally and her support has been second to none.”

Helen Thomas-LaightPaediatric Nursing Sister, Central Manchester University Hospitals NHS Foundation Trust


Mentee Stories

Sandra EverettAssistant Health Records Manager Salford Royal NHS Foundation Trust

10 Mentoring for innovation, integration and leadership

It has been evidenced that effective talent management systems have the following impact on both employees and organisations:

•Talented individuals feel valued, they have plenty of opportunities to stretch their potential and progress their career

•Where employees experience a stretch from working with talented colleagues, correct judgements about performance and potential are made; and people are enabled to make a real impact rather than just those individual who know how to ‘play the game’ being able to progress

•Line managers are valued and rewarded for actively spotting and nurturing talent•The CEO and Executive Director Lead for talent is confident that the organisation has a reliable pipeline of talented people who are being prepared for key roles and promotions

•The whole Board are confident that the organisation has the right people in place to keep pace with a changing business environment and there is a plan for Board resilience

•External stakeholders, especially patients and commissioners, are confident that the business is led by the best individuals and has a robust succession plan in place

‘Potential’ Criteria ‘Performance’ CriteriaReady now – Demonstrates the potential, motivation and experience to perform at next level. In next 12 months should focus on developing leadership behaviours at next level

Exceeds Expectations – Outstanding performance against objectives and behaviours required at level

Developing Talent – Demonstrates the potential and motivation to develop at current levels, to progress within 1-3 years

Meets Expectations – meets the expectations for performance against objectives and behaviours required at level

Emerging Talent – Shows potential and motivation to develop at current level in some respects. Shows future promise and expected to progress within 3-5 years

Partially Meets Expectations – Below ‘met expectations’ against performance objectives and behaviours required at level

Not Likely to be ready – Shows limited potential to develop at current level within 3-5 years or shows no motivation or aspiration to want to progress

Supporting our North West TalentThe NHS NW Leadership Academy’s vision is “Developing leaders to transform the future of health”.

In order to realise this, and with recent data returns in the North West suggesting a possible undersupply of Executive Leaders in certain job roles, with 46% of Executives in the North West being over 50 years old, the NHS NW Leadership Academy developed the Talent Management Toolkit. This has been shared with the Chief Executive and Executive Director community in the North West and we are currently also developing a word editable format for organisations to locally brand and utilise internally to support their own leadership development and talent management strategies.

The toolkit contains robust tools and

techniques for identifying talent, understanding aspirations and developing potential amongst the NHS North West workforce. The toolkit centres around a performance and potential identification tool which along with the supporting Bank of Questions, can form the structure of a one to one meeting with each individual with a team, specialist area or organisation, dependent on what level this is being utilised. It can also facilitate the identification of where an individual sees their current performance and potential, along with personal aspirations, in partnership with their manager. This information can then be aggregated to build a bigger picture about the future talent pipeline and where potential gaps or risk areas may lie for the immediate and long term future, allowing plans to be developed to address these gaps before the risk become a reality.

The toolkit can also be used as a support mechanism in a mentoring relationship. The Mentor can talk through with the Mentee about their perceptions of their current and future performance and potential. Using the supporting Bank of Questions in the toolkit, the Mentor can challenge perceptions and assumptions made by the Mentee and encourage

them to evidence their theories to suitably prepare for appraisal and PDP to maximise opportunities available to them and to seek out potential prospects.

The NHS NW Leadership Academy Talent Management Toolkit is available to download in pdf version from www.nwacademy.nhs.uk/tmtoolkit

If you have any questions about the toolkit or the NHS NW Leadership Academy’s approach to Talent Management, please contact [email protected].

The NHS needs to compete for talent and create resilient, agile and high performing leaders for now and the future by:

•Investing now to develop future talent

•Aligning talent to organisational goals

•Nurturing talented leaders

•Identifying talent gaps

•Retaining and developing talent

11www.nwmentoring.nhs.uk

North West Mentoring Scheme Calendar of Events

September 6 Mentee Awareness Session Harrop House, GMW, Prestwich

10 Resilience Workshop Woodland Conference Centre, Chorley

13 Mentor Development Day North Manchester General Hospital

17 Mentor Development Day Whiston Hospital, Merseyside

24 Mentor Development Day De Vere Village Hotel, Liverpool

October 9 Mentor Development Day Whiston Hospital, Merseyside


11 Network Learning Event: Motivation in Leadership

Best Western Manor Hotel, Warrington

12 Career Planning Workshop GMW, Prestwich

16 Mentor Development Day Woodland Conference Centre, Chorley

18 Goal Setting Workshop De Vere Village Hotel, Liverpool

30 Mentee Awareness Session De Vere Village Hotel, Liverpool

November 7 Reflection & Self-Awareness Workshop Woodland Conference Centre, Chorley

9 Mentor Development Day GMW, Prestwich


14 Mentee Awareness Session Woodland Conference Centre, Chorley

27 Executive Mentor Development Day Inglewood Manor, South Wirral

December 5 Mentor Development Day De Vere Village Hotel, Liverpool

11 Career Planning Workshop De Vere Village Hotel, Liverpool


January 8 Resilience Workshop GMW, Prestwich

15 Mentor Development Day GMW, Prestwich

22 Goal Setting Workshop GMW, Prestwich

24 Mentor Development Day Woodland Conference Centre, Chorley

30 Mentee Awareness Session GMW, Prestwich

February 12 Executive Mentor Development Day Best Western Manor Hotel, Wigan

If you would like any further information about any of our events, please get in touch by phone on 0161 772 3608 or by email at [email protected].

The North West Mentoring SchemeGreater Manchester West Mental Health NHS Foundation Trust

Harrop HouseBury New Road

PrestwichManchester

M25 3BLTelephone: 0161 772 3608/3653

email: [email protected]: www.nwmentoring.nhs.uk

In partnership with

20

12

The North West Mentoring Scheme

Celebrating Five Years

hosted by Greater Manchester West Mental Health Foundation Trust

“What I have attended today has given me real ‘food’ for thought. I have a more informed position on being a mentee and the responsibility I have to set objectives and to take my own personal development forward.”

delegate feedback following an Annual Conference

“The (mentoring) course was enjoyable and challenged me to try a different approach. I feel the skills will be very useful within the supervision of staff as well as through the mentoring programme.”

delegate feedback following a Mentor Development Day

the mentor september 20102

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