Mentorship and Coaching for CEM Leadership Development Professor
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Mentorship and Coaching for CEM Leadership Development Professor Akintola Akintoye Dean, School of Built Environment and Engineering
Coaching and Mentoring • Coaching: A focused intervention or series of interventions to provide explicit support in developing specific skills, techniques and strategies (Short to Medium Term) • Mentoring: A sustained, one-to-one relationship based on trust in which the mentor actively supports the learner to build capacity to enhance personal effectiveness (Medium to Long Term) (John West-Burnham, 2013)
• Mentorship and Coaching are an important peer-support process for assisting leaders and early career academics: – to learn new skills – better understand their leadership environment and pathway – clarify their career orientations and aspirations. • This should focus on personal and professional development. • Development concepts underlying mentoring and coaching – Professional Development – Cognitive Development – Career Development
Essentials for Leadership Development • The concept of apprenticeship is central and reflects the balance of mentoring and coaching in effective learning and development. • According to John West-Burnham (2013) a combination of mentoring (intrinsic motivation, psychological wellbeing and personal effectiveness) and coaching (developing higherorder skills and strategies) is essential for leadership development
Success Ingredient for Mentorship and Coaching: Relationship Development • For mentoring and coaching process to succeed, solid relationship based on trust, confidentiality and mutual respect must be developed between partners • A successful mentoring relationship is a social contact that develops overtime based trust, collaboration, inclusiveness, modelling and reciprocation
Example: Challenges of BAME Leadership Development in HE • There are written reports that have identified challenges of BAME leaders generally and in HE in particularly. • Some of these challenges centre on acceptability, invisibility, isolation, marginalisation, denied/delayed promotion, equality of and access to opportunities, discrimination, prejudice, etc. • A lack of mentoring and support for career development particularly in governance, management and leadership roles.
Support Network for Leadership Development in HE: My own experience (i) Have a mentor: who will not only motivate you but also help you to navigate through the academic system In my academic career, my mentor provided me with leadership and management skills that are needed to take up higher academic roles. He encouraged me to be comfortable with myself and confident about myself and who and what I am rather than pretending to be someone else. Being Authentic!!!! (ii) Surround yourself with likeminded people who share the same aspirations as yourself Membership of ARCOM and ARCOM Committee was very helpful in my early academic career development: Became ARCOM Chair in 2000 (iii) Identify and shallow a colleague or a senior academic who is making headway in his/her career This was very helpful to me to understand the rules of the game; identify available opportunities and know when to fight, freeze, flee, etc.
Justification for Growing Popularity and Coaching for Educational Leaders • Provide a flexible way for two people to devote time for interacting and reflecting on important leadership issues • An off-time activity and usually occur outside the normal operational activities and therefore have an element of social interaction and personalised support • Related to the essence of work of leadership • Focus on the individual by engaging hearts and mind • Personalised feedback which greatly enhances learning and development of leader’s skills and attitudes • These co-exist with other learning strategies that link learning to the work place (Barnett and O’Mahony, 2002)
Who should you consider a Mentor and help you with Coaching • Should be someone you consider a role model • Must be highly skilled in communication, listening, analysing, providing feedback and negotiating • Must be respected administrator or academic, who is committed to the process as well as trustworthy individuals capable of establishing the level of candour needed for such work. • Must be committed to the professional, personal development and motivation.
