ibm and reverse mentoring, presentation for odense kommun, may 10th 2010
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How we use Reverse Mentoring in IBM.TRANSCRIPT
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ibmReverse Mentoring – Leaders on a Smart Planet
Reverse Mentoring for Business Leaders and
Executives
Leaders on a Smart Planet
Christian CarlssonDigital Marketing StrategistSocial Software Evangelist
ibm
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ibmReverse Mentoring – Leaders on a Smart Planet
Introduction
+Reverse Mentoring
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ibmReverse Mentoring – Leaders on a Smart Planet
About Reverse Mentoring
”Alan Webber, co-founder of Fast Company describes reverse mentoring: "It’s a situation where
the ‘old fogies’ in an organization realize that by the time you’re in your forties and fifties, you’re not in touch with the future the same way the young twenty-something’s. They come
with fresh eyes, open minds, and instant links to the technology of our future". Jack Welch, Chairman of GE, has ordered his top 600 managers to reach down into their ranks for Internet
junkies and become their students.”
Source: Matt M. Starcevich, Ph.D. http://www.coachingandmentoring.com
”Based on old paradigm mentoring where a more senior person (in terms of age, position or experience) mentors a junior, reverse mentoring places the more junior person as the mentor. Usually
used when executives need to understand operations or technology that can be shared by shop floor,
front-line or tech-savvy employees. The key to success in reverse mentoring is the ability to create and maintain an attitude of openness to the experience and dissolve the barriers of status, power and
position.
Source: Ann Rolfe, Mentoring Works, http://mentoring-works.com/reverse_mentoring.html
”Reverse mentoring relationships are developed to gain technical expertise and a different perspective.”
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ibmReverse Mentoring – Leaders on a Smart Planet
Why for the mentee?
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ibmReverse Mentoring – Leaders on a Smart Planet
True, executives use the web, but speed of
change is quicker than fast!
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ibmReverse Mentoring – Leaders on a Smart Planet
Office Traditionalists vs. Generation Collaborative
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Source: http://www.dr.dk/Nyheder/Politik/2010/05/08/222907.htm
Bombarded in media…
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ibmReverse Mentoring – Leaders on a Smart Planet
Global competition….
Source: http://registrarism.files.wordpress.com/2009/06/globe-europe.jpg
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Personal Branding
Source: Jane Scandurra, April, 2010 “Putting your strengths and personal branding to work in a socially connected world”
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ibmReverse Mentoring – Leaders on a Smart Planet
Why for the mentor?
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ibmReverse Mentoring – Leaders on a Smart Planet
Personal Branding
Source: Jane Scandurra, April, 2010 “Putting your strengths and personal branding to work in a socially connected world”
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ibm
Source: Rob Key, Converseon
“The connections in social media is like ‘dark matter’ in the universe –we know it’s out there but we can’t quite see it all yet”
IBM
Learn to formulate business value
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ibm
Reverse Mentoring in IBM
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ibmReverse Mentoring – Leaders on a Smart Planet
Challenge
The business leader, executive
Recognizes the needs to be in touch with ‘new’ ways of
working and using technology in a business
setting.
Is this private or
business?
Is Facebook
really for
me?
How about
LinkedIn? I get so many requests all
the time!
How do I communicate
effectively with my team?
Should I use Lotus
Connections, Cattail, Wiki, or....?
How can I keep up with all new
technologies? Should I? Must I?
If so, what?
How do I
select my information
sources?
The front-line, tech savvy employee
Passionate front-line or tech savvy employees who daily uses technology (like social software) in a private and business setting.
How can I more effectively help
change the way we work in IBM?
Why are we not better at
using technology in a
business setting?
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ibmReverse Mentoring – Leaders on a Smart Planet
To be addressed by Reversed Mentoring
Information is exploding and it is in silosHow can we take advantage of the wealth of information available real-time from a multitude of sources to make more intelligent choices?
Everything is moving fasterHow does one keep up with the development of technology, and its usage in business? How do we make our organizations and systems just as dynamic as today's business climate?
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ibmReverse Mentoring – Leaders on a Smart Planet
Proposed process, high level
Mentees and Mentor pairing
Reversed Mentoring Agreement
Scheduling of monthly meetings (or more often if agreed)
Mentoring meetings take place. To do’s, discussion
topics, follow-up, etc. are collected and worked on using
Lotus Connections Activities (taking our own medicine).
Between each meeting the mentee should then try out or use
the discussed tools or concepts. Evaluate progress based on
Agreement.
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Hints and Tips
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1. Read up on Mentoring
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ibmReverse Mentoring – Leaders on a Smart Planet
1. Read up on Mentoring
2. Have a Contract
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Mentoring AgreementThe following agreement outlines the mentoring partnership between
____________________ (mentee) and __________________ (mentor)
This agreement will begin ______________. Estimated completion
date______________.
General ObjectivesThis mentor/mentee relationship falls into the Expert/Skills transfer
category, and we call it "Leaders on a Smart Planet". The objective is to
leverage of the mentors insight into internet technologies and modern
communication, networking, marketing/sales tools, etc. The objective for
the mentee, a business leader, is to quickly get skills and practice in using
new technologies and tools and taking these into use. Questions to be
addressed are
Information is exploding and it is in silos - how can we take advantage of
the wealth of information available real-time from a multitude of sources to
make more intelligent choices?
Everything is moving faster - how do we make our organizations and
systems just as dynamic as today's business climate?
It will be a mutual benefit for the mentor and the mentee to get a better
understanding of how new innovations can be used effectively in a
business environment.
Skills ObjectivesMentee skills to be developed:
• Use of Web 2.0 tools - understand feasibility, benefits and risks
• Use IBM internal productivity tools- understand feasibility, benefits
and risks
• Establish a working habit, where new tools and developments are
quickly evaluated and taken into use, if relevant.
• Build and manage personal network
• Act as role model/pilot for other leaders
Roles and ResponsibilitiesThe primary role of the mentor is to inspire and coach the mentee. Also
practical advise on how to get started with new tools are expected.
The primary role of the mentee is to execute actions as agreed on
meetings and documented in the action plan.
Measuring SuccessSuccess will be measured by the following:
• Mentor/mentee has created and published an article regarding the
mentor relationship and outcome on w3 in _____.
• Mentee has a clear plan for how to evaluate and embrace future new
technologies.
• Mentor has at least one more Executive Manager as mentee by the
end of ____.
MeetingsThe mentee will schedule regular meetings (monthly)
RelationshipThe relationship must be build on openness and trust. The relationship
can be stopped at anytime by both parties by stating the reason for this.
The relationship will be determined as "off track" if i.e.
• Mentee/mentor does not execute agreed actions
• Mentee neglect to book next meetings or cancels booked meetings
without a reschedule
• Mentor/mentee finds outcome of the meetings unsatisfactory
Reverse Mentoring Agreement
Source: Professionally prepared and kindly provided
by Kirsten Thygesen, 2008
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ibmReverse Mentoring – Leaders on a Smart Planet
1. Read up on Mentoring
2. Have a Contract
3. Focus on their challenges
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Focus on business challenges, something they
can relate to and find valuable; research
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ibmReverse Mentoring – Leaders on a Smart Planet
1. Read up on Mentoring
2. Have a Contract
3. Focus on their challenges
4. Experiment
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Source: FredCavazza.net from http://www.flickr.com/photos/fredcavazza/3428921418/
It is very personal
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ibmReverse Mentoring – Leaders on a Smart Planet
1. Read up on Mentoring
2. Have a Contract
3. Focus on their challenges
4. Experiment
5. Use what you teach
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Use what you teach in between meetings
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ibmReverse Mentoring – Leaders on a Smart Planet
1. Read up on Mentoring
2. Have a Contract
3. Focus on their challenges
4. Experiment
5. Use what you teach
6. Use all free stuff
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Source: http://www.slideshare.net/juntajoe/twitter-basics-for-business
Use all free, good stuff!
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ibmReverse Mentoring – Leaders on a Smart Planet
1. Read up on Mentoring
2. Have a Contract
3. Focus on their challenges
4. Experiment
5. Use what you teach
6. Use all free stuff
7. Track progress
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ibmReverse Mentoring – Leaders on a Smart Planet
Track progress
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ibmReverse Mentoring – Leaders on a Smart Planet
1. Read up on Mentoring
2. Have a Contract
3. Focus on their challenges
4. Experiment
5. Use what you teach
6. Use all free stuff
7. Track progress
8. Mentor or Consultant?
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ibmReverse Mentoring – Leaders on a Smart Planet
Mentor or Consultant?
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contact | [email protected]/in/christiancarlsson
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Back-up, appendices
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In the spring of 2005, IBMers used a wiki to create a
set of guidelines for all IBMers who wanted to blog.
These guidelines aimed to provide helpful, practical
advice—and also to protect both IBM bloggers and
IBM itself, as the company sought to embrace the
blogosphere. Since then, many new forms of social
media have emerged. So we turned to IBMers again
to re-examine our guidelines and determine what
needed to be modified. The effort has broadened the
scope of the existing guidelines to include all forms
of social computing.
Below are the current and official "IBM Social
Computing Guidelines," which continue to evolve as
new technologies and social networking tools
become available.
http://www.ibm.com/blogs/zz/en/guidelines.html
IBM social computing guidelines
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ibmReverse Mentoring – Leaders on a Smart Planet
Alan Webber, co-founder of Fast Company describes
reverse mentoring: "It’s a situation where the ‘old fogies’in an organization realize that by the time you’re in your forties and fifties, you’re not in touch with the future the same way the young twenty-something’s. They come with fresh eyes, open minds, and instant links to the
technology of our future". Jack Welch, Chairman of GE, has ordered his top 600 managers to reach down into their ranks for Internet junkies and become their students. What if anything is unique about a reverse mentoring relationships? Fifty-nine people responded to
an on-line survey during the first quarter of 2001. Thirty-seven were mentors (the person doing the mentoring) and twenty-two were partners (the person being mentored). They were from such diverse organizations as Government, Consulting, and Financial Services.
Only 9% were Executives while 40% were Middle Managers, 25% First Level Managers and 26% Individual Contributors. The results are based on the limitation that this was a voluntary survey, with no attempt to obtain a representative sample. Although we
did not control for gender or racial differences no respondents chose as the biggest challenge in making a reverse mentoring relationship productive, "getting over our gender differences" and only one chose "getting
over our racial differences". Subsequent inquires from journalists about the survey results suggests that there may be some challenges in these areas and worthy of further study.
Is it a young to old thing?No, fifty percent of both the mentors and partners were 26-35 years of age with none over age 55. For this group reverse mentoring appears to be a peer-to-peer relationship not one for the ‘old fogies’.
A larger number of executives responding to the survey could change this conclusion. It is interesting to speculate why so few executives responded to the survey, since this is the target population. Are they not
engaged in reverse mentoring relationships; don’t have time to complete surveys; or, don’t surf the internet?
What is the purpose of a reverse mentoring
relationship?Forty-one percent selected "To gain technical expertise" and 25% selected "To gain a younger perspective". This supports the notion of capitalizing on the technical knowledge base and younger perspective of the mentor.
An intense relationship is indicated by fifty-two percent stating they met once a week with an additional forty-one percent meeting once a month. Although twenty-five percent expect the relationship to last 1-5 months and twenty-percent expect it to last longer than a year.
What is the satisfaction level with the reverse mentoring relationship?There were two groups of people, twenty percent said they were "very dissatisfied" and sixty-eight percent said
they were either "satisfied" or "very satisfied". Did how the reverse mentoring relationship occur affect their satisfaction? No, although fifty-two percent were assigned while forty-eight percent sought out either the mentor or partner—being assigned or freely choosing a
mentor or partner did not make a difference in the satisfaction level of the respondents.
What would make the reverse mentoring
relationship more satisfying?Fifty-three percent-said "a clear game plan" while twenty-two percent felt "clear rules of engagement". Clarity on what we will accomplish, our commitment, how we will go about it and how we will relate to one
another emerge as clear indicators of a satisfying mentoring relationships. This conclusion is supported by answers to other questions in the survey:
Thirty-three percent felt "finding time to meet", twenty-eight percent "opening up and
considering different ideas/perspectives" and twenty-five percent "listening without forming judgments" were the biggest challenges in making the reverse mentoring relationship productive.
If they could start anew, fifty-two percent stated that "having a game plan and goal" would be what they would do differently to improve the reverse mentoring relationship.
The advice they would give the younger mentor: twenty-eight percent said both "patience" and "being open to your partner". The advice they would give the older partner:
forty-one percent said "have an open mind and attitude". Thirty-three percents said "listen and learn".
SummaryReverse mentoring relationships are developed to gain technical expertise and a different perspective. They are not a younger to older person thing for this group it was more a peer-to-peer relationship where both people
have a lot to teach and lot to learn. In line with our earlier survey, planning and management of the relationship are critical. A commitment of time, having a game plan/goal and rules of engagement as well as listening, being open minded and patient seem to be
central ingredients for any mentoring relationship not just a reverse relationship. These results indicate that there is nothing unique about reverse mentoring. These same challenges need to be managed in any mentoring relationship. The operative word is mentoring.
(http://coachingandmentoring.com/mentsurvey.htm)
About the AuthorMatt M. Starcevich, Ph.D. CEO, Center for Coaching &
Mentoring has over twenty years experience in training and organization development, as an internal change agent and external consultant. For comments or additional information email Matt from the selection
below.
Internet Survey Results:
What is Unique about Reverse Mentoring, Survey Results
Matt M. Starcevich, Ph.D. (2001)
http://www.coachingan
dmentoring.com/revers
ementoringresults.htm