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Midlands HDN Mentoring Programme 2017-2018
Class 1 – Getting to Know YouNovember 2017
Paragon Housing, Leicester
Welcome to Class One
• Introductions and housekeeping
• Housing Diversity Network (HDN)
• Aims of the day
• How we will work today – roles and ground rules
• Over to You!
Housing Diversity NetworkThe aim is to help housing providers achieve the highest standards in equality and diversity
Staff from member organisations can access the staff mentoring programme and other member benefits:
• Free job advertising• Enquiry advice service• Monthly e-mail briefings on E&D topics• Discounts on seminar places and training• Board mentoring programme
Mentoring Class One- Getting to know you
Objectives• Reflect on your current knowledge, skills and experience. • Identify areas for personal development • Identify individual and team strengths and areas for development • Expand network and gain support
Activities• Getting to know each other. Valuing what you bring • Identify skills, qualities and characteristics will make you successful in the
changing world of housing • Belbin team roles• Taking responsibility and building resilience • Reflection and PDL update
Introductions – valuing what’s important
• Pick a card that reflects your values for working in social housing and identify how you currently apply it in your role
• Introduce yourself to another mentee you don’t know and explain why you chose the card; the other mentee does the same
• Each finds out from the other– i) what is important to them in their current role and organisation/ ii) something they can offer and iii) something they would like to learn from others
• Record on 3 post-it-notes each
• Prepare to introduce each other
Recognising and valuing what I bring
Role and purpose?
What’s important?
Knowledge, skill, experience?
Behaviours and actions
External/ internal
Identity
Beliefs & Values
Capabilities and Skills
Behaviours
Environment
Coffee
Identifying and developing the skills
• Strategic thinking• Project Management• Influencing/ negotiating• Problem solving• Leadership• Sector knowledge/ changes
What do these look like?How can I develop these?
Transferable Skills
Welcome:Paul Cleminson,
Senior Finance Business PartnerNeighbourhood Services
Riverside Housing
Personal Reflection
• What values and skills do I bring to my current role and future?
• How can I use these most effectively in my current role and team?
• How can I communicate these in my 1:1s, PDRs and CV?• What skills would I like to develop during this programme
and how does it add to my goals? (Capture on a post it)• How can I measure my success?
Personal Development Log (PDL)
It is useful to complete this for:• Mentor• Line manager/HR• Your own reference in the future
Lunch
Working in teams
Belbin Group Types
The Belbin Team Role analysis is used extensively to createwinning teams for new projects – however:
• Few teams can choose their members• Members of teams are determined by outside factors i.e.
management structure
How then can we obtain a balanced team?
Personal development
The second issue is personal (development)!
• How do you refine your team role to become more effective individually and as a team member?
• Many team members wish to develop their role and develop a ‘back up’ role to enhance their own personal influence and effectiveness in a team
WAIL !
Workers - ImplementersTeam Workers
Analysts - Monitor EvaluatorsCompleter Finishers
Ideas People - Plants Resource Investigators
Leaders - Co-ordinatorsShapers
Specialist
Exercise
Personal Reflection
• Review the descriptions of the Belbin team roles and identify your natural preference roles and your least preferred types.
• For each identify the 2 – 3 characteristics that you consider are most and least lie you in both the strengths and allowable weaknesses.
The results
In pairs • Discuss your natural preference roles and your least
preferred types and how you can use this information to enhance your skills at team work.
• What is the impact of both of these roles/types?
• Reflect on teams at work, can you see the different roles in teams? Are there any missing or more dominant? What might be the implication of this?
Benefits of Belbin Team roles
• Self awareness & personal effectiveness • Better communication • Team selection and Recruitment • Career planning • Performance issues • Leadership
Comfort Break
Taking control and building resilience
How do I manage myself?LOCUS OF CONTROL
External Locus Internal Locusof control of control
Take responsibility for their actionsDo things that will change their situation for the betterEmphasis is on striving for personal and professional achievementWork hard to develop their knowledge, skills and abilitiesWhen things go wrong they are inquisitive and try to work out why things turned out the way they didTend not to blame othersHave a more participative management styleTend not to rely on other peoples evaluation for their self-esteemStrong boundaries and weak barriers in most areasHave the ability to inner reflect
Take little or no responsibility for their behaviourBlame others for what is wrong in their lifeTend not to do things that will change their life for the betterEmphasis is to avoid coming out of their personal comfort zonesWhen things go wrong they often do not learn from their mistakesTend to rely on other people’s approval to make them feel goodHave weak boundaries and strong barriersLack the ability to be able to inner reflect
What is within my circle of influence?
Insights into Action – 20 mins• Thinking of what you
have learnt today about:– The skills you wish to learn– How you work in a team– Your locus of control &
how resilient you are– Your preferred learning
styles
• In pairs have a discussion about:– What insights you have
gained today– How you will use these to
get the most from the programme
– What challenges you may face
– How you can support each other to achieve
**Be ready to feedback to the group on the actions you have agreed**
Review of the day& Next steps
Personality Performance Indicator (PPI)
The questionnaire:• Online/24 questions/5-7 minutes to complete• Answer quickly and spontaneously• There are no right and wrong answers• Be true to yourself
The report:• Approx 10 pages long and a profile chart
Understanding and using the results• Class 2 will provide more information, explanation and
support• Opportunity to share parts and ask questions• Share with your mentor and discuss at your future
mentoring sessions• Other support available
Review and What next
Before you leave: • Did you get what you expected from the day?
(Evaluation Form)
After you leave:• Plan your next mentoring session• Completing your PDL• Preparing for Class 2 – PPI Reports
www.housingdiversitynetwork.co.uk
T: 01484 652606M: 07903 792897
CareerFamily
Health
Money
CommunityHobbies
Relationships
Religion
Mark the spokes with dashes – the nearer to the centre, the less satisfied you are with this aspect
Further readingThe One Minute Manager series –Kenneth BlanchardThe 7 Habits of Highly Effective People – Stephen R CoveyExperiential Learning: Experience as the source of learning and development – D A Kolbhttps://en.wikipedia.org/wiki/Reflective_practicewww.businessballs.com
Aims & objectivesAimsTo assist HDN members’ employees to develop and maximise their potential
Objectives
• Increasing your self-awareness• Increasing your confidence• Expanding your networks• Increasing your knowledge of the housing sector• Building on your current skills
This year’s programme
Mentoring Programme 2016/17
Remaining dates and venuesClass Venue DateClass 2 Watford 21 Dec 16Class 2 Bury St Edmunds 8 Dec 16Class 3 Peterborough 8 Feb 17Class 3 Bury St Edmunds 2 Feb 17Class 4 Cambridge 24 Apr 17Plus a national, annual evaluation conference probably in the Midlands around June/July time.