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MENTOR www.nwmentoring.nhs.uk

the

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December Edition 2013

M is for Mentoring “Facilitate a supportive, safe space, to challenge,

inspire and empower people to reach their desired objective and harness their potential.� Elevator Pitch #4 (more inside)

+ plus Mentor Champions Lessons from the Annual Conference How to Avoid Toxic Mentoring MentorNet Improvements Network Learning Event: Meeting the Mentoring Vision

The Newsletter for the NHS North West Mentoring Scheme

Our Vision Our Mission Our Journey Join in the conversation on Twitter


w rking together HOW TO GET INVOLVED Motivation IN SHAPING be a THE FUTURE OFtoMENTORING IN YOUR Champion ORGANISATION Resources Materials BECOME A MENTOR CHAMPION!

KEY FEATURES OF THE ROLE:

A Champion is an experienced mentor on the North West Mentoring Scheme who volunteers their services Developmental to promote, train and support mentoring within their Mentoring organisation.

Model

Reviewing the Mentor Champion Role

We aim to grow the Champion network in order to secure a sustainable approach to mentoring within the NHS in the North West.

Be the first point of contact for mentoring within your organisation.

Experience of Work with the scheme and your Communication organisation to promote a mentoring from the Scheme culture. Deliver Mentor development days and Mentee awareness sessions.

We are currently reviewing the Champion role and will be looking to recruit new champions from every NHS Benefits organisation in the North West.

Support the mentors you train by providing information, contacts and Support guidance.

If you are interested in becoming a Mentor Champion, please send your expression of interest to us by email at nwmentoring@gmw.nhs.uk.

Become part of a champions’ network to provide feedback on your experiences and shape the future of mentoring.

Organisation mentoring HOW WE SUPPORT CHAMPION DEVELOPMENT culture • • • • • •

Provide training, materials and resources to deliver development days Support from the team along with individual feedback Quality Delivering Regular Champion meetings Access to scheme led training and events Assurance training Certificate for your portfolio Annual letters recognising your contribution to your organisation

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Thoughts on materials and content


CONTENTS The Mentor • December 2013

03 04 05 06 08 09 10 12 13 14 15

You Said...We Did Welcome from Amy Brockbank Our Vision & Mission Statements Sharing Lessons From The Annual Conference 2013 2013 Mentoring Award Winners Toxic Mentoring: How Can We Avoid it? Network Learning Event October 2013 Elevator Pitches #mymentoringvision MentorNet News *NEW* Mentoring Agreements Calendar of Events Jan - April 2014

Following feedback from scheme members, we have been working on the following improvements: You said....

DID YO U KNOW ...? you can downloa d an electron ic copy of the newslett er direct ly from o ur website! www.nw mentorin g.nhs.uk

ws” tab, Visit the “ne etters select newsl enu for in the left m nd past all current a newsletters. ing! Happy read

YOU WE SAID DID We did.....

• MentorNet now prompts you to request a telephone call “Communication was by email only and nothing else, I would have welcomed more 1:1 approach from the management team.”

with one of the team if you need help during registration.

• All our contact information can now be found in the ‘Resources Tab’ of MentorNet.

• The website has been updated with detailed information on who to contact for specific issues in the ‘contact us’ page.

• We completed a huge data cleanse of MentorNet, reducing “I found the matching service difficult to use as the mentor descriptions are often irrelevant, and do not give an idea as to what this person’s mentoring style or areas of interest might be.”

redundant profiles by 17%.

• During the Mentor Development Days we focus on the

importance of a completing a comprehensive profile. • At Matching events, Mentors participate in a dedicated profile strengthening workshop. • Manual matching is also available – just ask us for details!

• The mentoring agreement now states that all requests must be responded to within 2 weeks.

“The mentors I picked on the system never contacted me.”

• Through the data cleanse (see page 13), we are actively

working to reduce the number of inactive profiles. • Mentees - remember to use use all 3 of your invitations. • Mentors - cancel requests that have been outstanding for over 2 weeks.

Thank you for all your feedback, let us know how we carry on improving by sending your emails to nwmwentoring@gmw.nhs.uk mentoring for innovation, integration, leadership

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WELCOME by Amy Brockbank

Welcome to the Autumn 2013 edition of The Mentor! It is my pleasure to write this introduction as the new Lead for the NHS North West Mentoring Scheme. Within this issue I hope to share ideas and spark conversation about how we, as a mentoring community, can move mentoring forward and make it a ‘go to’ source for development within our NHS organisations.

As the NHS is transforming, we have to transform too. Whether you are working in a new organisation or are learning from the lessons outlined in recent reports, the level of organisational development in the NHS has never been so large: where fundamental changes in attitudes, behaviour and culture are required to achieve the challenges we face. As the NHS is transforming, we have a real opportunity to engage, develop and embed mentoring into the formation of organisational cultures. As a starting point, on page 6, we share learning from the Annual Conference which explored how mentoring can create positive attitudes and cultures in the NHS.

It’s a lot easier to work together and move forward if we all know where we are going. In order for each of us to contribute to the positive development of mentoring cultures in our organisations we all need to understand, be able to communicate, and have the opportunity to shape the description of ‘where we are going’.

It’s your Scheme! What would you like to say? 4 The Mentor December 2013

What is our mentoring destination? This is the fundamental question we would like you to consider in this issue. To kick start the discussion we have posed a Mission and Vision statement for the scheme (page 5). We would like your input to ensure the final statements are real and meaningful. This is your opportunity to inject a “wow” factor into how we communicate about the scheme. Our members have already created several ‘elevator pitches’ for mentoring. Read page 12 for more details and take part in the elevator pitch challenge! Share your ideas by emailing nwmentoring@gmw. nhs.uk or via twitter using #mymentoringvision.

www.nwmentoring.nhs.uk


We are taking action behind the scenes to make engaging with mentoring easier for our members. In this issue we are focusing on raising awareness, engagement, and sustainability. “Our Vision is a future where developmental mentoring is embedded into all healthcare organisations as a fundamental pathway for developing innovation, integration and leadership in order to facilitate the delivery of the best possible care for patients and their families.”

Awareness

Imagine a landscape where everyone knows mentoring is available and what the benefits of mentoring are. We are tailoring approaches to support organisations as well as different professional networks. As outlined on page 2, we are looking to recruit a Mentor Champion in each organisation so there is a local point of contact. Please let us know if you are interested!

Engagement

Increasing numbers of active mentoring relationships in every NHS organisation in the North West. “Our Mission is to provide a multi- professional developmental mentoring service which supports all NHS colleagues in the North West to lead the delivery of outstanding care for patients.”

We don’t just want people to know about the benefits of mentoring, we would like people to benefit from mentoring. Engagement for us is a growth in active numbers of mentors and mentees, as well as impactful and productive relationships. To find out more about this please see page 10, “Meeting the Mentoring Vision”. We are always learning from what our members feed back to us, trying new ways to engage, grow and improve. We have outlined some changes already on page 3, and we have begun a twitter ‘take over’ every Monday. Tweet us with #MentoringMondays to start your week with a mentoring mind-set. Ask us questions, share learning, keep the conversation going!

Sustainability

Organic and measurable mentoring growth within organisations and professions In order for mentoring to flourish we see the need for organic growth within organisations and professions. What do we mean? Mentoring that fits. Mentoring which is not an ‘add-on’ but incorporated seamlessly into local initiatives and contributes to a positive organisational culture. In order to have a positive influence on culture, the experience of mentoring needs to be positive. On page 9 we learn from instances when mentoring has gone wrong and how to avoid ‘toxicity’ in mentoring and keep our experiences positive. Done right, mentoring is a way to enhance leadership capability at all levels of the organisation. It promotes proactivity in development, whether the development is focused on individual professional direction or a system wide service improvement, we see the outcome as always being patient oriented. Fantastic work is already underway in organisations and on page 8 we celebrate the winners of the 2013 Mentoring Scheme Awards.

I hope you enjoy the issue and join in the conversation! mentoring for innovation, integration, leadership

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SHARING LESSONS FROM THE ANNUAL CONFERENCE 2013

Completing the networking activity as delegates wait for the conference to start.

“MENTORING TO CREATE POSITIVE ATTITUDES AND CULTURES IN THE NHS” The Annual Conference took place on the 6th June 2013 at the Mercure Norton Grange, Rochdale. With approximately 70 delegates in attendance from across the region, we looked at creating positive attitudes and cultures in the NHS. Workshops focused on values at work, resilience, socratic questioning and transition stress management. Here are the key lessons from the day. “Beyond Maslow – Values at Work” with Cathy Bridge

“Strategies to Manage Transition Stress” with Agnes Bamford

Key lessons for mentoring:

Key lessons for mentoring:

Being aware of a mentee’s set of values gives you a starting point for helping you to understand them better and communicate with them more meaningfully.

Tips to manage stress: • Gather information to make sense of your environment. • Recognise your own “cultural baggage”. • Be prepared to step outside of your comfort zone. • Find a mentor or friend to explore thoughts and feelings. • Take care of yourself and stay healthy. • Ask for help if you need it. • Have a sense of adventure!

Graves, a psychologist, built on Maslow’s work to create a model of evolutionary psychology that encompases the individual and their environment. Grave’s model illustrates how systems of core values cluster together to create ‘value memes’. The model helps us to understand why different views exist either at an individual level or for an entire culture.

Why not use the lifeline activity as a starting point? 6 The Mentor December 2013

Each individual reacts to change in different ways and there are five types of change in ‘transition stress’, refered to as the 5 ‘R’s’: Routines, Reactions, Roles, Relationship and Reflections.

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“The Art of Guided Discovery to Facilitate Change” with Yvonne Slater & John Storey

Key lessons for mentoring: Using the principles of socratic questioning with your mentee can: • Help your mentee to shift perspective away from current focus (stuck point). • Reveal new perspectives and help gather enough information to develop new awareness and expand current vision. • Shift attention, to facilitate access to information which is relevant but is out fo the person’s current focus. The socratic method uses questions to help your mentee learn and draw new conclusions rather than being given advice or instructions, helping them to maintain autonomy and independence.

“Building Resilience” with Jacquelyn Bownes Key lessons for mentoring: Here are four key building blocks of resilience and how you can develop them either yourself or with your mentee: 1. Confidence: Focus on your strengths and achievements, gain feedback for awareness, use language of postive emotions, encourage celebration. 2. Purposefulness: Goal setting, values elicitation, deeper level questioning, life wheel exercise. 3. Social support: Relaxation techniques, skilful questioning about support, drama/winners triangle, communication pyramid. 4. Adaptability: Learn to optimise, reframe thoughts, keep an ABCDE thinking log (see diagram). Thank you to the delegates, mentor champions and to our facilitators and guests who helped to make this day such a success! If you would like to have copies of the slides from the day, please visit the resources section of MentorNet to download them. Got something else to say? Email us at nwmentoring@gmw.nhs. uk or call us on 0161 772 3608. “Good to have time to work through the stages of transition and consider strategies to manage stress.” “Really intresting concept. Really enjoyable presentation. I can take this away + use not only in mentoring in my work/personal life. Brilliant presenters.”

What delegates said:

“Excellent! Really engaging presentation, thought provoking and applicable to mentoring as a tool to empower mentees.” “As I am a mentee it was intresting to gain an insight into how a mentor approaches developing resilience in others” “Useful model for breaking down the concept of resilience into components that can be worked on at different levels in different arays.” mentoring for innovation, integration, leadership

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2013 AWARD WINNERS At the conference in June, we hosted the 2013 Mentoring Awards. The awards are peer nominated and have proven to be a real success in celebrating outstanding leadership and achievements through mentoring. Here are the 2013 winners:

Model Mentee Award 2013 Jacky Dexter Service Manager, Liverpool Women’s Hospital Foundation Trust “If I had to describe Jacky in only 3 words I would select brave, tenacious and focussed. A change in career direction is one thing but at a time of national and local organisational turmoil it required all of these qualities and more – and she delivered!”

Mentor Exemplar Award 2013 Muhuntha (“Mo”) Gnanalingham Consultant in Paediatric Intensive Care, Central Manchester University Hospitals NHS Foundation Trust “My truly exceptional Mentor is a valuable discovery. Someone who listens deeply, never judges unfairly, and strives to change his perspective in order to understand mine. Someone who gives their time and experience freely to encourage, guide and support, and to successfully facilitate both my professional development and personal growth.”

Services to Mentoring Award 2013 Sue Ashman Medical Training Co-ordinator, Lancashire Care NHS Foundation Trust “Sue has been instrumental to the success of the Mentor Matching events, working with the Scheme to plan and jointly facilitate some of the sessions. The events have seen a number of new relationships formed for members on the scheme and at the end of the day, that’s why we are all here.”

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Research into the effectiveness of mentoring in the NHS has concluded that both staff retention and effectiveness improves in the presence of mentoring. However, a small percentage of staff report that they do not find mentoring helpful. To ensure we have a mentoring scheme where both mentors and mentees have a positive experience it is important to learn from incidences when mentoring can go wrong.

‘TOXIC MENTORING’

WHAT IS IT? …AND HOW CAN WE AVOID IT?

From 2009 to 2011, Rhianon Washington undertook a PhD alongside her role as the trainer for the North West Mentoring Scheme. Due to the valuable contribution of scheme members, Rhianon researched incidences of when mentoring went wrong, referred to as ‘toxic mentoring’. A summary of key lessons from Rhianon’s research is included below.

If you wish to protect your mentoring relationship here are a couple of pointers to avoiding common toxic triggers:

• Use skills associated with developmental mentoring. The onus is on the mentor to listen, rather than offering instant answers or advice. Mentees are encouraged to explore and create solutions. This sidesteps the need for specialised knowledge in the mentee’s field or profession and creates a more equitable relationship. • The Scheme offers the opportunity to access a mentor outside of not only the organisation, but the profession as well. This reinforces a strong trust environment as no pre-conceived ideas exist and the relationship is less likely to be influenced by in-house politics.

• Think about endings. So often the relationship either drifts apart or ends abruptly. Plan the end at the beginning. It is important to celebrate achievements and thank each other. • The Scheme has a wonderful reputation due much to its focus on mentee care. But as a mentor you need to care for yourself too. Perhaps mentoring champions could explore methods to allow mentors to reflect upon their experiences.

• Always, always contract! Clear contracting ensures that both mentor and mentee understand their responsibilities, commitment and boundaries. Spend at least one session on contracting. Periodically revisit your contract to ensure that you are both benefiting from the relationship.

Dr Rhianon Washington is Lead Tutor at University of Wales, Trinity Saint David in Carmarthen, South Wales. If you would like to email Rhianon, her email address is r.washington@tsd.ac.uk. The full article can be found in the International Journal of Evidence Based Coaching & Mentoring, Special Issue 7, pages 73 - 81. Well done, Rhianon! mentoring for innovation, integration, leadership

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NETWORK LEARNING EVENT MEETING THE MENTORING VISION! On the 17th October 40 scheme members attended the ‘Meeting the Mentoring Vision’ Network Learning Event. The day was designed to give members the opportunity to shape how we communicate about mentoring in the North West as well as develop tools to communicate about mentoring in their own organisations. The guest speaker for the day was Vicki Espin, who helped members focus on building success in their organisations and really inspired delegates with the idea of ‘being’ a mentor/mentee. The day was full of active discussion and buzz about how the members thought mentoring should be taken forward; we would like to share with you the outcomes from the day: Where are we now? It is important for us to understand what engagement with mentoring is currently like for our members. 63% of those attending the event replied to an online survey which looked at how well known the availability of mentoring is in the workplace; confidence in describing contribution to mentoring; enthusiasm about mentoring; motivation to take action to move mentoring forward as well as the

single biggest enabler and single biggest blocker for mentoring in organisations. The results from the enabler/blocker questions can be seen here in the two diagrams and provide vital intelligence for us in supporting you to engage with mentoring in your organisation.

Your Biggest Enablers 18% said Organisational  Commitment  is your biggest  Enabler!

Leadership

13%   Management  and  Departmental  Support

11% said  allocation  of time

Recognition of  importance

Board/GB level  commitment 5% referred to  importance or  organisational  culture &  aligned  structure  10 The Mentor December 2013

Another 5%  referred focus  on mentoring  from change  agenda

www.nwmentoring.nhs.uk

13% Education  and  Skills  Development 

Increased by input  into PDP processes


Your Biggest Blockers

35% said T I M E Lack of  protected  time

Releasing Clinical Staff

Was your biggest Blocker Explicit  Board  Support

Structure

OD Strategy Embed in  PDP

Culture

What Mentoring  is

Benefits

Who can  mentor How easy  it is to  access

?

20% were linked to a lack of clarity 13% described a lack of AWARENESS 5 %

5%

5%

Conflict with  management  approach

Perceived lack of  available  Mentors

Lack of  education

17% felt inhibited by organisational factors

What are your mentoring priorities? Vicki supported our members to identify their top three priorities that would help take mentoring forward in their organisations. The top three key priorities were identified as:

1 2 3

High Level Organisational Commitment for Mentoring Activity

Members would like to see explicit support to engage in mentoring activity from their Board or Governing Body.

What next? Attain commitment statements from engaged organisations.

Raising the profile of Mentoring

Members identified the need to raise awareness of mentoring in their organisations with particular focus on clarifying the benefits of engaging in mentoring.

What next? Prepare new communication campaigns tailored to individual organisational needs.

Resources to support the Mentoring Role

To be successful in organisations, ensure access and availability of resources to support the mentoring role. Include research, evidence, information, training, tools and techniques.

What next? Refreshed and added content to MentorNet resource area. Website update planned for 2014.

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#mymentoringvision An elevator pitch is a short snappy description that can be said in less than 30 seconds in the event you need to communicate quickly with the upmost impact!

How do you want to communicate about mentoring?

The final session of the day was designed to help members confidently communicate about mentoring in their organisations. Groups created an ‘elevator pitch’ for mentoring in the North West. Working in teams, our members prepared their own elevator pitches and then voted for their favourite. Would describing mentoring in this way be useful in your organisations? Let us know what you think, and in the meantime, we invite you to create your own elevator pitch and tweet us at #mymentoringvision.

the most voted for elevator pitch:

More of your elevator pitches from the day: “Staff enabling, thought provoking, confidence building, self-reflecting, career developing, mind opening, goal setting, motivating, ever-giving…mentoring.” “My Passion!! Intentional Activity aimed at developing the potential of people to make them an asset to the trust.” “Mentoring… Enables sustainable personal and professional development to achieve corporate and individual potential, through critical conversation.” “A cost-effective way of contributing to excellent organisational effectiveness through motivating and empowering individuals to achieve full potential.” “Mentoring enables individuals to be the best that they can be, through active listening, learning & commitment to action.”

Search for “Elevator Pitch” on our website to read more from the day! Thank you to our Guest Speaker: Vicki Espin! Vicki Espin is the Director of CECO, The Corporate and Executive Coaching Organisation. Vicki has previously been a guest speaker at one of the Scheme’s Network Learning Events where she delivered an outstanding workshop on Enhancing Leadership and Performance at Work, back in October 2011. Vicki has also been keen to support Scheme members by sponsoring the Mentor Exemplar Awards at the Annual Conference in 2012. 12 The Mentor December 2013

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MENTORNET

WHAT’S NEW THIS MONTH?

MentorNet: Behind the Scenes In order to ensure our mentoring service stays in tip top shape we have been busy for the past few months with a jumbo data cleanse! You may also remember an email we sent out asking for members to update their MentorNet account with new organisation names and contact information, which we are pleased to say has been really successful! We are currently looking at all profiles where members may not have logged in for over 2 years, and we will look at removing those once we have received all the responses. If you do receive an email from us regarding any of the above, and you believe it is incorrect, please do get in touch or log in to MentorNet and update your information.

70% of members logged in and updated their profiles in August!

Look out for the following changes next time you log in: You can add past meetings in your relationship record! Just select the calendar icon and choose the date and year - it goes all the way back to 2011. ‘Terms and Conditions’ have been replaced with the new ‘Mentoring Agreements’, which are now printable. They can be located in the resources tab of your online profile. Also, we can now put your online profile on temporary hold when you need to take a break! We just put the dates in and MentorNet will send you a reminder of when you scheduled to become active again.

In Development: • Save meetings to your calendar! Downloadable sessions can be imported to your Outlook calendar. • MentorNet will soon send you a reminder if you haven’t logged in for 3 months. • As a gentle reminder, you will be sent an email if you haven’t responded to relationship requests after two weeks. This will be to assist mentees in getting matched. As always, please share your thoughts, feedback and questions with us by email at nwmentoring@gmw.nhs.uk or by phone on 0161 772 3608. mentoring for innovation, integration, leadership

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MENTOR

YOUR NEW MENTORING AGREEMENTS A Mentor agrees to:

A Mentee agrees to: • Commit to the development process demonstrating proactivity in personal and professional development • Take responsibility for maintaining an up-to-date mentor profile using the online database ‘MentorNet’ • Be proactive in requesting mentors online or attending ‘Matching events’ (contact the scheme if they have not received a response within 2 weeks of sending mentor requests) • Lead the arrangement of mentoring meetings • Record mentoring activity on MentorNet • Ensure explicit organisational support is sought if mentoring is undertaken within work hours • Provide input into scheme evaluations (i.e. provide feedback on experiences). Preferably at the end of each mentoring relationship. • Contact the North West Mentoring Scheme team if you would like any advice, training, support or to put forward any suggestions for improvement.

MENTEE

• Commit to mentoring for a minimum of one active mentoring relationship per year (e.g. a minimum of 3 sessions of 1 hour per mentee) • Provide mentoring on a voluntary basis ensuring explicit organisational support is sought if mentoring is undertaken within work hours • Participate in a Mentor Development Day prior to becoming an active mentor (it is recommended a mentor relationship is started within six months of completing the training) • Take responsibility for maintaining an up-to-date mentor profile using the online database ‘MentorNet’ • Proactively check MentorNet and respond to mentee requests within 2 weeks • Record mentoring activity on MentorNet • Continue professional development as a mentor and support a growing network of mentoring professionals through attendance at a minimum of one ‘Network and Learning Event’ each year • Actively support and role model Mentor Scheme Standards • Provide input into scheme evaluations (i.e. provide feedback on experiences). Preferably at the end of each mentoring relationship. • Contact the North West Mentoring Scheme team if you would like any advice, training, support or to put forward any suggestions for improvement.

The new agreements can be found in the resources area of Mentor Net. We would love to know what you think, please email your comments to us at nwmentoring@gmw.nhs.uk The Mentor December2013 2013 1414The Mentor September

www.nwmentoring.nhs.uk www.nwmentoring.nhs.uk


JAN 2014 - APR 2014

CALENDAR OF EVENTS JANUARY 8 Mentee Awareness Session Halton Hospital 12.30pm – 5.00pm 16 Mentor Development Day Halton Hospital 9.30am – 5.00pm 16 NLP Practioner day 7 Park Inn, Leigh 9.00am – 5.00pm 17 NLP Practioner day Day 8 Park Inn, Leigh 9.00am – 5.00pm 20 Mentor Development Day Whiston Hospital, Merseyside 9.30am – 5.00pm 23 Mentor Matching event Best Western FirGrove, Warrington 9.30am - 5.00pm 24 Mentor Development Day Arrowe Park Hospital 9.00pm – 12.30pm

FEBRUARY 6 NLP Practioner Day 9 Park Inn, Leigh 9.00am – 5.00pm 7 NLP Practioner Day 10 Park Inn, Leigh 9.00am – 5.00pm

MARCH 6 Network Learning Event *save the date* Venue TBC 20 NLP Practioner Day 11 Park Inn, Leigh 9.00am – 5.00pm 21 NLP Practioner day 12 Park Inn, Leigh 9.00am – 5.00pm

APRIL

CONTACT US IF YOU NEED SUPPORT IN YOUR LOCAL MENTORING INITIATIVES! All our events are open to NHS employees in the North West and are listed on the events page of the website. We invite you to view them anytime by visiting www.nwmentoring.nhs.uk. If you have any questions or would like to discuss any aspect of your mentoring development please give us a call on 0161 772 3608 or email us at nwmentoring@gmw.nhs.uk.

24 NLP Practioner day 9 Park Inn, Leigh 9.00am – 5.00pm 25 NLP Practioner day 10 Park Inn, Leigh 9.00am – 5.00pm

mentoring for innovation, integration, leadership

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#MentoringMondays Start your week with a mentoring mind-set!

@nwmentoring

MENTORING FOR

C C G ‘S

JOIN THE GROWING NUMBER OF NHS PROFESSIONALS WHO ARE ACCESSING THE NORTH WEST MENTORING SCHEME TO:

PARTICIPATE IN CONVERSATIONS FOR FACILITATING CHANGE REFLECT ON CURRENT PRACTICES AND SHARE LEARNING EXPERIENCES GAIN TRAINING AND EXPERIENCE IN MENTORING AS PART OF AN ESTABLISHED COMMUNITY OF NHS MENTORS Let us know what your development needs are and we can design bespoke sessions to support you. Call us on 0161 772 3608. There are no fees associated with being a member on the scheme or attending our events. Join us today by visiting www.nwmentoring.nhs.uk and follow the

The North West Mentoring Scheme, Greater Manchester Westlike Mental Health as Foundation Trust, mentor link if you would to train a mentor orHarrop the House, Bury New Road, Prestwich, Manchester, M25 3BL, mentee link if you would likeWeb: a mentor for yourself. Twitter: @nwmentoring Telephone: 0161 772 3608, Email: nwmentoring@gmw.nhs.uk, www.nwmentoring.nhs.uk,

The Mentor - December 2013  

North West Mentoring Scheme Newsletter