The Mentor News
July 2, 2014
Library of Congress ISSN: 1708-9034
TABLE OF CONTENTS
Best Practices: Barrier or Boost for Mentoring?
Attend a Top Level Mentoring Event
What's New in the Mentoring World
Join the Peer Resources Network
Details About The Mentor News
Buzzwords Give the Impression of Excellence
Best Practices: Barrier or Boost for Mentoring
By Rey Carr
A frequent request to Peer Resources from community leaders, business personnel, researchers and others interested in starting a mentoring program is for a list of “best practices” in the field.
This is a sensible request. After all, as long ago as 1999 the leading mentoring experts in the USA such as Peer Resources Network member Larry Ambrose, Margo Murray, Rita Boags, Betty Farmer, David James, Kathleen Wright, Linda Stromei, and dozens of others equally engaged in mentoring were all featured presenters at the Best Practices in Mentoring Conference at The Bolger Center in Potomac, Maryland. For several years coaching associations and organizations have been struggling to create a set of standards that reflect ‘best practices;’ and The Library of Professional Coaching includes a whole section on “Best Practices.”
Multiple organizations in Canada, the U.K., and the U.S.A., including the Mental Health Commission of Canada (MHCC), the Evidence Exchange Network for Mental Health and Addictions (EENet), Peers for Progress (PFP), U.S. Government’s National Registry of Evidence-Based Practices (SAMHSA), the National Association of Peer Program Professionals (NAPPP), Peer Resources, Peer 2 Peer (P2P), and the April 12, 2014 conference in California titled Towards Best Practices in Mental Health Peer Programming (website), are just a few of the groups striving to provide a set of best practices.
Enquiries that we receive, participants attending best practices conferences, and visitors to the hundreds of websites focusing on best practices, expect to learn about those foundation practices that identify successful mentoring that will enable them to make a difference in the lives of those touched by such practices, and to learn about how to apply those practices in their own organizations. This is the common goal of almost every quest for ‘best practices.’
What if compiling a set of mentoring best practices, for example, actually leads you down the wrong path? CEO coach Mike Myatt describes best practices as ‘evangelical’ statements that “rarely warrant being deemed as universal truths. It is nothing short of over exuberant thinking to assume that any single solution can be applied anywhere and everywhere...Just because company A had success with a certain initiative doesn’t mean that company B can seamlessly plug-and-play the same process and expect the same outcome.”
Eugene Bardich (2011) believes that the work involved to actually engage consistently in a best practice is rarely accomplished. Most of the time, one will find ‘good’ practices or ‘smart’ practices that offer insight into solutions that may or may not work for a given situation.
Internationally recognized management consultant and author Ron Ashkenas (2010) in his HBR Blog article acknowledged that many organizations are exceptionally good at “stealing shamelessly” from other companies. But while some companies thrive with their borrowed ideas others soon abandon the idea. He noted that such best practice borrowing often fails because of two reasons: failure to adapt or tailor to the new environment; and failure to adopt which is what happens when leadership fails to fully support the “borrowed” process.
Former International Mentoring Association (IMA) president and former Peer Resources Network member, the late Dr. Joe Pascarelli, had a slightly different perspective on best practices. In his email that appeared on the IMA group discussion site Dr. Pascarelli, who believes that best practices is a synonym for ‘evidence-based practice”, said:
“Best practice came out of a national context that identified those practices that were soundly based in research (and development) and were acknowledged as such. Originally there were specific criteria and standards that certain programs met and, as a result, these practices were disseminated (via federal funding) so others could learn about and consider ‘adopting.’ Herein, lies the catch. We know from decades of research that no program can be ‘adopted’ and installed in a ‘foreign context’ without being ‘adapted.’ I am not hairsplitting but pointing to the difference. In these days, we are using ‘Best Practice’ very loosely and, in some cases, based on self-nomination. So, if there is a publication based on Best Practices in Mentoring (and there is not), it would still be limited in terms of the contextual dimension that needs to be addressed.”
The late Barry Sweeny, a long-time mentoring expert and the former editor of the newsletter of the International Mentoring Association as well as their web master, agreed with his colleague, Dr. Pascarelli. According to Dr. Sweeny, “The basic question in examining and considering ‘best practices’ is best for what? What is best for one program may not be best for others.”
Dr. Sweeny suggested that a way to manage best practice enquiry is to first examine the goal of the mentoring program. He believes that the goal determines what might be best for that program. “Anyone who asserts a set of best practices must be asked,” Dr. Sweeny told me, “best for what goals, before we would consider adopting an approach, model, or solutions. That makes the process of program development more complex. There are many choices, forks in the 'development road,' and dead ends.”
One way to manage this complexity according to Dr. Sweeny is “to work with a program development mentor—someone who is experienced in the process and settings where many diverse goals have been addressed by different approaches and models.” He recognized that this could be “a more financially costly way to go, but then heading off on your own without such experienced guidance can cost considerable time, waste energy, and even result in the loss of good will from managers and participants if there are issues and problems along with way.” (Some of the world’s best mentor program development specialists are listed on the International Mentoring Association website.)
I agree with Dr. Sweeny and Dr. Pascarelli, both of whom I have known for years through our membership in the International Mentoring Association. Given the experience I’ve had with Peer Resources fielding questions about how to establish a mentoring program, I can add three additional perspectives.
Recognize that the Pursuit of a Quick-Fix is Innate
I’ve often found that the search for best practices is often a way of avoiding coming to grips with what is really necessary to develop an effective mentoring initiative in the enquiring organization or service. When I’ve practiced Barry Sweeny's advice regarding asking about goals, I’ve been amazed at how few best practice searchers can actually articulate any goals. They often haven’t thought about this very deeply. There’s a common sense understanding that finding a set of best practices will enable all other elements required for effective mentoring to fall in place. At the same time, searching for best practices seems easier than dealing with some of the harder questions that require insight, reflection, internal research. Discovering a short cut seems deeply rooted in our brain functioning.
Develop a Set of Best Questions
Relying on best practices is a way to avoid engaging in thinking deeply about the issues and reflecting on the answers, and their potential uncertainty unavoidably involves some discomfort and pain. It’s natural to avoid going through this process, which is often negatively characterized as ‘reinventing the wheel.’ As an alternative, instead of working on establishing a set of best practices derived from the ideas of others, practitioners need to propose a set of best questions to ask themselves and their team members. Here are some examples of ‘best’ questions as applied to mentoring, for example:
- What do you hope to achieve with a mentoring program?
- What results do you expect?
- Why are these things important?
- What needs do the people in your organization have that can be better met through mentoring?
Assign a Risk-Level to Program Options
While a best practices guide can inspire you to think of, reflect on, or be inspired by what others have done, it can also be a barrier to creating your own path that is more likely to fit your organizational culture, values and mission. Just because others have developed a particular practice that works for them, doesn’t mean their success will transfer to your organization.
But it also means that they could work and benefit your mentoring initiative. When using best practices, take a “risk-based” approach. That is, with every ‘best practice’ reflect on the pluses and minuses of implementing that best practice in your organization. Ask yourself “How will this help or hinder the results we want? What might be an unintended or unexpected positive or negative outcome if we implement this best practice?”
The complexity of the human endeavor to live healthy and fulfilling lives is too important to leave to a set of best practices in any health and human services field whether it be mentoring, medicine, peer assistance, coaching, or other health practice. Best practices tell us about what worked in the past. If we want to live in the past, imitate them. If we want to build for the future, create practices that come from our hearts.
Ambler, S. (2011). Questioning "best practices" for software development: Practices are contextual, never best. (Retrieved from here.)
Ashkenas, R. (November 10, 2010). Why best practices are hard to practice. HBR Blog Network. (Retrieved from here.)
Bardach, E. (2011). A practical guide for policy analysis: The eightfold path to more effective problem solving, 4th edition. Thousand Oaks, CA: Sage. This book can be purchased through Amazon.ca, Amazon.com, or Amazon.co.uk.
Body, A. (2006). Principles of best practice: Construction procurement in New Zealand. New Zealand: Construction Industry Council. (Retrieved March 17, 2014 from here.)
Daniels, A.S., Cate, R., Bergeson, S., Forquer, S., Niewenhous, G., & Epps, B. (2013). Best practices: Level-of-care criteria for peer support services: A best-practice guide. Psychiatric Services, 10, 1176. (Retrieved March 17, 2014 from here.)
Greene, J.P. (2012). Best practices are the worst: Picking the anecdotes you want to believe. Educationnext. (Retrieved March 17, 2014 from here.)
Marston, G., & Watts, R. (2003). Tampering with the evidence: A critical appraisal of evidence-based policy-making. The Drawing Board: An Australian Review of Public Affairs, 3, 3, 143-163, (Retrieved March 18, 2014 from here.)
Sunderland, K., & Mishkin, W., (2013). Guidelines for the practice and training of peer support. Calgary, AB: Peer Leadership Group, Mental Health Commission of Canada. (Retrieved March 17, 2014 from here.
Williams, D.D.R., & Garner, J. (2002). The case against ‘the evidence’: A different perspective on evidence-based medicine. The British Journal of Psychiatry, 180, 8-12.
“Best practices’ lacks scientific credibility, but it has been a proven path to fame and fortune for pop-management gurus like Tom Peters, with In Search of Excellence, and Jim Collins, with Good to Great. The fact that many of the ‘best’ companies they featured subsequently went belly-up—like Atari and Wang Computers, lauded by Peters, and Circuit City and Fannie Mae, by Collins—has done nothing to impede their high-fee lecture tours. Sometimes people just want to hear a confident person with shiny teeth tell them appealing stories about the secrets to success.”
~ Who Said This? ~
ATTEND A TOP LEVEL MENTORSHIP EVENT
Many mentorship conferences and training events are scheduled over the next few months. Here are a some of the many in-person events listed on the Peer Resources website (http://www.peer.ca/mentorwks.html)
- Building a Quality Youth Mentoring Program
July 9, 2014
MMP Boston Training Room, 105 Chauncey Street, Boston, Massachusetts
Tel: (866) 627-7636 or (617) 695-1200
- Long Live Mentoring Conference
July 24-26, 2014
Frontline Church, Oklahoma City, Oklahoma
Tel: +61 2 9085 7129
- The Future Has a Past: Celebrating a Decade of Service to Mentoring
August 26-27, 2014
Campion Ballroom, Seattle University, Seattle, Washington
Tel: (866) 316-8190 or (425) 416-2030
- Ninth Annual Association of Professional Engineers and Geoscientists of Alberta Mentoring Conference
September 15-16, 2014
Venue to be determined
(780) 426-3990 or (800) 661-7020
- 15th Annual Minnesota Mentoring Conference
September 22, 2014
- Kansas Conference on National Service, Mentoring, Volunteerism
September 25-26, 2014
- 15th Annual Minnesota Mentoring Conference
October 20, 2014
Maple Grove, Minnesota
- Nightingale 5th Annual Conference: Mentoring for Social Sustainability
October 24, 2014
Malmo University, Orkanen, Norrdenskisldsgatan 10, Sweden
Tel: +46 709 655 510
“It is critically important for clinicians to be able to understand evidence-based practice (EBP) because there is a growing likelihood that the politics of EBP will be used to construct the ways in which they are expected to provide services in their workplaces. Although EBP looks relatively benign, the whole area reveals some very disturbing aspects.”
~ Who Said This? ~
WHAT'S NEW IN MENTORING
Ten Thousand Coffees (website) is a Canadian mentoring service where students, recent grads, and young professionals can connect with industry leaders from diverse categories. Those seeking a mentor can signup as a novice, browse the expert profiles and select an expert. When the expert accepts the invitation, the pair can set up a time to talk. Conversations can take place via Skype and other protocols. Unlike formal mentoring, however, these meetings typically only occur once, but a mentorship could develop as a result of the initial meeting. Connect on Twitter @10KCoffees.
JustMentoring is a hub in the United Kingdom to find mentors. Several of the more than 200 organizations in their directory specialize in providing mentors to help those involved with the criminal justice system to help them live crime-free lives. Contact: c/o Mentoring and Befriending Foundation, Suite 1, 4th Floor, Building 3, Devonshire Street, North Manchester M12 6JH; Tel: 03300 882877; firstname.lastname@example.org
Women 1st Mentoring Programme in the United Kingdom (website), is a new service that is dedicated to helping women progress in their careers by connecting them with experienced mentors who hold senior roles within relevant industries. All of their mentors and partners complete a profiling questionnaire that matches expectations and preferences with their bank of senior professionals. Once matched, the partners arrange six one-to-one sessions with their mentor. To ensure successful outcomes, this organization has created three options: individual mentoring, a scheme that matches partners with a mentor; setting up an in-company mentoring network to train mentors and mentees in an applicant’s business; and a train-the-mentor programme to train people to deliver a mentoring programme in-house. Further contact details: Women 1st, 2nd Floor, Armstrong House, 38 Market Square, Uxbridge, UB8 1LH: Tel: 01895 817009; email: email@example.com
Chronus Mentoring and Talent Development Solutions (website), one of the mentoring software providers included in the Peer Resources’ list of best technology providers, also provides a number of valuable articles about various issues associated with effective mentoring. Generally these papers are available as free downloads. Three of the latest articles are: How to Guide: Measuring Mentoring Success which covers important questions and considerations to ensure what matters is measured (available here); Five Ways Software Will Improve Your Corporate Mentoring Program (available here); and The ROI of Mentoring, Coaching, and other Employee Development Programs, which includes the five elements to be measured when calculating ROI, the top research facts on investing in your workforce; sample calculations for calculating ROI and an ROI readiness checklist. This ebook can be downloaded here.
The Chronicle of Evidence-Based Mentoring (website) is an online source for sharing new findings and ideas about youth mentoring. The goal of the Chronicle is to encourage active dialogue around evidence-based practice in youth mentoring in ways that improve the practice of youth mentoring. The Chronicle contains several features, including a Research Corner to synthesize findings as they pertain to a single topic; a Forum—edited by Michael Garringer, that provides a running commentary on mentoring research, policy, and practice, featuring the responses of guests with different views on the topic a question or topic; a section on New Mentoring Research which provides summaries and implications of new youth mentoring findings; a section that highlights Research from Related Fields; Profiles in Mentoring to learn more about the researchers whose work is featured in The Chronicle; and an Expert Corner featuring the perspectives of the field’s leading researchers and practitioners.
“Clinical effectiveness, evidence-based medicine (EBM) and related terms were the politically correct medical slogans of the 1990s. For many they are ‘ buzz-words’ conveying a modern progressive approach and in some circles it is unwise to express scepticism. Evidence-based medicine is being embraced by all specialities and there has been a strong signal that psychiatry is joining the movement by the introduction in 1998 of a psychiatric journal dedicated to evidence-based practice. Although the ideas are not new and the basic assumptions of EBM are sound, there are major reservations about how its tenets are being promoted. The only evidence deemed acceptable in decisions about treatment is that derived from randomised controlled trials (RCTs). The value and role of the doctor as therapist is being undermined, the psychological and social aspects of medicine are neglected by EBM and the movement is in danger of creating a new utilitarian orthodoxy.”
~ Who Said This? ~
JOIN THE PEER RESOURCES NETWORK
The continuing development of mentoring as a practice has generated many associations and organizations competing for participants or members. The Peer Resources Network is the only one that provides accurate, objective, comprehensive, and up-to-date information about coaching, mentoring and peer assistance resources. And the staff is not only easy to contact via toll-free telephone, email or Internet telephone, but they also respond to enquiries typically within one-day.
In addition, members of the Peer Resources Network receive a monthly newsletter, the Peer Bulletin, loaded with information, practical tips, announcements, coaching program descriptions, funding opportunities, job openings, and research summaries every month. The Peer Bulletin contains features not available in The Mentor News, including graphics, links, discounts, relevant articles, free research papers, and contact details.
Members can also receive at no cost some of the latest books or videos on about coaching in exchange for writing a review of that resource. In many cases the retail price of the book alone is equivalent to the one-year membership fee. A list of the books that are currently available can be found here.
In addition, virtually all of the books and papers published by Peer Resources are now in e-format. Peer Resources Network members have access to the majority of these books and papers at no cost.
Do the quotes placed in The Mentor News intrigue you? Would you like to know more about the people quoted or read more of what they have to say? Members of the Peer Resources Network receive links and more details regarding each quote when they receive the monthly Peer Bulletin.
Peer Resources Network members have access to a variety of resources in the password protected area of www.peer.ca, and many of these documents are without cost or arrangements have been made with authors and publishers to provide them to members at reduced costs or deep discounts. Papers about certification, fees, and other issues associated with coaching are free to members. In addition, Peer Resources Network members have access to toll-free telephone support for technical and professional questions. Members can talk directly with experts at no extra fee on trends, issues, and other concerns.
Other features of membership include:
- Free membership after 10 years of continuous fee-paying membership;
- An opportunity to win additional months of membership by responding to a monthly quiz;
- Added membership months for referring another person who becomes a member;
- Added membership months for writing an article that is published in the monthly newsletter; and
- Members never pay a fee increase; whatever fee you pay at the startup of your membership is the fee you will pay for the remainder of your continuous membership.
The Peer Resources Network is a non-profit organization and is sustained through memberships. The low fee for a one-year individual membership is $99.00 and the fee for an institutional membership, which allows up to five people to share a full membership, is $185.00 for a year. We even have a student rate of $50.00/year. For more details on the benefits as well as a secure online form to sign-up, go to http://www.peer.ca/PRN.html.
To become a member and review the additional benefits and services, go to http://www.peer.ca/PRN.html