hildewillems - executive mentoring at johnson & johnson

8/2/2019 HildeWillems - Executive Mentoring at Johnson & Johnson

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Executive Mentoringat Johnson & Johnson

Hilde Willems, [email protected]


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What I would like to share with you

Strategic Goals

Mentorship comes with ageStages of concern, Cora Smit

Best practiceWLI Senior Management Mentoring Program

Key lessons learnt


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Dr. Paul Janssen :start research in 1953

Part of Johnson & Johnson since 1961

More than 80 new drugs


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200 companies

in 57 countries in the worldwith sales in more than 175 counties

Worldwide Comprehensive and Broadly Based Health Care Company


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MentoringStrategic Goals


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Leadership Challenge

The most important responsibility all of us haveis to develop the leaders of the future.

Its the greatest challenge we haven

and its the most important legacy that we

can leave behind

William C. Weldon

Chairman & Chief Executive Officer


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Leadership Development


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Mentorshipcomes with age


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Stages of Concern, Cora Smit

5 predictable stages of

development, when onebegins a new line of workor learns a new andcomplex skill

characterised by aspecific concern,

a care or preoccupation

determines

what kind of support

people needwhat kind of support theyare willing to give toothers

Self

The Other

Essence

Impact

The Task


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Stages of Concern: Self

Concern

How do I survive?

Needs

Instructions, demonstration

Confirmation, compliments

A buddy

Willing to give: too soon!

Self

The Other

Essence

Impact

The Task


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Stages of Concern: the Task

Concern

How do I do it well?

Needs

Task-oriented feedback

Technical skills training,

professional literatureLearn from technicalexpert

Intervision with peersfocused on daily issues

Willing to give

Be a buddy to anewcomer

Self

The Other

Essence

Impact

The Task


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Stages of Concern: the Other

Concern

People are important

Needs

Person-oriented feedback

(Inter)personal skills

trainingPersonal coach

Willing to give

Work with peopleCoach people

Self

The Other

Essence

Impact

The Task


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Stages of Concern: Impact

Concern

And now everything has tobe different

Needs

Challenging projects andrelationships/networks

Attend / speak atExec. Conferences, MBAs

Mutual respect from leader

A mentor

Willing to giveShare vision and expertise

Lead larger group of people

Self

The Other

Essence

Impact

The Task


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Stages of Concern: Essence

Concern

How can I share this

Needs

Time to reflect

Contribute to whats really

important, say no to restExecutive coach

Willing to give

Be meaningful to others

Be a mentor to others!

Self

The Other

Essence

Impact

The Task


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Mentoring topics

Learningexperiences

Interests

Successes &Failures

Work/life balance

Work Values

Lookinginward

Fears & doubts

Skills & Needs

Behaviors &impact

Tactical

approaches

Politics

Trends

Culture

Lookingoutward

Opportunities

Alternatives

Career PlanningSelf-development

Lookingforward

Discussiontopics


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Mentoring best practice:

WLI(Women Leadership Initiative)Senior Management

Mentoring Program


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Importance of mentoring for womens advancement

Catalyst study - large corporations and firmsacross 20 European Countries

Top 5 barriers to Womens Advancement in

Organization, by Women Stereotypes and preconceptions of womens roles and abilities 66 %

Lack of senior or visibly successful female role models 64 %

Lack of significant general management or line experience 63 %

Commitment to family or personal responsibilities 62 %

Lack of Mentoring 61 %

(Per cent who strongly agree)


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WLISenior Management Mentoring ProgramHow it started

Decision of Janssen Site Management BoardCommitment of Senior Management to mentorfemale executives

Now 3rd wave


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WLISenior Management Mentoring ProgramGoals

Personal and professional development of the mentee Political savvy - networking - strategic thinking - business knowledge

Increase of gender diversity in the organization Gradual increase of the presence of women at a management level

More visibility of women within the companys hierarchy

Male managers with a greater knowledge about womens working conditions

New knowledge for the organization of the importance of gender diversity

Enrichment of leadership skills in the organization


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WLISenior Management Mentoring ProgramDesign

Selection of mentees Female executives, appointed by mentors

Matching Done by HR/WLI, cross-business unit,based on GLP (J&J Global Leadership Profile)

Mentors: areas of expertise & experience

Mentees: learning goals & expectations

Kick-off event

for mentors & mentees

Set context & goals / Break the ice

Workshop for mentees Refine learning goals / Strengthen communication skills

GO ! Mentees schedule first mentoring session

ProgressionSupportFollow-up

Rule of thumb: mentees schedule session every 2 months

Regular intervision sessions for mentees

Intermediate survey & informal contacts

Formal closurefor mentors & mentees

After 18 months

Evaluate effects / Learn from experience / Celebrate results


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WLISenior Management Mentoring ProgramEffects measured

Supporting personal growth in GLP-competencies

0 2 4 6 8 10 12

Strategic thinking

Self-awareness & adaptability

Organization and talent development

Big picture orienation with attention to detail

Intellectual curiosity

Prudent risk-taking

Results and performance driven

Collaboration and teaming

Sense of urgency

Integrity and credo based actions

YES


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WLISenior Management Mentoring ProgramEffects measured

Other effects on thinking, feeling, career

0 2 4 6 8 10 12

Experiment with new

ideas/behavior

Insight in motivation &

consequences of

ideas/behaviors

Enlargment of a sense

of connection

Stimulation to job

move

Role clarity in

organization

Expanding of network

YES


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WLISenior Management Mentoring ProgramEffects measured: quotes from mentees

I learned most when I gotfeedbackfrom my mentor,although this was sometimes not so pleasant to hear.Once I reflected upon it, often together with my mentor, thisgave the most powerful insights.

A mentor can open doorsfor you because of his networkand broader knowledge of the business.

I learned from my mentor that if you have a problem selling"my caseto others


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WLISenior Management Mentoring ProgramEffects measured: quotes from mentees

I had a US mentor. We discussed topics like how is mycommunication perceivedby US-colleagues

I learned that you can only determine your next steps if you

know what yourpersonal long-term visionis.My mentor stimulated me to think about this long-term vision.The consequence for me was that I even saidno to a nextcareer opportunity, because it did not fit into this long-termcareer path. Having a long-term vision makes me feel more

at ease in my career.


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WLISenior Management Mentoring ProgramLong-term effect: building a mentoring culture

Good menteesmake good mentors.

Several mentees got engaged to become a mentor themselvesformally or more informally

in 1-on-1 relationships or group mentoring programs

for male & female mentees


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MentoringKey Lessons Learnt


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Formal support really helps

EventsKick-off / Closing event

Training for mentors / mentees

Intervision for mentees

MaterialsBrochure

VideoMentoring School


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Mentoring is about

Risk

TRUSTVulnerability

See Mentoring Video (04:41)Nancy, Troy, Jan and Karen


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Mentoring is a win-win-win for

Mentee

MentorOrganisation

See Mentoring Video (10:58)Troy, Nancy, Jan and Karen

hildewillems - executive mentoring at johnson & johnson

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