- Not every small business or micro-enterprise owner needs a mentor.
- Mentoring is NOT the only helping relationship.
- Good mentors are rarely trained in ‘mentoring’, nor are they picked from a register.
- Successful mentors are usually selected from within the pre-existing network of the mentee. They are spotted and developed as someone from whom the mentee really wants to learn.
- Mentoring is an intermittent rather than a continuous relationship.
- Access to good mentors is usually restricted and respectful rather than a tradeable commodity.
- The success of the mentorship is usually down to the mentee rather than the mentor. Good mentees know how to choose a mentor and manage the relationship with them to get the learning and the introductions that they need.
- The commoditisation of mentoring is not a good thing.
- Mentors are not coaches, advisers, consultants, counsellors or facilitators. People looking to learn and develop themselves and/or their organisations should think carefully about the kind of ‘help’ they need.
- We should help people explore what they want to learn and how they are going to learn it – rather than prescribe yet another ‘cure-all’ that happens to be ‘affordable’.
- We should focus our efforts on building social learning contexts and helping people manage their learning processes rather than setting up registers and schemes.
- If the national association of image consultants got their lobbying act together I am sure we might all end up being encouraged to use a national register of image consultants in pursuit of GDP.
If you are interested in implementing ill thought through policy and exploiting it as way to make a few bob please do not get in touch. If on the other you are serious about building a context in which people can really learn then I would love to hear from you.
Just leave a comment below.
I seem to have been a bit quiet on this blog, while I have been doing other things, including pushing Progress School along, working on Collaborate Leeds and incubating a new idea which has finally found the light of day today:
The Leeds Community Enterprise Accelerator or Elsie for short. This provides a community based network of support to local enterprise coaches, advisors, facilitators, in fact to anyone who is helping someone else in the community to make progress.
I have high hopes for Elsie in post Business Link austerity economy. I think it will provide a sustainable high value model to provide practical crowd sourced enterprise support to those that most want and need it.
Have a look at Elsie and tell me what you think.
No-one can agree on a community. Is it defined by political geography? Physical geography? Economic geography? Interest, practice, culture? So how do we use such an elusive, slippery yet, for some of us, attractive and powerful concept?
Well, personally I have given up worrying about how ‘communities’ are defined by outsiders (politicians, funders, missionaries of various kinds, what Paul Theroux calls the Dark Angels of Virtue). The only thing that matters for me is the individual, or the usually small group sat in front of me, and their perception of their community, defined their way. Any other attempt to work with the concept for me is just hot air. We all define community personally and, very probably, uniquely.
But that does not make the concept useless. Quite the opposite.
I spend a lot of time helping people to look at the relationships and contexts that they are a part of and the extent to which they help or hinder them to become the kind of person that they wish to become, accomplishing the things that they most wish to accomplish. And I will spend time working with them on how they can get more of the support that they need from their ‘community’. I spend a lot of time and energy building networks of people who just love to ‘help’. Many of these networks are a blend of face to face and online – mediated through blogs and social networks as well as through a range of meetings, gatherings and parties. And I try to connect individuals from one network into individuals from another, so that help can start to flow across and between different groups.
So first we have to find self interest. That which really matters personally. That which shapes who we are. That on which our identity is based and through which it can be constructively shaped.
Then we have to find common cause and build networks and relationships where we can successfully negotiate our self interest. We then forge connections between these networks to build a diverse, resourceful ‘community’ of individuals who are helping and being helped as part of their daily practice. Surely this puts us firmly on the trail of the enterprising community?
And for great things to happen people have to learn to help each other. The stereotype of the selfish backstabbing ‘Apprentice’ does not thrive in an enterprising community – though they may do well in The City. Successful citizens in the enterprising community learn to associate, collaborate, cooperate and mutualise. To find those with whom there is a common cause. And they understand that giving hep to others is as important as getting help themselves. The have theGo-Giver mindset and they express it through their actions. They live it.
So, as those who attended Enterprising Community: Big Conversation explored, enterprising community is not a place or a neighbourhood but a philosophy, that can be summed up as ‘Concentrate on yourself and helping your neighbour’.
And where does entrepreneurship fit into this practice? How does this help the start up rate? Well the more powerful and enterprising individuals we have, embedded in enterprising communities the more great start-ups we will have, borne into a context where they may well enjoy the support of a wide web of community. We are truly building a community where enterprise and entrepreneurship may thrive.
One of my favourite frmaeworks for thinking about team work was published in book called Dialogue by Bill Isaacs. The model suggests that if a gourp is to make progress it needs to have 4 distinct roles handled effectively.
Firstly it need Movers. These are peopl who float ideas, lead initiatives and generally make things happen. Spontaneous, action orientated and often extrovert – happy to put their ideas out there. In a community I often think that these Movers are akin to entrepreneurs.
But a productive group also needs skilled Followers. These are people who can take the energy and ideas of the Movers and build on them, add to them, take of the rough edges, put in the hard work and generally get the job done. They are close to what Mike Southon calls cornerstones. People who help turn the vision into reality.
But in addition to Movers and Followers a productive group also needs effective Opposers. These are people who are going to check the facts, collect the evidence and if there is an objection to be raised, they will raise it. Constructively, powerfully and effectively. They will skilfully play the role of the Devil’s Advocate and if there is a weakness or a fault-line in the thinking they WILL find it.
And finally a productive group, or I would argue and enterprising community, needs Bystanders. They stand back from the cut and thrust of the idea and its development but will instead provide perspective, an overview and perhaps some historical context. They also help to manage the group process, ensure that deadlines are met and that resources are available when they are needed most. They may well ‘chair’ the conversations.
People can play more than one role in the model, but in an effective group or community all 4 roles are played well.
Yet we seem to be obsessed really with just one of them. The Movers. The Entrepreneurs. We spend a lot of time and money developing the entrepreneur, but very little time developing people to play the other three roles.
One of the marks of the enterprising community for me is that it knows how to engage its Movers and Entrepreneurs and equip them with the Followers, Opposers and Bystanders that they need to really build a successful project, whether it is business start-up, a community project or a campaign.
We often rely on advisers or mentors to play these roles. But when an entrepreneur works with a group of their peers, drawn from their communities and markets who know how to follow, oppose and bystand skillfully, I can guarantee that they will get much more value.
And they will also win lots of advocates for them and their work.