Executive Mentoring at Johnson & Johnson

Hilde Willems, hwillems@its.jnj.com

What I would like to share with you

Strategic Goals Mentorship comes with age Stages of concern, Cora Smit Best practice WLI Senior Management Mentoring Program Key lessons learnt

Dr. Paul Janssen : start research in 1953 Part of Johnson & Johnson since 1961 More than 80 new drugs

Worldwide Comprehensive and Broadly Based Health Care Company

200 companies in 57 countries in the world with sales in more than 175 counties

Mentoring Strategic Goals

Leadership Challenge

The most important responsibility all of us have is 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

Leadership Development

Mentorship comes with age

Stages of Concern, Cora Smit

5 predictable stages of development, when one begins a new line of work or learns a new and complex skill characterised by a specific concern, a care or preoccupation determines what kind of support people need what kind of support they are willing to give to others

Essence Impact The Other The Task Self

Stages of Concern: Self

Concern How do I survive? Needs Instructions, demonstration Confirmation, compliments A buddy Willing to give: too soon!

Essence Impact The Other The Task Self

Stages of Concern: the Task

Concern How do I do it well? Needs Task-oriented feedback Technical skills training, professional literature Learn from technical expert Intervision with peers focused on daily issues Willing to give Be a buddy to a newcomer

Essence Impact The Other The Task Self

Stages of Concern: the Other

Concern People are important Needs Person-oriented feedback (Inter)personal skills training Personal coach

Essence Impact The Other The Task Self

Willing to give Work with people Coach people

Stages of Concern: Impact

Concern And now everything has to be different Needs Challenging projects and relationships/networks Attend / speak at Exec. Conferences, MBAs Mutual respect from leader A mentor Willing to give Share vision and expertise Lead larger group of people

Essence Impact The Other The Task Self

Stages of Concern: Essence

Concern How can I share this Needs Time to reflect Contribute to whats really important, say no to rest Executive coach Willing to give Be meaningful to others Be a mentor to others!

Essence Impact The Other The Task Self

Mentoring topics
Looking inward
Self-development Work Values Career Planning Opportunities

Looking forward

Work/life balance

Alternatives

Interests

Fears & doubts

Discussion topics

Tactical approaches

Culture

Skills & Needs Learning experiences Successes & Failures Behaviors & impact

Trends

Politics

Looking outward

Mentoring best practice: WLI

(Women Leadership Initiative)

Senior Management Mentoring Program

Importance of mentoring for womens advancement

Catalyst study - large corporations and firms across 20 European Countries Top 5 barriers to Womens Advancement in Organization, by Women
     Stereotypes and preconceptions of womens roles and abilities Lack of senior or visibly successful female role models Lack of significant general management or line experience Commitment to family or personal responsibilities Lack of Mentoring 66 % 64 % 63 % 62 % 61 %

(Per cent who strongly agree)

WLI Senior Management Mentoring Program How it started Decision of Janssen Site Management Board Commitment of Senior Management to mentor female executives Now 3rd wave

WLI Senior Management Mentoring Program Goals 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

WLI Senior Management Mentoring Program Design

Selection of mentees Matching
Female executives, appointed by mentors 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 Workshop for mentees GO ! Progression Support Follow-up Formal closure for mentors & mentees

Set context & goals / Break the ice Refine learning goals / Strengthen communication skills Mentees schedule first mentoring session Rule of thumb: mentees schedule session every 2 months Regular intervision sessions for mentees Intermediate survey & informal contacts After 18 months Evaluate effects / Learn from experience / Celebrate results

WLI Senior Management Mentoring Program Effects measured

Supporting personal growth in GLP-competencies
Integrit and credo ased actions Sense of urgenc

olla oration and teaming

esults and performance dri en Prudent ris -ta ing Intellectual curiosit

ig picture orienation with attention to detail rgani ation and talent de elopment Self-awareness adapta ilit

YES

Strategic thin ing 0 2 4 6 8 10 12

WLI Senior Management Mentoring Program Effects measured

Other effects on thinking, feeling, career


a n d in g o f n e t

o le c la r it in o r g a n i a t io n


E n la r g m e n t o f a s e n s e o f c o n n e c t io n


In s ig h t in m o t i a t io n c o n s e qu e n c e s o f id e a s e h a io r s
 

e r im e n t it h n e id e a s e h a io r
 

S t im u la t io n t o o mo e


o rk

YES

10

12

WLI Senior Management Mentoring Program Effects measured: uotes from mentees

I learned most when I got feedback from my mentor, although this was sometimes not so pleasant to hear. Once I reflected upon it, often together with my mentor, this gave the most powerful insights. A mentor can open doors for you because of his network and broader knowledge of the business. I learned from my mentor that if you have a problem selling" my case to others

WLI Senior Management Mentoring Program Effects measured: uotes from mentees

I had a US mentor. We discussed topics like how is my communication perceived by US-colleagues I learned that you can only determine your next steps if you know what your personal long-term vision is. My mentor stimulated me to think about this long-term vision. The consequence for me was that I even said no to a next career opportunity, because it did not fit into this long-term career path. Having a long-term vision makes me feel more at ease in my career.

WLI Senior Management Mentoring Program Long-term effect: building a mentoring culture Good mentees make good mentors.

Several mentees got engaged to become a mentor themselves formally or more informally in 1-on-1 relationships or group mentoring programs for male & female mentees

Mentoring Key Lessons Learnt

Formal support really helps

Events
Kick-off / Closing event Training for mentors / mentees Intervision for mentees

Materials
Brochure Video Mentoring School

Mentoring is about Risk TRUST Vulnerability

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

Mentoring is a win-win-win for Mentee Mentor Organisation

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