When management-building was incorporated into the product development role of Antoinette Oglethorpe at Procter and Gamble (P&G), she discovered that she preferred to improve people more than improving washing powder.
Written for TakeON! By Amelia MacDiarmid of ON-BRAND Partners
Antoinette Oglethorpe, of UK TakeON! partner Flint Consulting, got her first job at P&G. The company used managers to deliver a lot of their corporate training so she became a management skills trainer in addition to her other role. Before long she made a career change and she’s specialized in leadership development ever since.
Antoinette's unique approach to implementing successful programs includes four vital stages: Engagement; Training; Matching; Support and evaluation. These stages emphasize mentoring’s vital role in assisting teams to generate ideas and solutions through reflection of experience.
When asked what the biggest mistake is that institutions make when creating mentoring programs, Antoinette stresses the absence of a two-way relationship between the mentor and mentee. Such a relationship begins with one party being clear on what support they would like and finding the right second party to provide that.
Most organizations recognize the need for mentors to have consistent training that develops skills. But they often ignore the need for mentees to learn how to get the best from their mentor and how to take ownership for developing themselves and their career.
No matter how advanced our washing machines become, they still need us humans to first distinguish between whites and colors. Coaching is the same: In order for mentors to be effective they need to be told by their mentees what they want.