Reverse Mentoring Program

Collins Aerospace

Collins Aerospace

Read, Discuss, Take Action!

 

As You Begin Your Reverse Mentoring Experience

Collins Aerospace is undertaking the Reverse Mentoring program as part of its commitment to Paradigm for Parity and in alignment with our Diversity & Inclusion initiatives. Below are reminders from the opening webinar. If you were not able to participate in the opening webinar, ask your mentor/mentee to review the material with you or contact Tovahn Scott.

    1. It’s important to know that no one woman (or manager) can speak on behalf of all and there’s value in looking at current research into gender-based and other patterns.

    2. It can become burdensome for a few women mentors to shoulder the responsibility for building awareness. Executives/managers/mentees have and should avail themselves of various options for education on gender-based career barriers (including the impact of mindsets on talent actions/decisions).

    3. As with any successful mentoring relationship there should be reciprocity. These relationships can provide important exposure for the “mentors” into how decisions are made at higher levels and in other functions, insights into the business and other important career-enhancing factors.

    4. There is sometimes a concern in cross-gender mentoring relationships (in whatever direction) of people misinterpreting the time the mentor/mentee spend together. It’s important for participants to be smart about the locations of meetings (and for the sponsors to give the program the right visibility with the right business case at the right time).

    5. We strongly urge you to meet in person for your mentoring sessions. If there is no way that this is possible, a session may be  virtual. Each session is intended to last about 1 hour. The agenda will be:
      • Summarize and discuss the key points of each article/video using the Discuss and Take Action section of each meeting module below
      • Discuss recommended actions and make action commitments
      • After the first meeting, discuss progress on actions that you previously said you'd take
      • Close

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This Reverse Mentoring experience is designed to help mentors and mentees move to from awareness to actions in support of Paradigm for Parity. If you've participated in the  Korn Ferry Diversity & Inclusion programs, reflect and draw on the learnings you had and the action plans you created.

 

 


Kick-Off Meeting

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Raytheon Technologies is a partner in the Paradigm for Parity® movement. As you've seen in the kickoff webinar, this Reverse Mentoring initiative aligns with the goals of the Paradigm for Parity movement. To better understand the company's commitment and your opportunities for action, read:

https://www.paradigm4parity.com/problem/#the-facts

https://www.paradigm4parity.com/solution#plan 

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Research from around the world: 

http://www.leadingnow.biz/blog/tracking-the-business-case-research-from-around-the-globe

 

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The case for gender initiatives: 

 

 

Discuss and Take Action

      • What are your thoughts about the information in the articles?
      • What are the action implications for managers and for women?
      • If you haven't already, create the calendar for your upcoming Reverse Mentoring sessions.
      • Determine how/whether you want to divide the readings for the next session. (Remember the suggestion is that one of you reads one article and is responsible for summarizing it at the next meeting and the other takes on the 2nd article.)

 


Meeting #1 - The Importance of Male Allies

 



Summary of key research on actions for allies with link to comprehensive list of actions:

http://www.leadingnow.biz/male-allies-for-women-in-stem

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Check out Better Allies on Twitter: 
https://twitter.com/betterallies/media

Consider signing up for the Better Allies newsletter

 

Discuss and Take Action

  • What actions have we taken during the Reverse Mentoring program and what has been the impact?
  • What more can be done and what would we recommend? Specifically, what actions will have a real impact on representation (recruitment, retention and advancement) of women in our organization?
  • How have we done on our prior action commitments?
  • If you were to add to the list of Actions for Allies
  •  
  • , what would you include?

 


Meeting #2 - Delivering Effective Performance Feedback

 

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https://www.impraise.com/blog/how-performance-reviews-are-reinforcing-gender-bias-5-steps-to-fight-against-it

https://hbr.org/2017/04/how-gender-bias-corrupts-performance-reviews-and-what-to-do-about-it

https://hbr.org/2019/04/one-way-to-reduce-gender-bias-in-performance-reviews

Double binds and performance reviews: 

http://fortune.com/2014/08/26/performance-review-gender-bias/

(If you cannot access the above link, please try this: Fortune Article as PDF)

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On the impact of vague feedback: 

https://hbr.org/2016/04/research-vague-feedback-is-holding-women-back

 

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On asking for feedback:

https://www.leadingnow.biz/blog/6-tips-for-requesting-manager-feedback

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Video: For a dose of double standards (served with a touch of humor): 

https://cdn2.hubspot.net/hubfs/292089/Videos/Women%20in%20STEM/Women%20In%20STEM.mp4

The video was excerpted from this NSFW video in which Michelle Boley breaks down gender disparities in STEM.

Discuss and Take Action

  • When it comes to performance feedback what experiences do you have with giving and receiving feedback? How do your experiences relate to the research?
  • What are your career expectations? What support can/do you access and how can robust feedback support your success?
  • What actions will you take as a manager to deliver more substantive and valuable feedback to women in your sphere of influence?
  • What actions will you take when you hear other managers giving stereotypical feedback about women?
  • What actions will you take as a woman to seek more substantive and valuable feedback?

 


Meeting #3 - Gender Dynamics and Women in STEM

 

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“…new research indicates that bias, not pipeline issues or personal choices, pushes women out of science – and that bias plays out differently depending on a woman’s race or ethnicity.” 

https://hbr.org/2015/03/the-5-biases-pushing-women-out-of-stem

 

And a list of 23 actions to make tech survivable for women: 

http://www.women2.com/2018/09/13/making-tech-survivable-what-can-men-do/

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For women working in science, technology, engineering or math (STEM) jobs, the workplace is a different, sometimes more hostile environment than the one their male coworkers experience: 

http://www.pewsocialtrends.org/2018/01/09/women-and-men-in-stem-often-at-odds-over-workplace-equity/

 

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Discuss and Take Action

  • How would you describe our culture in relation to the points made in the articles?
  • Given what you've read and our prior discussions, what are the factors that contribute to differing perceptions between women and men?
  • What constructive actions could the company take to address the challenges reflected in the articles?
  • What actions will you take as a manager and/or as a woman?
  • How have we done on our prior action commitments?

 


Meeting #4 - Merit: The Pygmalion Effect – Performance expectations actually determine performance

 

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A short video describing Rosenthal’s original research:

https://youtu.be/hTghEXKNj7g

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An article and short video explaining the impact of self-fulfilling expectations on team members:

https://pragmaticthinking.com/blog/pygmalion-effect

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Discuss and Take Action

  • What are the career and business challenges you face in general? What are the career and business challenges you see women facing?
  • How do you see the challenges described in the research at play in our company?
  • What actions can managers take to reduce the adverse impact of gender dynamics? What actions can women take to strengthen opportunities for career advancement?
  • What actions will you commit to?
  • How have we done on prior action commitments?

 


PIE Mentoring Webinar

 

Session Date: CHECK CALENDAR INVITE FOR DETAILS

An invitation from Tovahn Scott will be sent with the log in information.

Participants in this session will learn the difference between PIE Mentoring™ (Strategic Mentoring) and the more traditional style of mentoring women normally receive: CAKE Mentoring™ (Supportive Mentoring), and learn how to distinguish between the two.

 

CAKE vs PIE

 


Optional Meeting -

Researched Strengths of Women

 

Discuss and Take Action

  • What are your experiences with the strengths discussed in the two articles? Are they strengths that you believe you have? Are they strengths that you recognize in others (men and women) around you?
  • To what extent does the company demonstrably value/reward women’s strengths as described in the research?
  • Action implications and commitments to action
  • How have we done on prior action commitments?