Executive Mentoring at Johnson Johnson Hilde Willems, hwillemsits.jnj

1. Executive Mentoringat Johnson & Johnson Hilde Willems, hwillems@its.jnj.com

2. 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

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

4. Worldwide Comprehensive and Broadly Based Health Care Company

5. MentoringStrategic Goals

6. Leadership Challenge �The most important responsibility all of us haveis to develop the leaders of the future.It�s the greatest challenge we havenand it�s the most important legacy that we can leave behind� William C. Weldon Chairman & Chief Executive Officer

7. Leadership Development

8. Mentorshipcomes with age�

9. 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

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

11. 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

12. Stages of Concern: the Other Concern People are important Needs Person-oriented feedback (Inter)personal skills training Personal coach Willing to give Work with people Coach people

13. Stages of Concern: Impact Concern And now everything has to be different Needs Challenging projects and relationships/networks Attend / speak atExec. Conferences, MBA�s� Mutual respect from leader A mentor Willing to give Share vision and expertise Lead larger group of people

14. Stages of Concern: Essence Concern How can I share this Needs Time to reflect Contribute to what�s really important, say �no� to rest Executive coach Willing to give Be meaningful to others Be a mentor to others!

15. Mentoring topics

16. Mentoring best practice: WLI (Women Leadership Initiative)Senior ManagementMentoring Program

17. Importance of mentoring for women�s advancement Catalyst study - large corporations and firms across 20 European Countries Top 5 barriers to Women�s Advancement in Organization, by Women Stereotypes and preconceptions of women�s 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)

18. WLI Senior Management Mentoring ProgramHow it started� Decision of Janssen Site Management Board Commitment of Senior Management to mentor female executives Now 3rd wave

19. 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 company�s hierarchy Male managers with a greater knowledge about women�s working conditions New knowledge for the organization of the importance of gender diversity Enrichment of leadership skills in the organization

20. WLI Senior Management Mentoring Program Design

21. WLI Senior Management Mentoring Program Effects measured Supporting personal growth in GLP-competencies

22. WLI Senior Management Mentoring Program Effects measured Other effects on thinking, feeling, career�

23. WLI Senior Management Mentoring Program Effects measured: quotes 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�

24. WLI Senior Management Mentoring Program Effects measured: quotes 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.�

25. 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

26. MentoringKey Lessons Learnt

27. Formal support really helps Events Kick-off / Closing event Training for mentors / mentees Intervision for mentees� Materials Brochure Video Mentoring School�

28. Mentoring is about� Risk TRUST Vulnerability See Mentoring Video (04:41) Nancy, Troy, Jan and Karen

29. Mentoring is a win-win-win for Mentee Mentor Organisation See Mentoring Video (10:58) Troy, Nancy, Jan and Karen