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Most people would probably agree that establishing a mentoring scheme in chambers sounds like a good idea. There is no doubt that mentoring is a great way of giving something back, helping to address underrepresentation and inequalities in the profession, while improving chambers’ credentials as an inclusive, progressive and responsible organisation. It also makes chambers more attractive to applicants as they will get a sense that they will be supported through their career development.
But perhaps it also sounds like a lot of work for an already busy person to organise. And for that work to be worthwhile the scheme would need to be a success, rather than a tokenistic gesture. In my time as a barrister I certainly had ‘mentors’ who provided perhaps one coffee and one court visit – both beneficial in themselves but falling far short of what mentoring can offer.
However, there are a number of steps a chambers can take to make sure that their mentoring scheme is effective and provides demonstrable results.
First, you need to establish the purpose of the scheme including the definition of mentoring. People often have their own understanding of mentoring so it will undoubtedly help if both mentors and mentees share a view of what that will entail.
The definition I usually work with is that mentoring is a relationship (short- or long-term), usually between two people where:
If that definition is chosen, applicants to the scheme should also be encouraged to give some thought to whether it’s the right arrangement for them at that time, as opposed to say coaching or training. The prospective mentor should also reflect on whether they can really give the relationship the time, knowledge and experience needed.
Chambers will also want to consider whether the scheme is open to all or is designed for a specific group e.g. law students, returners to practice or those approaching an application for silk.
Finally, chambers will want to consider the broader structure of the scheme – how will confidentiality be managed, for example? Will there be somebody that mentors or mentees can turn to in the event of any problems?
Once these basic parameters are in place, you can turn to the matching of mentors and mentees.
Software is available and is used by larger organisations to match mentors and mentees. But, if you want to keep it simple, you can easily design an online form with a few key questions to allow prospective mentors and mentees to provide some basic information about the knowledge and experience of mentors and the goals of mentees. A neutral person can then carry out a matching exercise to put together suitable pairings.
In the world of coaching we use the word ‘contracting’ to mean agreeing the ground rules of the relationship at the outset to minimise any difficulties in the future. I recommend that the matched mentor and mentee agree their own arrangements at the outset around the parameters and boundaries they will respect including the following:
A significant factor in determining success or failure is how open the parties can be regarding their relationship. Honesty in communication throughout is vital. This can go a long way to preventing the mentoring relationship fading to an occasional chat.
Another key to successful mentoring is effective teaching. The mentee should be learning and, as both my own experience and various studies show, the mentor will also learn a lot and potentially even experience reduced stress levels.
Most people will recognise that learning tends to ‘stick’ more if the learner is involved rather than merely being lectured. So, for mentors to ensure that their mentees stay involved, I recommend the following approach:
This proverb sums up my passion for mentoring. A great mentor can save a keen mentee a lot of time and effort in achieving their goals by sharing some of their wisdom and providing support, encouragement and even introductions.
And, while a mentoring relationship might be for a specific task or time, in practical terms, if it’s a good quality one, and benefits both parties, it can last a lifetime and develop into a strong friendship.
Cath Brown runs her own boutique coaching and training company www.skilfulconversation.com which draws on her 15 years’ experience as a civil barrister. As well as coaching individuals on all aspects of life at the Bar, she also provides in-house and online training on various topics including ‘How to Mentor and Be Mentored’
Most people would probably agree that establishing a mentoring scheme in chambers sounds like a good idea. There is no doubt that mentoring is a great way of giving something back, helping to address underrepresentation and inequalities in the profession, while improving chambers’ credentials as an inclusive, progressive and responsible organisation. It also makes chambers more attractive to applicants as they will get a sense that they will be supported through their career development.
But perhaps it also sounds like a lot of work for an already busy person to organise. And for that work to be worthwhile the scheme would need to be a success, rather than a tokenistic gesture. In my time as a barrister I certainly had ‘mentors’ who provided perhaps one coffee and one court visit – both beneficial in themselves but falling far short of what mentoring can offer.
However, there are a number of steps a chambers can take to make sure that their mentoring scheme is effective and provides demonstrable results.
First, you need to establish the purpose of the scheme including the definition of mentoring. People often have their own understanding of mentoring so it will undoubtedly help if both mentors and mentees share a view of what that will entail.
The definition I usually work with is that mentoring is a relationship (short- or long-term), usually between two people where:
If that definition is chosen, applicants to the scheme should also be encouraged to give some thought to whether it’s the right arrangement for them at that time, as opposed to say coaching or training. The prospective mentor should also reflect on whether they can really give the relationship the time, knowledge and experience needed.
Chambers will also want to consider whether the scheme is open to all or is designed for a specific group e.g. law students, returners to practice or those approaching an application for silk.
Finally, chambers will want to consider the broader structure of the scheme – how will confidentiality be managed, for example? Will there be somebody that mentors or mentees can turn to in the event of any problems?
Once these basic parameters are in place, you can turn to the matching of mentors and mentees.
Software is available and is used by larger organisations to match mentors and mentees. But, if you want to keep it simple, you can easily design an online form with a few key questions to allow prospective mentors and mentees to provide some basic information about the knowledge and experience of mentors and the goals of mentees. A neutral person can then carry out a matching exercise to put together suitable pairings.
In the world of coaching we use the word ‘contracting’ to mean agreeing the ground rules of the relationship at the outset to minimise any difficulties in the future. I recommend that the matched mentor and mentee agree their own arrangements at the outset around the parameters and boundaries they will respect including the following:
A significant factor in determining success or failure is how open the parties can be regarding their relationship. Honesty in communication throughout is vital. This can go a long way to preventing the mentoring relationship fading to an occasional chat.
Another key to successful mentoring is effective teaching. The mentee should be learning and, as both my own experience and various studies show, the mentor will also learn a lot and potentially even experience reduced stress levels.
Most people will recognise that learning tends to ‘stick’ more if the learner is involved rather than merely being lectured. So, for mentors to ensure that their mentees stay involved, I recommend the following approach:
This proverb sums up my passion for mentoring. A great mentor can save a keen mentee a lot of time and effort in achieving their goals by sharing some of their wisdom and providing support, encouragement and even introductions.
And, while a mentoring relationship might be for a specific task or time, in practical terms, if it’s a good quality one, and benefits both parties, it can last a lifetime and develop into a strong friendship.
Update from the Chair of the Bar
By Clement Cowley, Partner at The Penny Group
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How to build profile without compromising professional duties. By Naumaan Farooq, Co-Founder of Inked PR
Marie Law, Director of Toxicology at AlphaBiolabs, examines the role of cut-off levels, and the wider range of factors that must be considered when interpreting results for family court proceedings
Endometriosis Awareness North, a charity raising awareness of endometriosis and supporting those affected across the North of England, has received a £500 boost from AlphaBiolabs via the company’s Giving Back initiative
A decade of reviews and research has disrupted accepted thinking in the search for causality. Suicides following abuse have overtaken domestic homicides. Is the law keeping up? Professor Susan Edwards KC (Hon) examines recent cases and the obstacles to successful prosecution
The case against judge-only justice – and why efficiency is not enough. By Professor Leslie Thomas KC
Heritage as an anchor and a compass, finding our common humanity and embracing the power of the outsider – Melina Antoniadis’s lessons learnt
Seeing the full picture – Baljit Ubhey OBE outlines the CPS action plan to tackle violence against women and girls, offering insights directly relevant to courtroom practice
Lauren Fullerton examines the how, what and why of setting up a second chambers base
