Mentoring Essentials
|
|
- Bertina Quinn
- 6 years ago
- Views:
Transcription
1
2 Mentoring Essentials Published by Pansophix Online 22 Torquay Road, Chelmsford, Essex, CM1 6NF, England Written by Charlotte Mannion This edition published September 2011 (a) Copyright Pansophix Ltd. All rights reserved. ISBN Page 2
3 The Essentials series is designed for senior managers who want a quick refresher on a topic they re not involved with on a regular basis. Use the links below to quickly navigate the document. Navigation Introduction and types of mentor Important qualities and skills for a mentor The Mentoring Life Cycle Communication Skills Using the G.R.O.W. model Beginning the mentoring relationship Ending the mentoring relationship Seven tips for being a good mentor Ongoing Development Useful Reading Feedback About the Author Page 3
4 Introduction Mentoring essentials is written for experienced managers who want a quick reminder of the skills essential to successful mentoring. It provides a brief overview of mentoring and what it is and isn t, a reminder of the roles you may adopt whilst mentoring together with a list of the skills required to be an effective mentor. The word mentoring came from the story in Homer s Odyssey when Odysseus left the upbringing of his son to his trusted teacher and friend Mentor. Nowadays mentoring is used by organisations which want to support potential high flyers, by business owners wanting an adviser and confidante and by schools to help youngsters who may be struggling to keep up with their peers. Mentoring is defined by The European Mentoring Centre as offline help given by one person to another to make significant transitions in knowledge, work or thinking. To be an effective mentor you should be... Experienced in business matters Able to give quality time A good listener Able to motivate and inspire Open minded and trustworthy Have a sense of humour. Mentors come in different guises using different styles... The Advocate mentor - has good networking skills and the enthusiasm to help the mentee to meet the right people. The Teacher Mentor - has the knowledge of the mentee s sector and the skills required to succeed. In this role you have the ability to put ideas across to the mentee in a way that helps the mentee understand and learn from your knowledge and experience. The Supporter mentor - enjoys nurturing his/her mentees. You will delight in helping your mentees to explore their thoughts and feelings and to assist them in finding their own solutions. Page 4
5 The Critical Friend mentor works best in a challenging environment. You will love playing devil s advocate and challenging your mentees thinking. This type of mentor uses great questions and may push their mentees to really examine their motives for developing their career. Whatever approach you choose, to be successful a mentoring relationship must be built on trust. You should be all of these at some time or other... A sounding board and good listener A giver of encouragement A critical friend A source of emotional support A confidant A source of knowledge. Back Important qualities and skills for a mentor Self awareness. How you feel in the moment. You have a realistic assessment of your own abilities and well grounded self confidence. Self regulation. You are able to manage your own emotions so they facilitate rather than interfere with the task in hand. Motivation. You are able to take the initiative, to improve and persevere in the face of setbacks. Empathy. You are able to sense what others are feeling. Social skills. You are able to handle emotions in relationships well and accurately read social situations and networks. Back The Mentoring Life cycle Matching (the right mentor for the mentee) Getting together - contracting Getting to know each other Developing trust Working together Ending the relationship Parting or developing a different kind of relationship e.g. friendship Back Page 5
6 Communication skills There are three key techniques... Questioning. The ability to ask useful questions... Open ended questions starting with How and What Probing questions often starting with Why Closed questions leading to Yes or No answers to clarify understanding Reflective questions to check out what you have heard. Listening. Listen to your mentee... Without interruption Without taking notes Allowing silence Without sharing your own experiences. Feedback. The ability to give unbiased feedback by... creating a contract with your mentee to agree to have open discussions about issues which will acknowledge feelings as well focusing on the behaviour not the person checking understanding so neither you or your mentee is left confused or angry. Back Using the G. R. O. W. model This model provides an excellent framework which can be understood by both the mentor and the mentee for the basis of your discussion. Goal Start by identifying what you want to achieve in the session. Once that is clear move on to discuss the present situation or reality. Reality - What is the current situation? What is happening, how does it impact on others/resources? Options - What are the options? Having more than one is helpful. If the mentee is struggling to identify one, you may be able to propose some thoughts of your own. Way forward - What will you actually do? A good question at this stage is to encourage your mentee to grade on a scale of 1 to 5 how likely they are to act on their decision. Back Page 6
7 Beginning the mentoring relationship Agree objectives Agree confidentiality Agree what you both want Diarise meetings well in advance Prepare overall plan Both prepare various questions Maintain frequent contact a little and often in the early stages Take time to get to know each other Decide early on if you believe the chemistry is right or not Listen both you and your mentee Be enthusiastic go with the positive Get the first meeting right Establish rapport common ground, experiences Explore your mentee s thoughts on his/her personal objectives Agree the expectation of both sides and ground rules Start to establish long term objectives and milestones Decide on any actions for period until next meeting. Your role is to... Help your mentee find his/her own solutions Encourage your mentee to drive the relationship Meet your mentee regularly Have clear objectives for each meeting Deal with short term problems and long term development Support, listen and challenge your mentee Demonstrate both enthusiasm and patience Provide conceptual thinking and vision. What might you talk about in your mentoring meetings? Work Related issues Career Development Time Management (e.g. Work/Life balance) Resilience Personal Issues Domestic Issues Back Page 7
8 Ending the mentoring relationship May occur when... You have achieved the purpose of the relationship You have reached the end of the agreed period You and your mentee don t work well together You or your mentee moves location Or, the relationship may continue in an informal way This is the time for honesty and for celebration. Back Seven tips for being a good mentor 1. Share your knowledge Becoming a mentor is a worthwhile and rewarding experience. A mentor is usually someone who has talked the talk and walked the walk. Now it is time for you to use that experience and share it with others. 2. Be Productive Start as you mean to go on. Arrange to meet up with your mentee on a regular basis. Do get to know each other. You need to clearly establish your role and how you will work with the mentee. Ensure the goals of the mentee are set and work towards them. 3. Show you are a good listener The importance of being a good listener cannot be stressed enough. Do not butt in when your mentee is talking, show respect. Let him/her finish. Most of all, be actively interested in what he/she says or does this will gain his/her respect. 4. Treat meetings as confidential You want your mentee to trust you and that will be totally destroyed if you start to tell other colleagues about what has been discussed in your meetings. Whatever the mentee tells you, no matter how juicy it is, do not disclose it to your colleagues. Page 8
9 5. Hold back There is a right way and a wrong way of giving advice. If there is a considerable age gap between you and your mentee there is a temptation to tell your mentee how they should resolve a certain situation. But if he/she is to truly learn how to solve his/her own problems and issues you should simply guide him/her through a series of techniques that can help him/her come to a decision. 6. Monitor your mentee s progress However much you enjoy the company of your mentee, you cannot be his/her mentor forever. To ensure that you do not overstay your welcome or even his/her dependence on you, set a date where you can review the progress after 6 months. This not only helps you both to see what has been achieved, it also helps you to gauge how long you will need to continue. 7. Concerns If you have any concerns about what the mentee is telling you or are simply stuck with the relationship take the issue to another mentor. This will give you the space to reflect on the issue and gain some clarity and direction. Back Ongoing development Continuing professional development (CPD) is crucial and in taking up development opportunities you set a good example to your mentees. A number of Institutes offer Mentoring guidance, courses and many Universities are now offering post graduate mentor qualifications. A quick Google search will reveal all. Back Useful Reading Everyone needs a Mentor, Fostering Talent at Work, by David Clutterbuck published by CIPD ISBN And finally you can check out your listening skills here and identify any ongoing development needs. Good luck and Happy Mentoring Back Page 9
10 Feedback As we are always trying to improve our Essentials series we would appreciate any feedback you can give us on Mentoring Essentials. Please click here to access our online feedback form. If we use your feedback to improve Mentoring Essentials we will you a copy of the updated version. You can access lots of free tips and tools at 247freetips.com. Back About the Author Charlotte Mannion, author of Mentoring Essentials, A Useful Guide to Mentoring and A Useful Guide to Public Speaking runs the communications consultancy Quicklearn. She is a practising mentor as well as an executive business coach. Back Page 10
Mentors: Measuring Success
Mentors: Measuring Success Your success is measured by many milestones. Your Mentee may realize for the first time that he/she has potential is confident and self-assured values education and the learning
More informationMentoring Programmes
Mentoring Programmes 1. What is Mentoring? Mentoring is a development activity, which is firmly rooted in self management enabling the mentee to: Foster self reliance, self confidence and a belief in their
More informationYale University. Pilot Mentoring Program. Mentee Guide. Rev 6/10
Yale University Pilot Mentoring Program Mentee Guide Rev 6/10 Table of Contents Pilot Program Guidelines... 2 Program Purpose and Goals... 3 Benefits of Participation... 4 Role of Mentor... 5 Role of Mentee...
More informationUAB Performance Management 07/03/2018. Title Page 1
UAB Performance Management 07/03/2018 Title Page 1 Performance Management at UAB 3 What is Performance Management? 3 Performance Management and Employee Engagement 4 UAB Success Model 5 Performance Management
More informationYorkshire Ambulance Service East Midlands Ambulance Service NHS Trust. Mentoring Workshop. Background Information
Yorkshire Ambulance Service East Midlands Ambulance Service NHS Trust Mentoring Workshop Background Information June 2007 1 Yorkshire Ambulance Service East Midlands Ambulance Service NHS Trust Mentoring
More informationIn Greek mythology, Mentor was a friend and trusted counselor of Odysseus. When Odysseus left for the Trojan War he placed Mentor in charge of his
In Greek mythology, Mentor was a friend and trusted counselor of Odysseus. When Odysseus left for the Trojan War he placed Mentor in charge of his son Telemachus and of his palace. The goddess Athena disguised
More informationCGMA Competency Framework
CGMA Competency Framework Leadership skills CGMA Competency Framework 1 Leadership skills : This requires a basic understanding of the business structures, operations and financial performance, and includes
More informationSMPS Chicago Mentoring Program
VP / Elect SMPS Chicago Mentoring Program I. A Statement of Purpose Mentors offer protection, exposure, and visibility. Most important, they can be your champion when things go wrong. True mentors make
More informationMentoring Toolkit Additional Resources
Mentoring Toolkit Additional Resources University of Edinburgh Mentoring Connections Programme Table of Contents Mentoring Connections at the University of Edinburgh... 4 General information on the mentoring
More informationTHE ESSENTIALS OF MENTORING. The lamp that lights my way is experience. - Patrick Henry
THE ESSENTIALS OF MENTORING The lamp that lights my way is experience. - Patrick Henry Purpose of Presentation 1. Discuss the benefits of a mentoring program for the mentee. 2. Define mentoring. 3. Describe
More informationTeam Conversation Starters
Team Conversation Starters This guide is intended to help you get started during your action planning session and/or to dig deeper into understanding the feedback you receive from your employees during
More informationHSE Women in Leadership Mentoring Programme. A Guide for Mentees
HSE Women in Leadership Mentoring Programme A Guide for Mentees TABLE OF CONTENTS Part I: Preparing for mentoring... 4 What is a mentor?... 4 The benefits of a mentoring relationship... 4 Mentoring for
More informationPutting our behaviours into practice
Putting our behaviours into practice Introduction Our behaviours are an important part of One Housing. They are designed to shape how we work - they are the ideas and approaches that form the foundation
More informationMentor and Mentee Tool Kit
Mentor and Mentee Tool Kit Page 1 Mentoring Overview Benefits of Mentoring to the Mentor / Mentee and Organisation: Benefits to Organisation Strengthened capacity Eased transition periods for new members
More informationUIC. Program. Mentor. Staff
Staff Mentor Program Introduction Contents What is mentoring?... 2 Starting a mentoring relationship... 4 Create a mentorship agreement... 5 What do we talk about?... 6 What does a mentor do?... 7 What
More informationDEAF DIRECT: Performance Management Policy: April Performance Management Policy
Performance Management Policy 1 Contents Introduction Aims of the Performance Management Process Benefits of the Performance Management Process Key Principles of the Process Job Descriptions Planning Performance
More informationMENTORING FOR OFFICIALS. 2. What is an effective mentor? 3. Should I be a mentor? 4. Why be a mentor? or What is in it for me?
MENTORING FOR OFFICIALS 1. What is a mentor? 2. What is an effective mentor? 3. Should I be a mentor? 4. Why be a mentor? or What is in it for me? 5. When are mentors needed? 6. Where to mentor? 7. To
More informationThe benefits of finding a mentor
The benefits of finding a mentor Mentor and Mentee from a Physiological Societysupported mentoring programme Dr Hannah Moir H.Moir@Kingston.ac.uk @DrHannahMoir Senior Lecturer in Health and Exercise Physiology,
More informationAAOE Mentoring Program Handbook. January Mentoring is a brain to pick, an ear to listen, and a push in the right direction.
AAOE Mentoring Program Handbook January 2018 Mentoring is a brain to pick, an ear to listen, and a push in the right direction. John C. Crosby ABOUT THE AAOE MENTORING PROGRAM For AAOE, mentoring is an
More informationThe following guidelines will help you get the most out of your mentoring relationship.
As a mentor, you will invest your time, energy and expertise to nurture the growth of another person. You are the special person who helps others reach their potential. Your style may range from that of
More informationMentoring. Mentor Training
Mentor Training If you are not developing your people, who do you think is? BUSINESS CASE Develop a foundation for growth and development of high potentials in EAME Create a strong pipeline of leadership
More informationBUILDING YOUR CAREER. Reaching your potential. Building your career 1
BUILDING YOUR CAREER Reaching your potential Building your career 1 At tesco we want you TO BUILD YOUR CAREER AND REACH YOUR POTENTIAL, IN A WAY THAT WORKS FOR YOU We want everyone to feel welcome and
More informationbuilding your career Reaching your potential
building your career Reaching your potential At Tesco we want you to build your career and reach your potential, in a way that works for you We want everyone to feel welcome and valued. We are proud to
More informationGUIDANCE NOTES ON THE ROLE OF THE MENTOR
GUIDANCE NOTES ON THE ROLE OF THE MENTOR SDDU-Handout Contents Page 1. Why have a mentor? 3 2. What does a mentor do? 7 3. The role of the mentee 13 4. Are you ready to begin? 14 "Tell me and I forget.
More informationMentor Handbook. Office of Career Services // Office of Alumni Relations
Mentor Handbook Office of Career Services // Office of Alumni Relations Fall 2018 - Spring 2019 SUCCEED NETWORK COUNSEL SUPPORT MENTOR GUIDE LEAD INSPIRE MOTIVATE WELCOME! Thank you for participating in
More informationMentoring and the role of the mentor By Kirsten M. Poulsen, Director and Partner, KMP+ House of Mentoring
Page 1 of 7 Mentoring and the role of the mentor By Kirsten M. Poulsen, Director and Partner, KMP+ House of Mentoring The role of the mentor in the learning and development of the mentee is one of an experienced
More informationGROW Mentoring Handbook for Mentors and Mentees 2016/2017
GROW Mentoring Handbook for Mentors and Mentees 2016/2017 About this handbook This handbook has been prepared for both mentors and mentees registered on GROW, to help explain what the programme aims to
More informationDelegated Authority Level 5. Human Resources Department. Job Purpose
Post: Delegated Authority Level 5 Team: Responsible to: Responsible for: Human Resources Department Director of HR & OD Recruitment Administrators X Job Purpose To take a lead role in managing and developing
More informationHEALTH & SAFETY BUSINESS PARTNER
Job Description HEALTH & SAFETY BUSINESS PARTNER This job description provides an indicative outline of the purpose and accountabilities of the role. Specific performance requirements and expectations
More informationmyskillsprofile MLQ30 Management and Leadership Report John Smith
myskillsprofile MLQ30 Management and Leadership Report John Smith Management and Leadership Questionnaire 2 INTRODUCTION The Management and Leadership Questionnaire (MLQ30) assesses management and leadership
More informationHow are you doing in engaging great teachers to stay at your school?
How are you doing in engaging great teachers to stay at your school? 1. Have a general conversation with your Senior Leadership Team to discuss: With regards to teacher recruitment and retention, where
More informationStress management competency indicator tool
Stress management competency indicator tool How effective Use the following questionnaire to assess your behaviour The Stress management competency indicator tool set out in this document is designed to
More informationEASING THE TRANSITION
MENTORING Outline Sophocles, in his Greek tragedy Antigone, said, The ideal condition would be, I admit, that men should be right by instinct. But since we are all likely to go astray, the reasonable thing
More informationStress management competency indicator tool
Stress management competency indicator tool How effective are you at preventing and reducing stress in your staff? Use the following questionnaire to ask for feedback on your behaviour The stress management
More informationThe CYBF mentor role:
cybf.ca Master mentoring with CYBF Welcome to This module is an introduction to the mentoring role at CYBF. After completing this module, please take the time to fill out a four-question survey. Your thoughts
More informationMay 31-June 3, Vancouver, BC MENTORSHIP GUIDE
94 th Annual Conference May 31-June 3, 2017 Vancouver, BC MENTORSHIP GUIDE Introduction The Canadian Paediatric Society would like to thank you for participating in the Mentor- Mentee program for Fellows,
More informationAn introduction to Mentoring. Learning and Organisational Development
An introduction to Mentoring Learning and Organisational Development This presentation is designed to provide you with useful information about Mentoring: What it is The benefits- to Mentors and Mentees
More informationMentoring lifecycle. Article. David Clutterbuck, Prof David Clutterbuck
Article Mentoring lifecycle David Clutterbuck, 2012 Prof David Clutterbuck Coaching and Mentoring International Ltd www.coachingandmentoringinternational.org Woodlands, Tollgate, e-mail: info@coachingandmentoringinternational.org
More informationLearning Guide. Peer mentoring Provide peer mentoring in a health or wellbeing setting Level 4 6 credits. Name: Workplace: Issue 1.
Learning Guide Peer mentoring 28991 Provide peer mentoring in a health or wellbeing setting Level 4 6 credits Name: Workplace: Issue 1.0 Copyright 2017 Careerforce All rights reserved. Careerforce (Community
More informationKey-points in Dealing with Difficult Performance Reviews- Overviews
Key-points in Dealing with Difficult Performance Reviews- Overviews By Lynne Eisaguirre By now you may understand that the performance appraisal process is part of an ongoing year-round process of giving
More informationMentoring Starterpack for Mentors, Mentees & HR
Mentoring Starterpack for Mentors, Mentees & HR Human Resources LEARNING 7/30/2007 Copyright: Shell International Ltd 2005 Outline of this Document What is Mentoring? What is the difference between mentoring
More informationWebinar Wealth. Webinar Template
Webinar Wealth Webinar Template When creating your webinar, integrate these 25 steps and don t leave any out. This is a proven structure with the goal of your webinar participants getting great value and
More informationBC Assessment - Competencies
BC Assessment - Competencies This document provides a list and description of all of BC Assessment s core competencies, as well as the level of competency required for a given position, as defined in each
More informationHow to Make the Most of Your Mentoring Experience: A Practical Guide for a Successful Partnership
How to Make the Most of Your Mentoring Experience: A Practical Guide for a Successful Partnership The official guide of the Senior Executive Association and the Young Government Leaders Mentoring Partnership
More informationCONTENTS. 2 Winning hearts
Win hearts & minds CONTENTS A little intro from Gordon...4 A Winning Hearts history lesson...6 HR plans for 2014 and beyond...7 Our vision, mission and values...8 Our values in action...10-14 The new Winning
More informationTo become a better active listener and thus reap the benefits of better relationships, less frustration and improved results, consider this PROPOSAL:
To become a better active listener and thus reap the benefits of better relationships, less frustration and improved results, consider this PROPOSAL: P R O P O S A L Probe for understanding. As a listener,
More informationELM Guide. A Resource for Both F&ES Mentor and Mentee. Tell me and I forget, teach me and I may remember, involve me and I learn. -Benjamin Franklin
ELM Guide A Resource for Both F&ES Mentor and Mentee Tell me and I forget, teach me and I may remember, involve me and I learn. -Benjamin Franklin 1 Table of Contents 1. Introduction & Mission 3 2. Benefits
More informationPrimer on Coaching and Mentoring. PG page 1
Primer on Coaching and Mentoring PG page 1 Objectives Understand the similarities and differences between Coaching and Mentoring. Establish a coaching relationship using the five-step preparation process.
More informationStress management competency indicator tool
Stress management competency indicator tool How effective are you at preventing and reducing stress in your staff? Use the following questionnaire to assess your behaviour The Stress management competency
More informationWELCOME TO THE OU CAREERS AND EMPLOYABILITY SERVICES YOUR JOURNEY STARTS HERE
WELCOME TO THE OU CAREERS AND EMPLOYABILITY SERVICES YOUR JOURNEY STARTS HERE WE ARE HERE FOR YOU FROM THE MOMENT YOU REGISTER, ALL THE WAY THROUGH YOUR STUDIES, AND FOR 3 YEARS AFTER YOU GRADUATE! A SNAPSHOT
More informationDO YOU WANT A MENTOR?
DO YOU WANT A MENTOR? TABLE OF CONTENTS I THINK I WANT A MENTOR--AM I READY?...2 HOW TO FIND A MENTOR THAT IS RIGHT FOR YOU...3 TIPS FOR A SUCCESSFUL RELATIONSHIP...4 THE GOALS ARE ACHIEVED--WHAT NEXT?...6
More informationMentoring. Program Guide
Mentoring Program Guide Mentoring Guide Developed by the Nova Scotia Public Service Commission This guide for mentoring has been designed to support the leadership and career planning and development of
More informationEdition 1.4. The Mentor Toolkit. Your Single Guide to Driving Development Through Social Learning
Edition 1.4 The Mentor Toolkit Your Single Guide to Driving Development Through Social Learning EMAIL info@terpassociates.com WEB www.terpassociates.com PHONE (443) 424 8250 MAIL 6478 MacBeth Way Eldersburg,
More informationCOMPETENCY FRAMEWORK POLICY
COMPETENCY FRAMEWORK POLICY 1. INTRODUCTION The primary purpose of the Competency Framework is to ensure that employees are competent to carry out the tasks required of them as described in their Job Description.
More informationI will be dependent on the Technology Business Planning Manager being open to sharing their experiences
Development plan Name: Jenna Hanson Membership number: 24681012 Covering the period from: January to December What do I want/need to learn? What will I do to achieve this? What resources or support will
More informationCPAs for CPAs
CPAs for CPAs 2018-19 GUIDELINES About the programme The objective of the Institute s Mentorship Programme is to offer aspiring CPAs the opportunity to learn from experienced members for the purpose of
More informationAdvisors & Mentors. Outline. 1. Your objectives. Being a Successful Trainee
Advisors & Mentors Outline 1. Your objectives as a trainee 2. Defined responsibilities 3. Choosing an advisor 4. Advisor/advisee relations 5. Advisors vs. mentors obtain training 1. Your objectives Being
More informationNon- Executive Director:
Non- Executive Director: role descriptions Non-Executive Finance & Risk Director: role description The London Football Association (LFA) is on a mission to help more people play football in London. We
More informationCOACHING FOR EFFECTIVE CAREER CONVERSATIONS Toolkit and Resources
COACHING FOR EFFECTIVE CAREER CONVERSATIONS Toolkit and Resources Impact-Coaches Inc. 131 Ridley Blvd Toronto, ON M5M 3L8 416.488.0026 sandra@impact-coaches.com www.impact-coaches.com CAREER PLANNING CONVERSATIONS
More informationCONTENTS. CINZ 2018 Mentorship Programme Manual Page 1
CONTENTS 1. Background pg. 2 2. Programme Benefits pg. 3 3. Definitions pg. 4 4. Roles and Responsibilities pg. 5 5. Principles of Mentoring pg. 8 6. Guidelines pg. 9 6.1 Scope of Programme 6.2 Programme
More information30 Course Bundle: Year 1. Vado Course Bundle. Year 1
30 : Year 1 Vado s 30 Year 1 Vado 1. Employee Career Aspirations Coaching Career Development 2. Communicate Clear and Concise Messages Communication Skills for Managers 3. Conflict Management Expectations
More informationPOSITION DESCRIPTION. Issue 1. Business Unit Department My Forever Family. Position number MFF03. Employee s Signature. Reports To CEO Reviewed By
POSITION DESCRIPTION Position Title Engagement & Advocacy Manager Issue 1 Business Unit Department My Forever Family Position number MFF03 Employee s Signature Reports To CEO Reviewed By Location/s tbc
More informationM E N T O R I N G 1 0 1
M E N T O R I N G 1 0 1 T o o l s, t i p s a n d t e c h n i q u e s t o b e i n g a n e f f e c t i v e m e n t o r Session Components Defining Mentorship Expectations and Guidelines Rules of the Road
More informationDeveloping Frontline Supervisor Competencies Overview
Developing Frontline Supervisor Competencies Overview The City and County of Denver is a vibrant, dynamic city that requires strong leaders at every level of the organization. To ensure that we have strong
More informationTEAM ALIGNMENT TRUST INSIDE. report. assessments. for Team Name January 30, 2010
TRUST INSIDE assessments TEAM ALIGNMENT report for Team Name January 30, 2010 www.integroleadership.com support@integroleadership.com Copyright Integro Learning Company Pty Ltd, Australia Copyright Integro
More informationJobs with Greater Manchester West. Completing Your Application Form
Jobs with Greater Manchester West To find out what jobs we have currently have simply visit our Work With Us page on our website www.gmw.nhs.uk/work-for-us Before applying read the Job Description and
More informationMentoring. A Younger Chemists Guide to a Career Essential
Mentoring A Younger Chemists Guide to a Career Essential Program Overview I. What is a mentor? II. Do I need a mentor? III. How do I choose the right mentor for me? IV. Guidelines for a successful mentor/mentee
More informationFAST TRACK YOUR SUPPLY CHAIN CAREER THROUGH MENTORSHIP. By Rodney Apple PRESIDENT, SCM TALENT GROUP LLC APICS CAREER COACH
FAST TRACK YOUR SUPPLY CHAIN CAREER THROUGH MENTORSHIP By Rodney Apple PRESIDENT, SCM TALENT GROUP LLC APICS CAREER COACH FAST TRACK YOUR SUPPLY CHAIN CAREER THROUGH MENTORSHIP BY RODNEY APPLE PRESIDENT,
More informationUnderstanding the Research Academy for Faculty and Postdoctoral Fellows Research Mentoring Program
Understanding the Research Academy for Faculty and Postdoctoral Fellows Research Mentoring Program How do I become an RAFPF Research mentor or mentee? I'm looking for a mentor! I m ready to mentor! Mentoring
More informationOUR UNIVERSITY CONTRIBUTION
OUR UNIVERSITY CONTRIBUTION OUR UNIVERSITY CONTRIBUTION By always VALUING PEOPLE Leading myself and others Working together as a team ACHIEVING THE VISION... Delivering great service Taking a professional
More informationCOACHING I 5. BUSINESS MANAGEMENT COACHING TIPS & STRATEGIES The Influence of the Human Resource Department
COACHING I 5. BUSINESS MANAGEMENT COACHING TIPS & STRATEGIES 5.1. The Influence of the Human Resource Department "There is a great man who makes every man feel small. But the real great man is the man
More informationThe expectations of my role are clear to me
The expectations of my role are clear to me MY JOB Copyright Evolve Performance Group. All rights reserved. Weekly SETTING CLEAR EXPECTATIONS Complete the following steps: 1. Gather team together for a
More informationHow to Engage Employees. A Guide for Employees, Supervisors, Managers, & Executives
How to Engage Employees A Guide for Employees, Supervisors, Managers, & Executives 1 Introduction Employee Engagement is a good in and of itself. What is Employee Engagement? Employee engagement is the
More informationMentoring Guidelines. American Sheep Industry Association, Inc. May Mentoring Guidelines by Jay Parsons 1
Mentoring Guidelines American Sheep Industry Association, Inc. May 2012 Mentoring Guidelines by Jay Parsons 1 Mentoring is a joint venture of passing skills and knowledge from the established to the new
More informationHOW TO LEAD YOUR COMPANY IN 22 STEPS THE ULTIMATE GUIDE TO LEADERSHIP SUCCESS. Leading4Growth Australia
HOW TO LEAD YOUR COMPANY IN 22 STEPS THE ULTIMATE GUIDE TO LEADERSHIP SUCCESS Leading4Growth Australia Introduction By Peter Cox Leadership 101 Do you wonder why some people can lead a team of hundreds,
More informationHSE Women in Leadership Mentoring Programme. A Guide for Mentors
HSE Women in Leadership Mentoring Programme A Guide for Mentors TABLE OF CONTENTS Part I: Preparing for mentoring... 4 What is a mentor?... 4 The benefits of a mentoring relationship... 4 Mentoring for
More informationInterview. guide. Sam Sample. Emotional Intelligence Profile. Tuesday 16 May 2017 General Working Population (sample size 1634) Sam Sample
Interview guide Tuesday 16 May 2017 General Working Population (sample size 1634) Emotional Intelligence Profile 1 Contents 04 About this report 06 Emotional Intelligence competencies 07 Competency potential
More informationEverything You Need To Know For Mentors
Everything You Need To Know For Mentors Letter of Welcome Dear Mentor, Sept 2016 We would like to welcome you to the Duquesne University Alumni Mentor Program. This initiative was developed to respond
More informationbritish council behaviours
british council behaviours Mat Wright Mat Wright Mat Wright CREATING SHARED PURPOSE I gain the active support of other people so they are fully engaged and motivated to contribute effectively. I do this
More informationMENTORING Core Competency Framework
inspiring natural potential MENTORING Core Competency Framework Introduction One of the major issues faced by organisations when developing mentoring schemes is the absence of a clear definition. In the
More informationSharing experiences to build better businesses. Developing Mentoring Skills to Support Apprentices EXAMPLE
Sharing experiences to build better businesses Developing Mentoring Skills to Support Apprentices 2 APPRENTICEMAKERS WORKBOOK Developing Mentoring Skills to Support Apprentices This workbook provides an
More informationCOURSE CATALOG. vadoinc.net
COURSE CATALOG 2018 vadoinc.net Welcome Welcome to the Vado 2018 Course Catalog. Vado provides any organization or learner numerous opportunities to build the skills needed to lead and manage others, as
More information6 Managing performance
SECTION 6 Managing performance It can be a rewarding experience to lead a team when each individual is contributing to the success of the whole team. However, difficult challenges facing a line manager
More informationWorking with us. Join the industry leader
Working with us Join the industry leader b Our Promise The Co-operative Funeralcare has always been committed to providing clients and their loved ones with the best possible care and we do this by ensuring
More informationReady for Work. Business involvement and volunteering opportunities. Contents
Ready for Work Business involvement and volunteering opportunities Contents About Ready for Work Volunteering at pre-placement training Providing work placements Job coaching Developing and delivering
More informationMentor Training. Preparing to be an Effective Mentor. Tell me and I forget, teach me and I may remember, involve me and I learn. -Benjamin Franklin
Mentor Training Preparing to be an Effective Mentor Tell me and I forget, teach me and I may remember, involve me and I learn. -Benjamin Franklin Overview The Pesce Family Mentoring Institute is part of
More informationASAP Mentorship Program
ASAP Mentorship Program Engage in meaningful one-on-one interactions. Grow the field of Adaptation. AMERICAN SOCIETY OF ADAPTATION PROFESSIONALS www.adaptationprofessionals.org Table of Contents Program
More informationIML 360 O Feedback Survey
IML 360 O Feedback Survey MANAGE AND LEAD OTHERS PREPARED FOR Steven Smith Smith Enterprises 1 August 2017 Page 0 Institute of Managers and Leaders (Group) Limited ACN: 163 376 921 Reproduction of this
More informationPutting Your People First
Putting Your People First Cake People Development Coaching, Mentoring, Leadership, Management and Consultancy t +44 (0)1603 733006 t +44 (0)203 40 992 88 e slice@cakepd.co.uk w cakepd.co.uk Developing
More informationGuide How to attract and retain good employees
Guide How to attract and retain good employees How to attract and retain good employees Some of the most successful organisations are those that recognise that their employees are their most valuable assets,
More informationThis workbook supports BSBCMM301B Process Customer Complaints in the Business Services Training Package.
Process Customer Complaints This workbook supports BSBCMM301B Process Customer Complaints in the Business Services Training Package. Upgraded to BSBCMM301B by Software Publications writing team Copyright
More informationstudent-alumni virtual mentoring program handbook
student-alumni virtual mentoring program handbook Enable potential. CMYK 1 Transparent PMS Carthage Student-Alumni Virtual Mentoring Program Handbook Thank you alumni participants! On behalf of the Carthage
More informationMentoring Millennials
Mentoring Millennials Dr. Mary Donohue Oct 24, 2017 You what do you want to know and do? 1 Mentoring for Excellence in Leadership: A System 2 Mentees: How does the program help you? Yes, it was a great
More informationLeading Performance Without Positional Power
Leading Performance Without Positional Power The three areas of mastery to lead others to meaningfully. STACEY BARR What s inside Can you really lead a performance culture without positional power? 3 Lead
More information1. Brief description of the organization, group, or community you worked with.
1. Brief description of the organization, group, or community you worked with. Zambri s (www.zambris.ca) is an award-winning, bistro-style restaurant in the process of tripling their operations and moving
More informationConversations that get you what you want (from employees and anyone else). Calaera Powroznik
Conversations that get you what you want (from employees and anyone else). Calaera Powroznik AGENDA: Coaching vs: Fierce Conversation Active Listening refresher Active Listening demons Why do conversations
More informationMotivating teachers and other staff
Motivating teachers and other staff Employee motivation: The combination of fulfilling the employee's needs and expectations from work and the workplace factors that enable employee motivation - or not.
More informationPurpose of the guide. Contents
Purpose of the guide This guide has been developed to provide prospective mentors and mentees with an understanding of the types, purpose and benefits of mentoring to people, teams and organisations. NHS
More informationWiLAT SRI LANKA GUIDE TO MENTORING
WiLAT SRI LANKA GUIDE TO MENTORING Message from the Chairperson I am happy to pen this message when WiLAT Sri Lanka is marking yet another milestone in our journey by launching this mentoring guide. Mentoring
More informationThe best Paralegal interview questions you ve not been asking
The best Paralegal interview questions you ve not been asking Have you been going through interview after interview but no one is standing out? Or are you still struggling to make a final decision between
More information