Becoming a Better Mentor
|
|
- Hannah Tyler
- 6 years ago
- Views:
Transcription
1 Becoming a Better Mentor Lesson Plan: Duration: 50 Minutes Teaching Method: Discussion References: Student Guide Teaching Aids/Handouts: Student Guide & Slide Presentation Reading Assignment: Student Guide (Note: Student Guide provides the instructor with needed detail) Lesson Objective: Comprehend how to become a more effective mentor. Desired Learning Outcomes: 1. Describe some attributes of effective mentoring relationships. 2. Explain how effective mentoring relationships are established. 3. Formulate your own examples of effective mentoring relationships. (NOTE: This lesson is designed to be given immediately after Mentoring: Building on Success) Lesson Strategy: This segment is designed to help unit commanders understand the art of being a mentor. Mentoring should not come across as a scary or complicated concept. While it owns a special term and holds a special place in the development of our members; at the end of the day it is the communication of information and experience from one person to another. It is conversation, but conversation with a purpose. Instructor Note: This lesson focuses on member to member mentoring.
2 This teaching outline provides an introduction, outline of the main points, and a conclusion to be adapted as required to meet the needs of a particular wing. The presenter should personalize the lesson to reflect the unique characteristics of the wing. Lesson Outline: MAIN POINTS: I. Attributes of mentoring relationships. II. How effective mentoring relationships are established. III. Examples of effective mentoring relationships. IV. Formulate examples of mentoring relationships Teaching Plan Lesson Objective: Comprehend how to become a more effective mentor. ATTENTION: Mentoring can be a mystifying concept. It s an official-sounding word. Thousands of books are written on the subject, each with a slightly different point of view. In reality, mentoring isn t really that complicated; but it requires some practice; some practice in the old-fashioned art of communication. MOTIVATION: When members leave, surveys indicate one of the top reasons they do is because they don t feel like their talents are effectively are used or valued. They join and they sit while the meeting happens around them. If given a job, they are given no instruction, no feedback, no communication. As you ve learned, mentoring is a structured relationship between a more experienced member (the mentor) and a less experienced member (the mentee). The point of mentoring is to develop the mentee, to get them into the routine and performing as well as they can, and to help them grow and develop so they become an effective member of the team. OVERVIEW: This segment moves beyond the generic structure of a mentoring program and turns to the specific skills and attributes of effective mentors. Commanders are expected to be mentors as part and parcel of their job;
3 Main Points: however, this discussion about the skills and attributes of mentoring should be shared among all unit members. TRANSITION: STATE: So let s take some of the mystery out of mentoring. MP I. Attributes of effective mentoring relationships A. To make the idea of mentoring a little more realistic, it might be easier for students to describe how it feels (ask students to describe each term): 1. teaching 2. coaching 3. bonding 4. counseling 5. role modeling 6. sharing 7. collaborating 8. helping B. Four points that help to define the relationship: 1. the goals of and the expectations about the mentoring relationship (always the development of the mentee) 2. the acceptance of the mentee to receive mentoring 3. the observations of the mentor about the mentee s performance 4. the resulting conversations that take place C. Mentoring relationships have their own rhythm 1. Based on the nature of the relationship, the subject at hand and the personalities of the mentor and mentee. 2. Not every interaction between mentor and mentee is mentoring. 3. The PDO as a specific mentor to new members. D. Mentoring relationships can be temporary relationships (short or longterm). They last: 1. as long as the mentee can learn and grow from the mentor. 2. as long as either party wishes for it to continue. 3. as long as the mission dictates. E. The difference between being a mentor and being a friend F. The power of questions G. Creating the mindset for mentoring. 1. Define the end-state you want for the mentee. 2. Visualize how that mentee will make the unit better. 3. Have the mentee describe (or help them to formulate) their goals 4. Based on the above a. jointly set goals with the mentee.
4 b. allow mentees to try; and recognize them when they get it right. c. help if they get come up short on the task, and allow them to try again. d. help them to balance their goals with the goals of the task and with the unit. e. Don t be afraid to let the mentee fail where the activity or lesson is not mission critical and where the risk is outweighed by the experience of failure. MP II. How mentoring relationships are established A. Overview 1. Sometimes mentors and mentees choose each other, sometimes the mentor is chosen for the mentee. 2. The role of the squadron commander in mentoring relationships. 3. The PDO as a specific mentor to new members. B. Mentoring relationships can be temporary relationships. They last: 1. as long as the mentee can learn and grow from the mentor. 2. as long as either party wishes for it to continue. 3. as long as the mission dictates. MP III. Examples of mentoring (from Hollywood) STATE: Let s examine some examples of mentoring from a place we can all relate: television. Some of these examples are from old shows, some from new shows A. MASH: Hawkeye and BJ Hunnicutt: B. ADAM-12: Malloy and Reed C. UNDERCOVER BOSS MP IV. Formulate examples of mentoring relationships STATE: Let s turn this back to you. It s now your turn to think about the mentoring that you ve had EXERCISE EXERCISE Think about three mentoring relationships that you ve had: two in CAP, one outside of CAP. Of the two that were in CAP, one must be a positive example and one must be a negative example. The example from outside CAP may be either positive or negative. Answer these questions:
5 Lesson Summary: Why did you choose these examples? What made the positive example stick in your mind? What would you emulate? What made the negative example stick in your mind? What would you do differently: as the mentor and as yourself in the mentee role now that some time has passed? What, if anything, positive can you draw from the relationship? This exercise is designed to accomplish two outcomes: first, it is to remind you of the mentoring relationships you ve had. At the same time, it is to help you remember what it was like sitting at the other side of the desk as you help someone else. SUMMARY: Mentoring can be a mystifying word, it s true. It s friendly but it s not a friendship. It s teaching but not the kind we re used to. It s coaching but without a clipboard and whistle. It s the product of a dedicated relationship where one partner helps the other partner to succeed. REMOTIVATION: A mentoring relationship can be extremely rewarding. When the relationship is effective, the success of that relationship can pay off years into the future. CLOSURE: The success of CAP depends on the ability of its members to help, train and guide each other. Mentoring is a critical tool in making this possible.
Mentoring: Building on Success
Mentoring: Building on Success Lesson Plan: Duration: 50 Minutes Teaching Method: Lecture/Discussion References: Student Guide; CAPP 50-7, MENTORING: Building Our Members; and CAPP 50-8, Organizational
More informationHelping Patients Practice Healthy Behaviors
Helping Patients Practice Healthy Behaviors Intermountain Mission Helping people live the healthiest lives possible = helping people adopt healthy behaviors Mindset: The view you take about yourself Carol
More informationBROADENING HORIZONS CORPORATE LEARNING COURSE TEAMBUILDING BLOCK SEMINAR 3.1
STUDENT GUIDE BROADENING HORIZONS CORPORATE LEARNING COURSE TEAMBUILDING BLOCK SEMINAR 3.1 SEMINAR OVERVIEW SCOPE CAP is an organization wherein each person has an individual tasking that is paramount
More informationCOACHING USING THE DISC REPORT
COACHING USING THE DISC REPORT TAKING THE NEXT STEP Congratulations! You ve taken the first vital step in showing that you are a champion in your organization that wants to make a difference. Your employees
More informationTHE MENTORING PROGRAM
THE MENTORING PROGRAM Supporting the Practice of Law CONTENTS Introduction 3 What is Mentoring? 3 How the Program Works 3 The Role of LIANS 5 The Mentor s Role 5 The Mentee s Role 7 INTRODUCTION Many organizations
More informationOne-on-One Template
One-on-One Email Template How to get your employees to buy into One-on-Ones: Use the cover letter provided to email to your employees to explain the process The Benefits of Regular One-on-Ones: One-on-Ones
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 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 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. 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 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 informationMentors: 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 informationSelf-Direction: Goal Setting. Reaching Career Goals
Self-Direction: Goal Setting Name: Reaching Career Goals http://www.dreams-goals.com/wkshp-pathways.html Point of the Assignment: To learn how to recognize which kinds of jobs will take you towards your
More informationMentoring Essentials
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
More informationCareer Mentoring Programme 2013/4
Career Mentoring Programme 2013/4 Department of Management, City University of Hong Kong Mentor Handbook Thank you very much for becoming a Career Mentor of Department of Management, City University of
More informationRecruiting and Retention
Recruiting and Retention Lesson Objective: Lesson Objective: Comprehend the importance of recruiting & retention in your unit. Desired Learning Outcomes: 1. Discuss the importance of recruiting. 2. Formulate
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 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 informationIntroduction to Followership
Introduction to Followership The purpose of this lesson is for students to comprehend the principles of followership and how it relates to everyday leadership. Desired Learning Outcomes 1. Describe followership
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 informationContents. Chapter. Working with Others. Section 9.1 Working Relationships Section 9.2 Teamwork and Leadership. Chapter 9 Working with Others
Chapter 9 Working with Others Chapter 9 Working with Others Contents Section 9.1 Working Relationships Section 9.2 Teamwork and Leadership 1 Key Concepts Identify elements of good working relationships
More information10 Characteristics. How To Be An Effective Leader
10 Characteristics How To Be An Effective Leader 1 10 Characteristics that will make you more effective as a leader The question of how to be an effective leader has many answers depending on who you ask.
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 informationPreparing for. Your Performance Review. (A Staff Perspective)
Preparing for Your Performance Review (A Staff Perspective) Why do a performance review? Performance reviews help to: Encourage the flow of communication Connect Individual jobs to the mission of Five
More informationEnvironmental Professional Intern (EPI) Mentoring Guidelines
Institute of Professional Environmental Practice 600 Forbes Avenue, 339 Fisher Hall, Pittsburgh, PA 15282 USA Phone +1-412-396-1703; Fax +1-412-396-1704; E-mail ipep@duq.edu Environmental Professional
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 informationCoaching and Mentoring
Coaching and Mentoring TABLE OF CONTENTS Introduction 2 Setting Goals 4 Checking Reality 5 Exploring Options 6 Wrapping it Up 7 The Art of Mentoring 8 2000-2016 Coaching and Mentoring Printable Guide 2
More informationLeadership Boot Camp. Sylvia Escott-Stump, MA, RD, LDN S Escott-Stump
Leadership Boot Camp Sylvia Escott-Stump, MA, RD, LDN escottstumps@ecu.edu 252-328-1352 Leadership Boot Camp: Workshop Goals Participants will: 1. Learn steps for improving team outcomes 2. Identify their
More informationEmi I ve always loved animals. After graduating with a Masters Degree in Creative Writing in 2012, I went through a quarter-life crisis of not
1 Emi I ve always loved animals. After graduating with a Masters Degree in Creative Writing in 2012, I went through a quarter-life crisis of not knowing what to do with myself, so I started volunteering
More informationLeadership Agility Profile: 360 Assessment. Prepared for J. SAMPLE DATE
Prepared for J. SAMPLE About this Report Introduction LEADERSHIP that special quality that enables leaders to achieve extraordinary success. In today's uncertain world the need for leadership is at an
More informationCreating a Job Search Program In Your Church, Synagogue Or Community Organization
Creating a Job Search Program In Your Church, Synagogue Or Community Organization Special Supplement to The Unwritten Rules of the Highly Effective Job Search By Orville Pierson Note: This Special Supplement
More informationThinking about competence (this is you)
CPD In today s working environment, anyone who values their career must be prepared to continually add to their skills, whether it be formally through a learning programme, or informally through experience
More informationThe Challenger TM Customer: THE NEW REALITY OF SALES
The Challenger TM Customer: THE NEW REALITY OF SALES FOREWORD Imagine your ideal customer: friendly, eager to meet, ready to buy and become an advocate of your products and services. It turns out that
More informationEMPLOYER BRANDING, HIRING & RETENTION. Sarinah Abu Bakar
EMPLOYER BRANDING, HIRING & RETENTION Sarinah Abu Bakar Employer Branding.. Why Brand Employer Branding : Shaping and maintaining an image in the minds of potential candidates in the market that the company,
More informationModule: Career Planning
Module: Career Planning Lesson Title: Work Values Assessment Standards Florida Adult Basic Education Career Planning Standards CP.ABE.02 Identify interest, skills, and personal preferences that influence
More informationThere are two types of mentors (leader or life coach) Today we are going to focus on your role as a leader
1 There are two types of mentors (leader or life coach) Today we are going to focus on your role as a leader 2 Quiz after this slide. Ask questions to help you come to a conclusion vs Dictate how they
More informationA Guide for Writing S.M.A.R.T. Goals
A Guide for Writing S.M.A.R.T. Goals What are S.M.A.R.T. Goals? Statements of the important results you are working to accomplish Designed in a way to foster clear and mutual understanding of what constitutes
More informationWhite Paper: Executive Search Firm How to Engage and Utilise Them Successfully. By Simon Fransca Khan of Leading Headhunters Hunter & Chase
White Paper: Executive Search Firm How to Engage and Utilise Them Successfully. By Simon Fransca Khan of Leading Headhunters Hunter & Chase Introduction Engaging an Executive Search firm or a Headhunter
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 informationTHE ART OF DELEGATION
THE ART OF DELEGATION Responding to Delegation Definition of Delegation Delegation the transfer of an activity while retaining accountability for the outcome. This could come from: Your boss Other supervisors
More informationTrick or Treat. The 4 R s to a Sweet Organization.
Trick or Treat The 4 R s to a Sweet Organization www.frankkitchen.com Describe your dream organization? Leadership Friendships Goals Fairness Enthusiasm Accomplishment Organized Rewarding Fun Opportunity
More informationV OL U N T EER M A N A GEM EN T SERI ES Facilitator s Guide
VOLUNTEER MANAGEMENT SERIES Facilitator s Guide Special Olympics ACKNOWLEDGEMENTS The Special Olympics has been made possible with the help and dedication of the following: Special Olympics staff The Global
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 informationEverywhere we go in life we encounter mentors. We had them in school, we have them at work, and we often encounter them in other environments.
Everywhere we go in life we encounter mentors. We had them in school, we have them at work, and we often encounter them in other environments. Sometimes they re called life coaches, sometimes it s a formal
More informationBrian Tracy s SMART Goals. Cheat Sheet
Brian Tracy s SMART Goals Cheat Sheet Do you ever feel like you re working incredibly hard, yet not achieving your goals? Maybe you see little improvement in your skills or achievements when you reflect
More informationSMART Goals: A How to Guide
SMART Goals: A How to Guide 1 Table of Contents What are SMART Goals?... 3 What is the SMART criteria?... 3 How do I decide the right scope for my SMART Goals? (How big? How many?)... 3 Where to start?...
More informationStepping Forward Together: Creating Trust and Commitment in the Workplace
EXCERPTS FROM THE BOOK Stepping Forward Together: Creating Trust and Commitment in the Workplace by Mac McIntire How to Know You ve Made the Right Decision The following is an excerpt from chapter one
More informationFundraising 101: Structuring and Developing an Effective Fund Raising Operation. Lawrence W. Reed President Mackinac Center for Public Policy
Fundraising 101: Structuring and Developing an Effective Fund Raising Operation Lawrence W. Reed President Mackinac Center for Public Policy In July 2003, Atlas co-sponsored an event with Fundacion DL
More informationCareer and you: How to think strategically
Career and you: How to think strategically Realising you must make a decision You are going to graduate soon... a decision must be made Some may continue to study, but most of you will look for work and
More informationSupervisor s Guide: Performance Evaluations
Supervisor s Guide: Performance Evaluations Table of Contents Introduction... - 2 - Benefits of Productive Performance Meetings... - 3 - Performance Goals Help Employees... - 3 - Performance Goals Help
More information2/24/2011. Performance Review. February 24, We re Zooming In... Managing Yourself: Zoom In, Zoom Out. Rosabeth Moss Kanter
Performance Review Challenges: What to Say & Do February 24, 2011 We re Zooming In... Managing Yourself: Zoom In, Zoom Out Rosabeth Moss Kanter March 2011 HBR 1 OK, You All Have These Challenges, Right?
More informationWelcome and Introductions
MODULE 1 Welcome and Introductions Program Introduction The National Institute of Corrections and our agency believe this to be the most important training for new direct supervision jail officers. It
More informationA Clicktale E-Book BE A CX SUPERHERO HOW TO TRANSFORM YOURSELF INTO A CUSTOMER EXPERIENCE SUPERHERO IN 10 EASY STEPS. Answer anything.
A Clicktale E-Book BE A CX SUPERHERO HOW TO TRANSFORM YOURSELF INTO A CUSTOMER EXPERIENCE SUPERHERO IN 10 EASY STEPS Answer anything. The inherent power of getting Customer Experience right in the digital
More informationCoaching Fundamentals
Coaching Fundamentals Introduction and Background 1. Coaching as a business model began appearing: a. In the early 1990 s b. In the late 2000 s c. In the early 2000 s d. In the late 1980 s Answer is In
More informationPresentation Objectives
10 Ways to Cultivate a Compliance Culture Cara Merski, Chief Compliance and Privacy Officer and Meghan Colozzo, Audit and Privacy Manager Presentation Objectives Focus on 10 simple but effective steps
More information1/22/2016. Presentation Objectives. What does a Compliance Officer do? 10 Ways to Cultivate a Compliance Culture
10 Ways to Cultivate a Compliance Culture Cara Merski, Chief Compliance and Privacy Officer and Meghan Colozzo, Audit and Privacy Manager Presentation Objectives Focus on 10 simple but effective steps
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 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 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 informationIf your company or organization doesn t have a clearly defined purpose, what would you say the implicit purpose of the company is? Why?
SESSION 1: THE ESSENCE OF A COMPELLING CULTURE ReView When they first met, Truett Cathy s warmth and intentionality communicated care to Dee Ann, and she hadn t even been offered a job yet. In your work
More informationSTRATEGY #1: USE BOOTSTRAPPING TO MAKE THE MOST OF WHAT YOU HAVE 4 PROVEN STRATEGIES TO SUCCEED
4 PROVEN STRATEGIES TO SUCCEED To be successful in business, you need to turn your resources into profits. Unfortunately, many entrepreneurs consider money the only resource that will make their business
More informationTalentFit Interview. Copyright Ó 2017 Talent Plus Ò Lincoln, Nebraska
The primary purpose of the TalentFit Interview is to review key Talent, Fit and Investment factors in order to maximize the success of a selection decision for the mutual benefit of the candidate, the
More informationDevelopment Planning Instructions and Tip Sheet
Development Planning Instructions and Tip Sheet 1 Development Planning Myths Myth 1 Development planning is not related to my job. It is something that I have to do that is separate from my job. Development
More informationUnclassified MENTORING. Edward G. Elgart. Executive Director CECOM Contracting Center. 24 February Expeditionary Responsive Innovative
MENTORING Edward G. Elgart Executive Director CECOM Contracting Center 24 February 2010 Expeditionary Responsive Innovative Army Contracting Command Expeditionary Responsive Innovative Origins of Mentor
More informationCHALLENGE CONTROL COMMITMENT HARDINESS RESILIENCE GAUGE A. SAMPLE. October 15, Copyright of MHS All rights reserved.
CHALLENGE HARDINESS RESILIENCE GAUGE A. SAMPLE about the HARDINESS RESILIENCE GAUGE Welcome to your Hardiness Resilience Gauge report. The Hardiness Resilience Gauge is grounded in over 30 years of research
More informationMentoring is a retention issue. When reduced to its essential function, mentoring is the care and feeding of rookie officials.
Mentor Information Congratulations! It is an honor that you have been selected for this program, and entrusted with the future of lacrosse officiating in your area! We wish to thank you for agreeing to
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 informationPPP Ratings & Discussion Guide
PPP Ratings & Discussion Guide Helping you to achieve your potential About this guide The purpose of this guide is to explain in more detail about the new rating scales for PPP. It will also support managers
More informationBlueprints 4. Steps to Developing Competencies. The Iceberg Model. Skill Knowledge. Visible. Self-Concept Trait Motive. Hidden
4 Steps to Developing Competencies Adapted From Workitect s Competency Development Guide WHAT ARE COMPETENCIES? Competencies are the skills and personal characteristics that contribute to superior performance.
More informationWorking with Consultants Amy Reisch, First 5 Marin Jara Dean- Coffey, jdcpartnerships
Working with Consultants Amy Reisch, First 5 Marin Jara Dean- Coffey, jdcpartnerships Interview 10/24/12 1. What resulted from the consulting project that was transformative? Amy: First and foremost, from
More informationHuman Resources National Coaching Service Navigate your Guide to Consultant Recruitment. Coaching A resource for you.
Human Resources National Coaching Service Navigate your Guide to Consultant Recruitment Coaching A resource for you February 2017 Background Priority 3 Learning and Development Priority 3.14 Develop coaching
More informationWithout goals, and plans to reach them, you are like a ship that has set sail with no destination. Fitzhugh Dodson
Lesson Objective: Comprehend the importance of meeting planning. Your meetings should be professional and have quality activities in order to attract and retain your members. The only way to achieve a
More informationPage 1. Reddico Manifesto. Reddico, Moat Farm Oast, Five Oak Green, Tonbridge, Kent TN12 6RR
Page 1 Reddico Manifesto 2018 Page 2 Part 4: How we ll run the business the framework The key parts to Reddico s business framework, which we hope will enable people to work at their best are: 1. Openness
More informationCoaching. Coaching is unlocking people s potential to maximize their own performance. Introduction. The case for coaching. John Whitmore ACTION SHEET
ACTION SHEET Coaching Introduction Coaching is an increasingly popular development method, because of the positive difference it can make to personal and business performance. It can have many positive
More informationLEADERSHIP TOOLKIT EFFECTIVE LEADERSHIP IN A WORLD CLASS ORGANIZATION
LEADERSHIP TOOLKIT EFFECTIVE LEADERSHIP IN A WORLD CLASS ORGANIZATION April 2010 Communicate Educate Advocate Seminar Opening Exercise Exercise One Leadership is. In one sentence Exercise Two: A safety
More informationVisionary Leadership. A leadership style to get your team aligned toward achieving your vision.
Visionary Leadership A leadership style to get your team aligned toward achieving your vision. Table of Contents No More Business As Usual...3 What is a Visionary Leader?...3 Visionary Leaders Love New
More informationOhlone College New Faculty Mentor Plan
Ohlone College New Faculty Mentor Plan The New Faculty Mentoring Program is designed to support the College mission of a Learning College Model. The purpose of the mentor program is to assist new faculty
More informationSELF-DISCOVERY WORK BOOK. Part I
SELF-DISCOVERY WORK BOOK This Self-Discovery workbook has been created to use in tandem with your CareerLeader self-assessment report. Before completing the CareerLeader self-assessment though, answer
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 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 informationIFMA Silicon Valley Mentoring Program
IFMA Silicon Valley Mentoring Program % The IFMA Silicon Valley Mentorship Program is designed to sustain our industry by providing education, resources and guidance to a future generation of Facility
More information16. The Law of the Big Mo Momentum is the Leader s Best Friend. The two keys for creating momentum are preparation and motivation.
16. The Law of the Big Mo Momentum is the Leader s Best Friend Principles of the Law: All leaders face the challenge of creating change in an organization. Just as every sailor knows that you can t steer
More informationLancaster Career Mentoring Programme Connect with the world of work STUDENT S GUIDE. Careers
Lancaster Career Mentoring Programme Connect with the world of work STUDENT S GUIDE Careers Welcome to the Career Mentoring programme at Lancaster University lancaster.ac.uk/careers The Lancaster Career
More informationTTI TriMetrix HD Planning and Organizing A session from Rx Online
TTI TriMetrix HD Planning and Organizing A session from Rx Online Planning and Organizing Utilizing logical, systematic and orderly procedures to meet objectives. Why is this skill important? People who
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 informationEmerging Bank Leaders Mentor Match Program Guidelines
Emerging Bank Leaders Mentor Match Program Guidelines www.uba.org/ebl leaders@uba.org hp://collaborate.uba.org EMERGING BANK LEADERS MENTOR MATCH: A NEW MEMBER BENEFIT PROGRAM OVERVIEW Who can participate?
More informationSimple Ways. to Help First-Time Managers Succeed. A Guide for HR Leaders in Tech
16 Simple Ways to Help First-Time Managers Succeed A Guide for HR Leaders in Tech Dear HR leaders: You have a huge opportunity. What if we told you that by doing just one thing, you could dramatically
More informationGuidelines for Mentors and Mentees
Guidelines for Mentors and Mentees International Actuarial Association Actuaries Without Borders Section (AWB ) Global Mentorship Program (including Actuarial Exam Tutoring service) Effective January 2017
More informationUsing Incentives to Increase Engagement and Persistence in Two- Generation Programs. Megan Stanley & LaDonna Pavetti
Using Incentives to Increase Engagement and Persistence in Two- Generation Programs Megan Stanley & LaDonna Pavetti Asking questions If you have a question about the presentation, expand the Question section
More informationLeadership Mindset and Performance. Fred Amador MC. Counseling Faculty Phoenix College
Leadership Mindset and Performance Fred Amador MC Counseling Faculty Phoenix College What is mindset? Dictionary.com defines mindset as: the ideas and attitudes with which a person approaches a situation,
More informationEmployee Engagement Leadership Workshop
Employee Engagement Leadership Workshop Turning employee feedback into results Developed for: Presented by: Copyright 2010, DecisionWise, Inc. All rights reserved. No part of this publication may be reproduced,
More informationLeadership & Management Program Highlights. Institute of Management and Leadership IM& L
Leadership & Management Program Highlights Institute of Management and Leadership IM& L People want to work for people they like and they like people they trust : People work for People not for their organization.
More informationSCALING LAND-BASED INNOVATION GROUP DECISION-MAKING TOOLKIT
SCALING LAND-BASED INNOVATION GROUP DECISION-MAKING TOOLKIT Why should I use this toolkit? Having an opportunity to expand what you do is always exciting, but as well as posing operational and financial
More informationTHE 3 R S OF VOLUNTEER MANAGEMENT: Recruitment Retention Recognition
THE 3 R S OF VOLUNTEER MANAGEMENT: Recruitment Retention Recognition Two Main Reasons Why People Volunteer They were asked They want to do something good for others and their community What Prevents People
More informationKNOW YOUR EMPLOYEES AND LOOK OUT FOR THEIR BEST INTEREST. By: Renea Grogan
KNOW YOUR EMPLOYEES AND LOOK OUT FOR THEIR BEST INTEREST By: Renea Grogan Objectives Understand why you should Get to Know your Employees Suggestions How to Get to Know Them Understand the Benefits of
More informationMember Mentorship DISTRICT 12 LEADERSHIP TRAINING
Member Mentorship DISTRICT 12 LEADERSHIP TRAINING OBJECTIVES Objective 1: To describe new member mentoring and why it is important. Objective 2: To specify the roles and benefits of a mentorship program.
More informationFundamentals Of Effective Supervision. Situational Leadership
Fundamentals Of Effective Supervision Situational Leadership Situational Leadership If you want to be a successful supervisor, you need to become expert at achieving through others by means of means directing,
More informationBecoming a Goal-Getter. 10 Questions of Performance Success
Becoming a Goal-Getter What were the three things you wanted to accomplish most in 2017? How are you doing? Has anything changed? What is the one thing you would like to accomplish most in 2018? 10 Questions
More informationCAITHNESS WORK PLACEMENTS MADE EASY
CAITHNESS WORK PLACEMENTS MADE EASY Young people in Caithness need to gain the experience employers are looking for. YOU CAN HELP! EXPERIENCE NECESSARY I spent a ten day period at the Caithness Chamber
More information