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Executive Mentoring PPT Slide Template

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BUILD YOUR MANAGEMENT ELITE WITH EXECUTIVE MENTORING

Strategic mentoring allows experienced eemployees to share their knowledge and skills with less experienced colleagues.

Transfer of Knowledge

This illustrative PowerPoint set assesses the most important executive mentoring techniques and provides you with diagrams and explanations to create a mentoring program for your business:
http://www.presentationload.com/executive-mentoring-powerpoint-template.html

Use our graphs and infographics to create your presentation on executive mentoring. Implement knowledge sharing in your company with this PowerPoint set.

A successful executive mentoring program can provide your company with outstanding management personnel.

Published in: Leadership & Management
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Executive Mentoring PPT Slide Template

  1. 1. PREMIUM POWERPOINT SLIDES Executive Mentoring
  2. 2. EXECUTIVE MENTORING POWERPOINT TEMPLATE
  3. 3. AGENDA EXECUTIVE MENTORING 1. quotes 2. Definition 3. basics 4. Mentoringobjectives 5. leadership development 6. Typesof mentoring 7. MentoringStyles 8. Mentoringprocess 9. Checklists
  4. 4. THE DELICATEBALANCE OF MENTORING SOMEONEIS NOT CREATING THEM IN YOUROWN IMAGE, BUT GIVING THEM THE OPPORTUNITYTO CREATE THEMSELVES.“ Steven Spielberg Director, Producer, Screenwriter
  5. 5. DEFINITION What is Mentoring/Executive Mentoring? A mentor is a trusted person who offers his or her own knowledge to support, guide and encourage another, known as the mentee. Executive mentoring aims to promote business executives' development and learning. Executive mentoring can help improve:  Leadership Skills  Management Skills  Charismatic Leadership MENTORING EXECUTIVE MENTORING
  6. 6. BASICS Methods and Tools for Mentoring Support strategy development through questioning Personal conduct: stress management, focus on objectives, conflict resolution Joint development of a list of priorities, processing urgent strategic issues and ensuring their handling Document progress and events, motivate through successes already achieved Support focus on goals and priorities, create a balance between professional and personal interests, stress management Questioning techniques Mental Techniques Organizing priorities Documenting successes Methods for self- management
  7. 7. BASICS The Role of the Mentor MENTOR SUPPORT MOTIVATE GUIDE ADVISE CHALLENGE FEEDBACK COUNSEL TRAIN Mentee
  8. 8. BASICS The Role of the Mentor THE MENTOR Tutors the mentee on specific topics. Coaches the mentee. Motivates the mentee to get out of their comfort zone. Gives the mentee useful feedback. Creates an environment conducive to risk taking. Ensures the mentee has the possibility to grow and develop. Focuses on the mentee's objectives and not their own agenda. Supports the mentee when these limits are exceeded.
  9. 9. BASICS Mentoring Limitations Mentor's inclination to give advice, rather than support a mentee's ability to find their own solutions Role ambiguity which creates a feeling of rivalry between mentor and mentee Difficulty in developing open and honest communication between mentor and mentee Lack of a reliable mentoring process The concept of mentoring can quickly take on a negative connotation without adequate support and professionalization of the mentoring process. The following reasons explain why:
  10. 10. BASICS Leadership Development MISSION AND VISION GOAL DEFINITION PROMOTE ATTRACTIVENESS IDENTIFICATION DEVELOPMENT COMMITMENT OF EXECUTIVES Leadership Development
  11. 11. BASICS Improving Various Skills Through Executive Mentoring Corporate and business skills Reflectionskills Innovation competence Network Competence Participants can leave "old" paths to discover new unknown paths that may be associated with risks Professional or personally important networks can be built, integrated and maintained The company is considered from different perspectives Various assessments are shared, developed and dealt with by partners
  12. 12. MENTORING OBJECTIVES Organizational Development Create opportunities for new contacts and networks. Utilize the organization's existing know-how. Share experience between different production units. Support company- wide, cross- hierarchical and cross-generational knowledge management. Build social capital.
  13. 13. LEADERSHIP DEVELOPMENT The Importance of Good Management to a Company This illustration shows that well- managed companies can achieve above- average customer and employee satisfaction. Returns are 4.4 times higher than average. Employee Satisfaction COSTUMERSATISFACTIONLowHigh Low High 2.0 2.7 2.7 4.4
  14. 14. LEADERSHIP DEVELOPMENT Structure of Leadership Development criteria Training Principle PrincipleofMost RESPECTED companies OUTLOOK Forward- thinking, geared towards challenges of the company Reactive, geared towards the demands and suggestions of trainers STRUCTURE Aimed at optimizing the business processes Many offers (varied catalogue) RESPONSIBILITY Optimization of business processes Attractive offers, budget is maintained PARTICIPANTS Deliberate selection of employees critical to success If possible, offer seminars to a large number of employees CONTENT AND TOPICS Oriented towards tasks, determined by line manager Follow trends, influenced by trainer
  15. 15. LEADERSHIP DEVELOPMENT Expectations of Management Increased customer and employee satisfaction is associated with an increase in returns INCREASED PERFORMANCE LOYALTY RESPONSIBILITY DISCIPLINE TEAM SPIRIT CONTINUED LEARNING Build trust and act as a role model Inspire and challenge employees Encourage initiative Act entrepreneurially Develop employee skills Communicate openly and fairly
  16. 16. LEADERSHIP DEVELOPMENT Implementation Expertise ACF Attention, control and focus EMM Emotion and mood management APP Anticipatory planning and problem solving GOS Goal-oriented self- discipline SCA Self-confidence and assertiveness
  17. 17. TYPES OF MENTORING Types of Mentoring According to Formal Criteria INTERNAL INFORMAL EXTERNAL TYPE OF MENTORING LOCATIONOF THE MENTOR Contact between mentor and mentee occurs organically and spontaneously within a company (situational mentoring). Contact between mentor and mentee takes place outside of the business environment and on their own initiative. FORMAL The mentoring relationship is organized and institutionalized e.g., through the initiative of the human resources department. Determining specific criteria for staff promotion takes place through external mentors (HR consultants).
  18. 18. TYPES OF MENTORING Mentoring Constellation Model by Stanley and Clinton Mentee External Mentoring Internal Mentoring Mentee learns and benefits from mentor's experience and expertise. Upward Mentoring Relationship between mentee and the next generation. Mentee serves as mentor. Downward Mentoring
  19. 19. MENTORING STYLES Various Executive Mentoring Styles SOUNDINGBOARDPERSONAL DEVELOPMENT INCREASE WORKPLACE EFFICIENCY TRANSITION The focus is on improving personal development. The mentor supports the mentee in focusing on specific skills. Encourage more flexibility when responding to varying needs in relationships. Support the mentee to utilize new skills in diverse situations. When the agenda changes from meeting to meeting.
  20. 20. MENTORING STYLES 3 Types of Executive Mentors – Elder Statesperson EXECUTIVES TURN TO AN ELDERSTATESPERSON WHEN: They are looking for a strong role model. Need someone with great experience and don't want to use a consultant. Are in need of a sounding board.
  21. 21. MENTORING PROCESS 4 Phases of the Mentoring Process SELECTIONPHASE Matching - Assignment of mentor and mentee Negotiation phase Commitment - Agreement on appointments, rules and topics Workphase Working Regularly scheduled meetings concerning specific agendas and schedules Impromptu and situation-specific support during crises and conflicts Assessment phase Evaluation - Final performance / Assessment
  22. 22. MENTORING PROCESS Meeting Procedure Welcome address, short personal exchange, clarify organizational questions What is the main topic of the meeting? Why is the meeting taking place and what is the objective? Outline issues and problems, determine the progression of topics THEMATIC DISCUSSION:  Clarify topics  Discuss topics  Specify responsibilities  Interim summary  Monitor issues  Take minutes Same process as with 1st topic Final summary, any possible delays and work assignments, distribute minutes Arrange new meeting, end current meeting Open the meeting Conclude meeting Result of meeting Centraltopics of meeting (2nd topic) Centraltopics of meeting (1st topic) Structurethe meeting Discuss motives
  23. 23. Click here to visit www.PresentationLoad.com DOWNLOAD POWERPOINT SLIDES

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