1.mentoring conversations that create insight
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BA 15 Chapter 4
This chapter discusses building high self-esteem. It defines self-esteem as a combination of self-efficacy and self-respect. Self-esteem develops from childhood experiences and is influenced throughout life. People with high self-esteem tend to feel competent and in control of their lives, while those with low self-esteem often feel unworthy and rely on external factors. The chapter provides ways to raise self-esteem such as setting goals, using positive self-talk, and seeking mentorship. Organizations can also help by making employees feel valued and empowered.
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BA 15 Chapter 4
This chapter discusses building high self-esteem. It defines self-esteem as a combination of self-efficacy and self-respect. Self-esteem develops from childhood experiences and is influenced throughout life. People with high self-esteem tend to feel competent and in control of their lives, while those with low self-esteem often feel unworthy and rely on external factors. The chapter provides ways to raise self-esteem such as setting goals, using positive self-talk, and seeking mentorship. Organizations can also help by making employees feel valued and empowered.
Why and How Mentoring Works
This document outlines seven keys to success for mentoring programs: 1) build a clear business case, 2) allow adequate planning time, 3) allocate sufficient resources, 4) promote the program to gain support, 5) prepare participants through training, 6) provide ongoing structure and follow-up, and 7) monitor and evaluate outcomes. It emphasizes the importance of strategic planning, resource allocation, training mentors and mentees, and ongoing evaluation to ensure mentoring programs achieve their objectives.
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This document discusses the importance of identifying and developing talent in the workplace. It notes that people who have the opportunity to use their talents at work are more engaged and productive. However, with rapid changes, lifelong learning is needed to develop new skills. The document advocates using strengths-based approaches to discover innate talents and build learning upon them, to boost engagement. It introduces Ann Rolfe, a certified coach who can help organizations identify and develop talent in their teams.
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Slide Deck by Ann Rolfe, Mentoring Works If you lead learning provide learning ladders. Learning ladders take us from where we are to where we want to be, they provide the steps to mastery. Learning ladders provide Something to reach for, something to hang on to, something to step up to and something for support.
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The cost of disengagement in Australia is $33.5 billion p.a. and the personal impact includes social and health issues So the question is, as managers and leaders, how do we discover talent? How do we develop it? How do we give people the opportunity to use it to do what they do best at work, so that they are engaged?
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This document lists photo credits for 9 different photographers including Thompson Rivers, Photo, Ed Yourdon, jdlasica, U. S. Fish and Wildlife Service - Northeast Region, kevin dooley, lecercle, timjmansfield, Hamed Saber, USACE HQ, and USDA NRCS South Dakota. It encourages the reader to get started creating their own presentation on SlideShare.
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The document summarizes various mentoring programs developed and delivered by Ann Rolfe of Mentoring Works over the past 20 years. It describes mentoring programs in career development for young professionals in the NSW government that assisted close to 1,000 people over 10 years. It also outlines mentoring for Aboriginal professionals in management positions, an apprenticeship program for an energy company, an e-mentoring program for women, and programs in business profitability, workplace safety, university leadership, and teacher education. It notes that mentoring increases the application of training from 20% to over 300% and can help with talent acquisition, retention, leadership development, and more.
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This document describes a mentoring program that uses online slidecasts to educate and inform users in a cost-effective and convenient manner. The program introduces learning modules that can be accessed simply using slidecasts. It offers short, engaging content and career development support through mentoring. The program can also be customized and specifications and interested users are encouraged to call for more details.
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- Progress among mentee businesses was mixed, with 26% reporting significant progress but 17% having minimal or no progress.
- Communication between mentors and mentees was satisfactory for 69% of mentees.
- 78% of mentees reported that planned site visits with their mentors were completed.
- Suggestions to improve the program included following up with past participants, aligning mentees and mentors in the same industries, avoiding time periods like December to January, and ensuring committed scheduling of meetings.
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The document discusses the importance of providing support and guidance to mentors through mentor training programs. It introduces Mentor-The-Mentor, a program that provides mentors with tips, tools and techniques from expert mentors. The program includes a mentor community, group mentoring sessions, an e-learning portal and resource center to ensure mentoring achieves its goals and outcomes. It offers mentors support to help mentoring relationships succeed.
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This document outlines 15 questions that need to be answered to ensure a mentoring program is successful. The questions cover determining the aim and return on investment of the program, who will participate and in what roles, how participants will be recruited and matched, how often they will meet, what skills training and activities will be included, how the program will be supported and managed, how the message will be communicated, how results will be measured, and how long it will take to prepare and implement. Answering these questions will help properly plan and structure a mentoring program.
3 Personal Strategic Planning
This document discusses tools for personal strategic planning and mentoring conversations. It provides a worksheet for personal strategic planning that guides reflecting on one's current reality, goals, and how to achieve goals. It emphasizes the importance of personal strategic planning for reducing stress, focusing efforts, setting meaningful goals, and maintaining integrity. It suggests writing a personal mission statement to discover one's purpose by reflecting on values, meditating, reviewing other statements, and listing and strategizing around one's roles. The overall document provides guidance on using personal strategic planning and mentoring conversations to clarify life priorities and direction.
6 How To Approach A Mentor
To approach a potential mentor, introduce yourself and your interest in their guidance. Listen to understand their perspective and availability before formally requesting their mentorship. Express gratitude for their time and maintain communication to cultivate a mutually beneficial relationship built on respect.
5. what to look for in a mentor
This document discusses what to look for in a mentor. An effective mentor should have life and business experience to offer advice, be actively engaged and accessible, maintain confidentiality, and help expand one's network. They should also be open, willing to share different perspectives, and guide mentees on what, why and how topics.
4. how to mentor
The document outlines the steps to effective mentoring which include establishing rapport, building trust, asking questions, listening, keeping confidences, being available, exploring issues, sharing information, helping set goals and make a plan of action, reflecting on outcomes, adjusting the plan or goal as needed, and continuing in a cycle of reflection, planning, and doing. The mentoring relationship uses these steps to work through issues and make progress toward goals.
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The document outlines the steps to effective mentoring which include establishing rapport, building trust, asking questions, listening, keeping confidences, being available, exploring issues with the mentee, sharing information, helping to set goals and make an action plan, reflecting on outcomes, adjusting the plan or goals if needed, and continuing in a cycle of reflection, planning, and taking action. The mentoring relationship uses this process to provide answers to mentees' questions.
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The document discusses the mentoring conversation model presented by Ann Rolfe. The model involves 4 stages: reflecting on one's current situation, envisioning where one wants to be, determining how to get there through action planning, and then implementing and learning from those actions. The goal of the mentoring conversation is to help mentees learn from their experiences and make informed decisions through an ongoing cycle of experience, reflection, action, and learning.
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This document outlines a mentoring model that initiates exploration, guides planning, facilitates learning, supports implementation, and encourages reflection to inform decisions and understand current reality. The mentoring model helps mentees explore options, plan their path, learn along the way, implement ideas, reflect on progress, and make informed choices based on their situation.
A Mentors Role
A mentor's role is to help a mentee by drawing out their ideas and knowledge, sharing expertise to help them develop new skills or understanding, pushing them outside their comfort zone in a supportive way, and accepting them without judgment.
The Mentoring Conversation
This document outlines a 4 step process for mentoring conversations: 1) Reflecting on the current reality or "Where am I now?", 2) Considering where one wants to be or "Where do I want to be?", 3) Determining how to get there or "How do I get there?", and 4) Checking progress or "How am I doing?".
The Mentoring Processs
This document outlines the mentoring process in 4 steps: 1) Current Reality where the mentor and mentee assess the mentee's current situation, 2) Reflection where they reflect on the mentee's strengths and areas for growth, 3) Informed Decisions where they make informed decisions on goals and actions based on steps 1-2, 4) Action where they agree on actions and tasks to work on the goals set in step 3.
Wcg Mentoring Launch Upload
The document describes a mentoring program called WISE. It provides details about the program such as its aims to assist people in their career paths, how mentoring benefits both mentors and mentees, and the key aspects of how the 12-month program will work, including matching mentors and mentees, workshops, and follow-up sessions. Interested individuals are instructed to submit an expression of interest by November 14th if they would like to participate.
Training Module 1
This document provides an introduction to mentoring. It discusses what it is like to be mentored, including the benefits mentees receive from having a mentor challenge and support them. It also outlines why one might want to get involved in mentoring as a mentor, noting advantages like personal growth, developing skills, and leaving a legacy. Finally, it describes the mentoring process, defining the roles of both mentor and mentee, and explaining that mentoring relationships are structured to help mentees set and achieve goals with a mentor's guidance and feedback.
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This document lists photo credits for 9 different photographers including Thompson Rivers, Photo, Ed Yourdon, jdlasica, U. S. Fish and Wildlife Service - Northeast Region, kevin dooley, lecercle, timjmansfield, Hamed Saber, USACE HQ, and USDA NRCS South Dakota. It encourages the reader to get started creating their own presentation on SlideShare.
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Why should you be or have a mentor? Based on Ann Rolfe's 20 years experience setting up mentoring programs, this presentation describes many benefits of mentoring for nurses but applicable for all professionals.
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The document discusses reasons why mentoring relationships fail and how to ensure success. Research identified 5 characteristics of failed relationships: poor communication, lack of commitment, personality differences, perceived or real competition, and the mentor's lack of experience. Correspondingly, 5 characteristics ensured success: reciprocity, mutual respect, clear expectations, personal connection, and shared values. The document recommends 5 steps for a successful mentoring relationship: build rapport, discuss expectations, create an agreement, understand it is a two-way relationship, and schedule reviews.
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The document summarizes various mentoring programs developed and delivered by Ann Rolfe of Mentoring Works over the past 20 years. It describes mentoring programs in career development for young professionals in the NSW government that assisted close to 1,000 people over 10 years. It also outlines mentoring for Aboriginal professionals in management positions, an apprenticeship program for an energy company, an e-mentoring program for women, and programs in business profitability, workplace safety, university leadership, and teacher education. It notes that mentoring increases the application of training from 20% to over 300% and can help with talent acquisition, retention, leadership development, and more.
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WorkCover Safe Business Is Good Business Mentor telephone survey
A telephone survey of mentees in a business mentoring program yielded the following results:
- Progress among mentee businesses was mixed, with 26% reporting significant progress but 17% having minimal or no progress.
- Communication between mentors and mentees was satisfactory for 69% of mentees.
- 78% of mentees reported that planned site visits with their mentors were completed.
- Suggestions to improve the program included following up with past participants, aligning mentees and mentors in the same industries, avoiding time periods like December to January, and ensuring committed scheduling of meetings.
Who Mentors The Mentors?
The document discusses the importance of providing support and guidance to mentors through mentor training programs. It introduces Mentor-The-Mentor, a program that provides mentors with tips, tools and techniques from expert mentors. The program includes a mentor community, group mentoring sessions, an e-learning portal and resource center to ensure mentoring achieves its goals and outcomes. It offers mentors support to help mentoring relationships succeed.
Mentoring plan your program
This document outlines 15 questions that need to be answered to ensure a mentoring program is successful. The questions cover determining the aim and return on investment of the program, who will participate and in what roles, how participants will be recruited and matched, how often they will meet, what skills training and activities will be included, how the program will be supported and managed, how the message will be communicated, how results will be measured, and how long it will take to prepare and implement. Answering these questions will help properly plan and structure a mentoring program.
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This document discusses tools for personal strategic planning and mentoring conversations. It provides a worksheet for personal strategic planning that guides reflecting on one's current reality, goals, and how to achieve goals. It emphasizes the importance of personal strategic planning for reducing stress, focusing efforts, setting meaningful goals, and maintaining integrity. It suggests writing a personal mission statement to discover one's purpose by reflecting on values, meditating, reviewing other statements, and listing and strategizing around one's roles. The overall document provides guidance on using personal strategic planning and mentoring conversations to clarify life priorities and direction.
6 How To Approach A Mentor
To approach a potential mentor, introduce yourself and your interest in their guidance. Listen to understand their perspective and availability before formally requesting their mentorship. Express gratitude for their time and maintain communication to cultivate a mutually beneficial relationship built on respect.
5. what to look for in a mentor
This document discusses what to look for in a mentor. An effective mentor should have life and business experience to offer advice, be actively engaged and accessible, maintain confidentiality, and help expand one's network. They should also be open, willing to share different perspectives, and guide mentees on what, why and how topics.
4. how to mentor
The document outlines the steps to effective mentoring which include establishing rapport, building trust, asking questions, listening, keeping confidences, being available, exploring issues, sharing information, helping set goals and make a plan of action, reflecting on outcomes, adjusting the plan or goal as needed, and continuing in a cycle of reflection, planning, and doing. The mentoring relationship uses these steps to work through issues and make progress toward goals.
4. How To Mentor
The document outlines the steps to effective mentoring which include establishing rapport, building trust, asking questions, listening, keeping confidences, being available, exploring issues with the mentee, sharing information, helping to set goals and make an action plan, reflecting on outcomes, adjusting the plan or goals if needed, and continuing in a cycle of reflection, planning, and taking action. The mentoring relationship uses this process to provide answers to mentees' questions.
3.The Mentoring Conversation
The document discusses the mentoring conversation model presented by Ann Rolfe. The model involves 4 stages: reflecting on one's current situation, envisioning where one wants to be, determining how to get there through action planning, and then implementing and learning from those actions. The goal of the mentoring conversation is to help mentees learn from their experiences and make informed decisions through an ongoing cycle of experience, reflection, action, and learning.
The Mentoring Model
This document outlines a mentoring model that initiates exploration, guides planning, facilitates learning, supports implementation, and encourages reflection to inform decisions and understand current reality. The mentoring model helps mentees explore options, plan their path, learn along the way, implement ideas, reflect on progress, and make informed choices based on their situation.
A Mentors Role
A mentor's role is to help a mentee by drawing out their ideas and knowledge, sharing expertise to help them develop new skills or understanding, pushing them outside their comfort zone in a supportive way, and accepting them without judgment.
The Mentoring Conversation
This document outlines a 4 step process for mentoring conversations: 1) Reflecting on the current reality or "Where am I now?", 2) Considering where one wants to be or "Where do I want to be?", 3) Determining how to get there or "How do I get there?", and 4) Checking progress or "How am I doing?".
The Mentoring Processs
This document outlines the mentoring process in 4 steps: 1) Current Reality where the mentor and mentee assess the mentee's current situation, 2) Reflection where they reflect on the mentee's strengths and areas for growth, 3) Informed Decisions where they make informed decisions on goals and actions based on steps 1-2, 4) Action where they agree on actions and tasks to work on the goals set in step 3.
Wcg Mentoring Launch Upload
The document describes a mentoring program called WISE. It provides details about the program such as its aims to assist people in their career paths, how mentoring benefits both mentors and mentees, and the key aspects of how the 12-month program will work, including matching mentors and mentees, workshops, and follow-up sessions. Interested individuals are instructed to submit an expression of interest by November 14th if they would like to participate.
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This document provides an introduction to mentoring. It discusses what it is like to be mentored, including the benefits mentees receive from having a mentor challenge and support them. It also outlines why one might want to get involved in mentoring as a mentor, noting advantages like personal growth, developing skills, and leaving a legacy. Finally, it describes the mentoring process, defining the roles of both mentor and mentee, and explaining that mentoring relationships are structured to help mentees set and achieve goals with a mentor's guidance and feedback.
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"Frontline Battles with DDoS: Best practices and Lessons Learned", Igor Ivaniuk
Northern Engraving | Modern Metal Trim, Nameplates and Appliance Panels
Northern Engraving | Modern Metal Trim, Nameplates and Appliance Panels
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From Natural Language to Structured Solr Queries using LLMs
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Getting the Most Out of ScyllaDB Monitoring: ShareChat's Tips
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"Scaling RAG Applications to serve millions of users", Kevin Goedecke
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inQuba Webinar Mastering Customer Journey Management with Dr Graham Hill
AI in the Workplace Reskilling, Upskilling, and Future Work.pptx
AI in the Workplace Reskilling, Upskilling, and Future Work.pptx
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Leveraging the Graph for Clinical Trials and Standards
"$10 thousand per minute of downtime: architecture, queues, streaming and fin...
"$10 thousand per minute of downtime: architecture, queues, streaming and fin...
GlobalLogic Java Community Webinar #18 “How to Improve Web Application Perfor...
GlobalLogic Java Community Webinar #18 “How to Improve Web Application Perfor...
[OReilly Superstream] Occupy the Space: A grassroots guide to engineering (an...
[OReilly Superstream] Occupy the Space: A grassroots guide to engineering (an...
Northern Engraving | Nameplate Manufacturing Process - 2024
Northern Engraving | Nameplate Manufacturing Process - 2024
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Dandelion Hashtable: beyond billion requests per second on a commodity server
1.mentoring conversations that create insight
- 1. A Minute On Mentoring Conversations That Ann Rolfe Create Insight
- 2. Ah Ha!
- 5. Conversations Create Insight
- 6. Informally
- 9. In a group or one-to-one
- 10. Not training ...
- 11. Not training ... ... a relationship
- 12. Personal and professional development
- 13. Mentoring Ann Rolfe conversations create insight www.mentoring-works.com