The document outlines an STM Mentoring Programme from 2017. It includes:
1. An agenda covering the objectives of the program, what mentoring is, qualities of good mentors, how the program works, establishing relationships, outcomes, and next steps.
2. Mentoring is guiding others based on experience, while coaching focuses on problem-solving. Good mentors are committed, approachable, and supportive in offering advice and contacts.
3. The program matches mentors and mentees, provides initial introductions and support, and evaluates outcomes which include professional and career development for both parties.
The document provides guidance on establishing and maintaining an effective mentoring relationship. It defines mentoring and differentiates it from coaching. It outlines the qualities of a good mentor, including being approachable, supportive, and willing to learn. It also describes the skills needed, such as communication, broadening the mentee's horizons, and being a role model. The document then explains how a mentoring program works, highlighting the importance of establishing clear expectations, goals, and guidelines in the initial meetings. Potential pitfalls and outcomes of successful partnerships are also reviewed. Next steps outlined are for the mentor and mentee to arrange their first meeting and agree upon objectives and a timeline.
The document outlines the objectives and deliverables for a mentoring program. It discusses establishing a mentoring relationship that is voluntary and based on accountability, partnership, and developing the mentee's career. It provides questions for initial meetings between the mentor and mentee to understand goals and challenges. It also describes the phases of the mentoring relationship from developing rapport to increasing independence. The document establishes the framework, timeline, and phases of the mentoring program to guide the mentee from dependency to empowerment.
The document outlines the objectives and deliverables of a mentoring program over multiple meetings. The program aims to help mentees with career mentoring, self-discovery, developing leadership skills, and long-term career goals. Mentors will provide guidance in areas like emotional intelligence, stress management, and professional development. The relationship will progress from an initial dependency phase to the mentee becoming empowered and able to self-mentor. Meetings will address challenges, validate goals, and monitor progress towards successful outcomes.
lesson 6 SS II Coaching & Mentoring.pptxclasshub4room
This document defines and compares coaching and mentoring. Coaching and mentoring are strategies that promote personal development and involve one-on-one communication to enhance skills, knowledge, or work performance. Coaching focuses on short-term goals, while mentoring emphasizes long-term development. Both use communication and questioning to facilitate growth, but mentoring also involves advocacy and role modeling.
Mentorship Virtual Training for Biomedical Engineers outlines a session on mentoring concepts and best practices. The document discusses mentoring as an intentional, nurturing relationship that supports career development and psychosocial growth. It describes the phases of mentoring, including preparing, negotiating, enabling, and coming to closure. Process skills like asking questions, reformulating statements, and providing feedback are reviewed. The document also covers mentoring approaches, potential problems, and ethics. The overall goal is to discuss how mentoring can enhance learning and maximize potential for both mentors and mentees.
The document discusses building a successful mentor program. It defines mentor and mentee roles, outlines the benefits of mentor programs, and shares lessons from the Austin Women's Council mentor program. Their program experienced challenges recruiting mentors and engaging professional members. Enhancements included clarifying roles, promoting the program through various channels, and bringing mentors together regularly to improve the program. The presentation aims to help others establish effective mentorship structures and strategies.
The document provides guidance for implementing a mentoring program within a local committee of AIESEC. It outlines who should serve as mentors and mentees, how they should be matched, the responsibilities of mentors, mentees, and the program leader, how often they should meet, and the timeline for rolling out the program. The goal is to encourage retention of new members and help them develop professionally through one-on-one mentoring relationships between more experienced and new committee members.
The document provides guidance on establishing and maintaining an effective mentoring relationship. It defines mentoring and differentiates it from coaching. It outlines the qualities of a good mentor, including being approachable, supportive, and willing to learn. It also describes the skills needed, such as communication, broadening the mentee's horizons, and being a role model. The document then explains how a mentoring program works, highlighting the importance of establishing clear expectations, goals, and guidelines in the initial meetings. Potential pitfalls and outcomes of successful partnerships are also reviewed. Next steps outlined are for the mentor and mentee to arrange their first meeting and agree upon objectives and a timeline.
The document outlines the objectives and deliverables for a mentoring program. It discusses establishing a mentoring relationship that is voluntary and based on accountability, partnership, and developing the mentee's career. It provides questions for initial meetings between the mentor and mentee to understand goals and challenges. It also describes the phases of the mentoring relationship from developing rapport to increasing independence. The document establishes the framework, timeline, and phases of the mentoring program to guide the mentee from dependency to empowerment.
The document outlines the objectives and deliverables of a mentoring program over multiple meetings. The program aims to help mentees with career mentoring, self-discovery, developing leadership skills, and long-term career goals. Mentors will provide guidance in areas like emotional intelligence, stress management, and professional development. The relationship will progress from an initial dependency phase to the mentee becoming empowered and able to self-mentor. Meetings will address challenges, validate goals, and monitor progress towards successful outcomes.
lesson 6 SS II Coaching & Mentoring.pptxclasshub4room
This document defines and compares coaching and mentoring. Coaching and mentoring are strategies that promote personal development and involve one-on-one communication to enhance skills, knowledge, or work performance. Coaching focuses on short-term goals, while mentoring emphasizes long-term development. Both use communication and questioning to facilitate growth, but mentoring also involves advocacy and role modeling.
Mentorship Virtual Training for Biomedical Engineers outlines a session on mentoring concepts and best practices. The document discusses mentoring as an intentional, nurturing relationship that supports career development and psychosocial growth. It describes the phases of mentoring, including preparing, negotiating, enabling, and coming to closure. Process skills like asking questions, reformulating statements, and providing feedback are reviewed. The document also covers mentoring approaches, potential problems, and ethics. The overall goal is to discuss how mentoring can enhance learning and maximize potential for both mentors and mentees.
The document discusses building a successful mentor program. It defines mentor and mentee roles, outlines the benefits of mentor programs, and shares lessons from the Austin Women's Council mentor program. Their program experienced challenges recruiting mentors and engaging professional members. Enhancements included clarifying roles, promoting the program through various channels, and bringing mentors together regularly to improve the program. The presentation aims to help others establish effective mentorship structures and strategies.
The document provides guidance for implementing a mentoring program within a local committee of AIESEC. It outlines who should serve as mentors and mentees, how they should be matched, the responsibilities of mentors, mentees, and the program leader, how often they should meet, and the timeline for rolling out the program. The goal is to encourage retention of new members and help them develop professionally through one-on-one mentoring relationships between more experienced and new committee members.
An effective mentoring program supports leadership development and healthy workplace relationships. It fosters succession planning and requires management and employee commitment. The presentation defines mentoring, distinguishes it from coaching, and outlines the importance for organizations, mentors, and mentees. It discusses characteristics of effective mentoring relationships and roles of mentors in providing guidance, sharing experience, and helping mentees understand organizational culture. The presentation provides templates for mentoring sessions and answers frequently asked questions about establishing and evaluating successful mentoring relationships.
Mentoring is very important aspect in organization management for proper grooming, growth and development of new entrant in an organization.This presentation will introduce u about the various aspects,method ad straties of mentoring.
Practice Paper: Addressing FAQs About MentoringAnnie Lo
This practice paper was prepared by Mr. Stanley Chak to share his insights on mentoring. Mr. Chak holds an MBA (Henley Management College) and an MS in E-Commerce Management (The Hong Kong University of Science & Technology).
AMA Alliance Mentoring 101 - Developing Leadership in Your Allianceamaalliance
The document provides guidance on developing mentoring programs and relationships within the AMA Alliance. It discusses establishing clear expectations and goals when forming mentoring pairs. The document emphasizes empowering mentees by asking questions, giving them responsibility, and providing constructive feedback to help them grow as leaders. Successful mentoring is presented as a two-way relationship that benefits both the mentor and mentee.
This document discusses mentoring and the benefits it provides for universities, mentors, and mentees. It introduces Edinburgh Napier University's mentoring program, which aims to facilitate mentee development and career growth through one-on-one relationships. The program has worked to establish regular mentor-mentee meetings and a review process. While the program has seen engagement and matching success, organizers note areas for improvement include establishing systems and training earlier. Next steps include aligning coaching and auditing mentoring activity, growing the program organically, and developing mentors.
The document summarizes key aspects of training mentors for quality mentoring programs. It discusses that mentor training is vital and should include topics like program rules, building relationships, ethics and closure. Training should focus on developing relationship skills and last a minimum of two hours. Effective training enforces program values, minimizes risk, and raises awareness of the skills and knowledge needed for successful mentoring through strategies like lecture, role play and interactive activities.
The document provides information about mentoring within AIESEC. It discusses what mentoring is, its purpose and benefits for both mentors and mentees. It outlines where mentoring fits into the AIESEC experience, including taking on responsibilities, leadership roles, working abroad and future career preparation. It provides guidance on identifying suitable mentors and mentees, establishing expectations and goals, the stages of a mentoring relationship, topics for meetings, and evaluating the mentoring relationship.
Foursight Presentation on Leadership Development Program OfferingsJudith Laws
Developing effective leaders is important in a VUCA world. There are several options for leadership development, including training programs, coaching with 360-degree feedback, team coaching, and creating a coaching culture. Leadership development programs sometimes fail when they overlook context, decouple reflection from real work, underestimate mindsets, or fail to measure results. Case studies demonstrate how different development options can be successfully implemented and positively impact both individuals and teams.
Mentoring in the workplace provides benefits such as increased job satisfaction, improved teamwork, higher staff retention, and stronger professional networks. Effective mentoring programs pair less experienced employees with more experienced mentors within the company and provide training and structured activities. Some keys to implementing a successful mentoring initiative include setting clear goals, focusing on specific skills, choosing the right mentor-mentee pairs, utilizing collaboration tools, and collecting ongoing feedback to evaluate progress.
For young professionals, having a mentor is often encouraged and touted; however, knowing how to find and effectively engage in such relationships is not necessarily easy or intuitive. This panel draws on primary and secondary research funded by the Plank Center for Leadership in Public Relations, the expertise of an employee engagement expert, and a public relations professional with experience in both corporate and agency settings to help attendees better understand and navigate mentoring relationships. Panelists will share both personal experiences and research insights derived from a survey of more than 400 millennial PR professionals; interviews with 50+ PR professionals and students across five countries; and a review of nearly 200 mentoring studies and articles. Specific topics include best organizational and interpersonal mentoring practices, mentoring’s role in growing diverse organizations and mentoring’s connection to leadership development.
By the end of this session, participants will be able to:
• Define what research tells us about mentorship’s value to PR practitioners in both the U.S. and abroad, and its link to PR leadership.
• Reflect on the different kinds of mentors (personal, academic, professional) and will learn about the importance of mentorship in growing diverse, inclusive workplaces.
• Analyze the 10 best organizational and interpersonal mentoring practices and will receive practical tips and advice for building and fostering them.
Features public relations professionals:
- Keith Burton, principle, Grayson Emmett Partners
- Dr. Diana Martinelli, professor and administrator, West Virginia University
- Alicia Thompson, managing director, Porter Novelli
Singapore career mentoring induction for mentees 5 march 2015RMIT University
This document provides information about RMIT University's Singapore Career-Mentoring Program student introduction session. It introduces the two mentors, Mr. Niranjana Kumararaj and Ms. Seva Shanjini Kunasekaran, and outlines the session which covers what mentoring is, the program objectives, time commitments, mentoring topics, and the matching and mentoring process. The program aims to help students transition from university to their professional careers through a 12-week one-on-one mentoring relationship with an experienced industry professional.
This document provides information about the West Lothian leadership development programme including its aims, elements, key documents, session overviews, and the roles of coaches. The programme aims to increase leadership capacity, support for project leaders, and embed a coaching culture. It involves self-evaluation, leadership projects, coaching sessions, and maintaining a learning journal. Coaches are meant to support and challenge participants by using a non-directive approach focused on strengths, questioning, and accountability. The GROW model is presented as a framework for coaching sessions.
Mentoring programs can support specific groups, learning programs, individuals, and organizations through change or transition. They aim to identify and develop potential, induct staff more quickly, improve retention, support underrepresented groups, and encourage personal and professional growth. A mentor guides a mentee's career development through coaching, advising, promoting, and acting as a role model, advisor, and supporter. Effective mentoring relationships establish goals and expectations, provide guidance and feedback, and eventually redefine the relationship as the mentee gains experience and independence.
This document discusses mentoring in human resource management. It defines mentoring as a training system where a senior employee acts as an advisor and counselor to a junior employee. Mentoring aims to provide support and feedback to help mentees improve their skills and advance their careers. There are different types of mentoring relationships including peer, group, formal/informal, and special project mentoring. The benefits of mentoring include greater career clarity, access to new networks and resources, and increased career success. Coaching differs from mentoring in that it is task-oriented and short-term, while mentoring is relationship-oriented and long-term.
The document outlines a draft leadership competency model for the State of California. It includes 13 competency clusters with descriptions of competencies expected at different leadership levels (first-level supervisor, second-level supervisor, manager). The competency model was developed based on expert panels, interviews with high performers, reviews of existing models, and surveys. Guiding principles include aligning with state strategies and culture and integrating into HR processes.
Mentorship and coaching are both development relationships, but differ in their structure and focus. Mentoring is a more informal relationship focused on overall development, while coaching is a more formal, structured relationship centered on improving specific skills and goals. Both provide benefits like skills development, improved performance and relationships, and a cost-effective way to develop employees. The GROW model provides a framework for coaching conversations, focusing on goals, current reality, options or opportunities, and deciding on a way forward. Regular coaching meetings using questions from this model help employees develop, overcome challenges, and progress toward their goals.
The document proposes a conceptual framework for a pilot mentor program at GRIDCo. The program would pair 20-25 new engineer and technician hires with mentors. The objectives are to assist mentees' professional development through coaching, challenging assignments, and exposure. Benefits include improving skills, motivation, and knowledge transfer. The framework defines mentor and mentee roles and responsibilities, and provides guidelines for recruitment, matching, meetings, and program management. The goal is to evaluate the pilot program before expanding it organization-wide.
Presentation at the HEA-funded workshop 'Using active and experiential Learning to improve student employability in Business and Marketing'.
This workshop was aimed at colleagues seeking ideas and advice about incorporating active and experiential learning into the marketing curriculum or wishing to improve upon current practice. The workshop identified various approaches which enable students to gain valuable employability skills and considered the benefits and disadvantages of these approaches.
This presentation is part of a related blog post that provides an overview of the event: http://bit.ly/NanSOJ
For further details of the HEA's work on active and experiential learning in the Social Sciences, please see: http://bit.ly/17NwgKX
This document discusses mentoring and inclusive mentoring. It defines mentoring as a long-term relationship that supports a mentee's growth and development through guidance, counselling, teaching and role modelling. Inclusive mentoring is designed to promote diversity and find hidden talent by removing barriers to career progression. The document outlines the importance of inclusive mentoring, common oversights in mainstream programs, and provides steps for effectively implementing an inclusive mentoring program through mission planning, infrastructure development, and human resources considerations.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
More Related Content
Similar to 2017_05_05_mentoring_webinar_presentation_2017_Mentors.pptx
An effective mentoring program supports leadership development and healthy workplace relationships. It fosters succession planning and requires management and employee commitment. The presentation defines mentoring, distinguishes it from coaching, and outlines the importance for organizations, mentors, and mentees. It discusses characteristics of effective mentoring relationships and roles of mentors in providing guidance, sharing experience, and helping mentees understand organizational culture. The presentation provides templates for mentoring sessions and answers frequently asked questions about establishing and evaluating successful mentoring relationships.
Mentoring is very important aspect in organization management for proper grooming, growth and development of new entrant in an organization.This presentation will introduce u about the various aspects,method ad straties of mentoring.
Practice Paper: Addressing FAQs About MentoringAnnie Lo
This practice paper was prepared by Mr. Stanley Chak to share his insights on mentoring. Mr. Chak holds an MBA (Henley Management College) and an MS in E-Commerce Management (The Hong Kong University of Science & Technology).
AMA Alliance Mentoring 101 - Developing Leadership in Your Allianceamaalliance
The document provides guidance on developing mentoring programs and relationships within the AMA Alliance. It discusses establishing clear expectations and goals when forming mentoring pairs. The document emphasizes empowering mentees by asking questions, giving them responsibility, and providing constructive feedback to help them grow as leaders. Successful mentoring is presented as a two-way relationship that benefits both the mentor and mentee.
This document discusses mentoring and the benefits it provides for universities, mentors, and mentees. It introduces Edinburgh Napier University's mentoring program, which aims to facilitate mentee development and career growth through one-on-one relationships. The program has worked to establish regular mentor-mentee meetings and a review process. While the program has seen engagement and matching success, organizers note areas for improvement include establishing systems and training earlier. Next steps include aligning coaching and auditing mentoring activity, growing the program organically, and developing mentors.
The document summarizes key aspects of training mentors for quality mentoring programs. It discusses that mentor training is vital and should include topics like program rules, building relationships, ethics and closure. Training should focus on developing relationship skills and last a minimum of two hours. Effective training enforces program values, minimizes risk, and raises awareness of the skills and knowledge needed for successful mentoring through strategies like lecture, role play and interactive activities.
The document provides information about mentoring within AIESEC. It discusses what mentoring is, its purpose and benefits for both mentors and mentees. It outlines where mentoring fits into the AIESEC experience, including taking on responsibilities, leadership roles, working abroad and future career preparation. It provides guidance on identifying suitable mentors and mentees, establishing expectations and goals, the stages of a mentoring relationship, topics for meetings, and evaluating the mentoring relationship.
Foursight Presentation on Leadership Development Program OfferingsJudith Laws
Developing effective leaders is important in a VUCA world. There are several options for leadership development, including training programs, coaching with 360-degree feedback, team coaching, and creating a coaching culture. Leadership development programs sometimes fail when they overlook context, decouple reflection from real work, underestimate mindsets, or fail to measure results. Case studies demonstrate how different development options can be successfully implemented and positively impact both individuals and teams.
Mentoring in the workplace provides benefits such as increased job satisfaction, improved teamwork, higher staff retention, and stronger professional networks. Effective mentoring programs pair less experienced employees with more experienced mentors within the company and provide training and structured activities. Some keys to implementing a successful mentoring initiative include setting clear goals, focusing on specific skills, choosing the right mentor-mentee pairs, utilizing collaboration tools, and collecting ongoing feedback to evaluate progress.
For young professionals, having a mentor is often encouraged and touted; however, knowing how to find and effectively engage in such relationships is not necessarily easy or intuitive. This panel draws on primary and secondary research funded by the Plank Center for Leadership in Public Relations, the expertise of an employee engagement expert, and a public relations professional with experience in both corporate and agency settings to help attendees better understand and navigate mentoring relationships. Panelists will share both personal experiences and research insights derived from a survey of more than 400 millennial PR professionals; interviews with 50+ PR professionals and students across five countries; and a review of nearly 200 mentoring studies and articles. Specific topics include best organizational and interpersonal mentoring practices, mentoring’s role in growing diverse organizations and mentoring’s connection to leadership development.
By the end of this session, participants will be able to:
• Define what research tells us about mentorship’s value to PR practitioners in both the U.S. and abroad, and its link to PR leadership.
• Reflect on the different kinds of mentors (personal, academic, professional) and will learn about the importance of mentorship in growing diverse, inclusive workplaces.
• Analyze the 10 best organizational and interpersonal mentoring practices and will receive practical tips and advice for building and fostering them.
Features public relations professionals:
- Keith Burton, principle, Grayson Emmett Partners
- Dr. Diana Martinelli, professor and administrator, West Virginia University
- Alicia Thompson, managing director, Porter Novelli
Singapore career mentoring induction for mentees 5 march 2015RMIT University
This document provides information about RMIT University's Singapore Career-Mentoring Program student introduction session. It introduces the two mentors, Mr. Niranjana Kumararaj and Ms. Seva Shanjini Kunasekaran, and outlines the session which covers what mentoring is, the program objectives, time commitments, mentoring topics, and the matching and mentoring process. The program aims to help students transition from university to their professional careers through a 12-week one-on-one mentoring relationship with an experienced industry professional.
This document provides information about the West Lothian leadership development programme including its aims, elements, key documents, session overviews, and the roles of coaches. The programme aims to increase leadership capacity, support for project leaders, and embed a coaching culture. It involves self-evaluation, leadership projects, coaching sessions, and maintaining a learning journal. Coaches are meant to support and challenge participants by using a non-directive approach focused on strengths, questioning, and accountability. The GROW model is presented as a framework for coaching sessions.
Mentoring programs can support specific groups, learning programs, individuals, and organizations through change or transition. They aim to identify and develop potential, induct staff more quickly, improve retention, support underrepresented groups, and encourage personal and professional growth. A mentor guides a mentee's career development through coaching, advising, promoting, and acting as a role model, advisor, and supporter. Effective mentoring relationships establish goals and expectations, provide guidance and feedback, and eventually redefine the relationship as the mentee gains experience and independence.
This document discusses mentoring in human resource management. It defines mentoring as a training system where a senior employee acts as an advisor and counselor to a junior employee. Mentoring aims to provide support and feedback to help mentees improve their skills and advance their careers. There are different types of mentoring relationships including peer, group, formal/informal, and special project mentoring. The benefits of mentoring include greater career clarity, access to new networks and resources, and increased career success. Coaching differs from mentoring in that it is task-oriented and short-term, while mentoring is relationship-oriented and long-term.
The document outlines a draft leadership competency model for the State of California. It includes 13 competency clusters with descriptions of competencies expected at different leadership levels (first-level supervisor, second-level supervisor, manager). The competency model was developed based on expert panels, interviews with high performers, reviews of existing models, and surveys. Guiding principles include aligning with state strategies and culture and integrating into HR processes.
Mentorship and coaching are both development relationships, but differ in their structure and focus. Mentoring is a more informal relationship focused on overall development, while coaching is a more formal, structured relationship centered on improving specific skills and goals. Both provide benefits like skills development, improved performance and relationships, and a cost-effective way to develop employees. The GROW model provides a framework for coaching conversations, focusing on goals, current reality, options or opportunities, and deciding on a way forward. Regular coaching meetings using questions from this model help employees develop, overcome challenges, and progress toward their goals.
The document proposes a conceptual framework for a pilot mentor program at GRIDCo. The program would pair 20-25 new engineer and technician hires with mentors. The objectives are to assist mentees' professional development through coaching, challenging assignments, and exposure. Benefits include improving skills, motivation, and knowledge transfer. The framework defines mentor and mentee roles and responsibilities, and provides guidelines for recruitment, matching, meetings, and program management. The goal is to evaluate the pilot program before expanding it organization-wide.
Presentation at the HEA-funded workshop 'Using active and experiential Learning to improve student employability in Business and Marketing'.
This workshop was aimed at colleagues seeking ideas and advice about incorporating active and experiential learning into the marketing curriculum or wishing to improve upon current practice. The workshop identified various approaches which enable students to gain valuable employability skills and considered the benefits and disadvantages of these approaches.
This presentation is part of a related blog post that provides an overview of the event: http://bit.ly/NanSOJ
For further details of the HEA's work on active and experiential learning in the Social Sciences, please see: http://bit.ly/17NwgKX
This document discusses mentoring and inclusive mentoring. It defines mentoring as a long-term relationship that supports a mentee's growth and development through guidance, counselling, teaching and role modelling. Inclusive mentoring is designed to promote diversity and find hidden talent by removing barriers to career progression. The document outlines the importance of inclusive mentoring, common oversights in mainstream programs, and provides steps for effectively implementing an inclusive mentoring program through mission planning, infrastructure development, and human resources considerations.
Similar to 2017_05_05_mentoring_webinar_presentation_2017_Mentors.pptx (20)
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Top 10 Free Accounting and Bookkeeping Apps for Small BusinessesYourLegal Accounting
Maintaining a proper record of your money is important for any business whether it is small or large. It helps you stay one step ahead in the financial race and be aware of your earnings and any tax obligations.
However, managing finances without an entire accounting staff can be challenging for small businesses.
Accounting apps can help with that! They resemble your private money manager.
They organize all of your transactions automatically as soon as you link them to your corporate bank account. Additionally, they are compatible with your phone, allowing you to monitor your finances from anywhere. Cool, right?
Thus, we’ll be looking at several fantastic accounting apps in this blog that will help you develop your business and save time.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
2. Rachel Moriarty – Computer Science Editor at
Springer Nature
Jason Mitchell – Publishing Services Manager at
Elsevier
Mandeep Kundi – Learning and Development
Manager at BMJ
Introductions
3. 1. Objectives of the STM Mentoring Program
2. What is mentoring?
3. Qualities of Good Mentors
4. How does it work?
5. How to establish a good mentoring relationship
6. Reverse Mentoring
7. Outcomes for successful mentoring partnerships
8. Next Steps
9. Support and Useful Links
10. Questions & Answers
Agenda
4. • To articulate the benefits of Mentoring to the wider Publishing Industry
• To facilitate the creation of successful relationships between Mentors
and Mentees
• To provide guidance and support that ensures Mentors and Mentees
benefit from the process
• To evaluate the effectiveness of the Scheme and identify refinement for
future delivery
Overall Objectives of the STM Mentoring Program
5. Mentoring
• Guiding and assisting by giving advice based on the mentors' experience
• Usually provided by someone more senior who knows the organisation/role
• A more informal approach
• Objectives and outcomes desirable but not essential
Coaching
• Helping someone to find solutions through the 'coachee's' own experiences
• Advice is not given but problems are solved by the 'coachee'
• A structured approach with defined outcomes
What is mentoring and how is it different to coaching?
6. • Fully committed to mentoring
• Approachable and positive
• Non-judgemental
• Supportive - offers to review work, suggests useful
contacts
• Constructive - suggests things that may have helped
in the past
• Willing to learn – reverse mentoring
Sir Bobby Charlton
& David Beckham
Dr Martin Luther King
& Jesse Jackson
The qualities of a good mentor
7. Relationship building & Communication skills
• Inspires trust
• Good listening skills
• Asks questions and gives advice
• Story teller
• Good role model
• A good motivator
Broadening the horizon
• Encourages the mentee to bring topics to the table
• Facilitates focus on long-term professional
development
• Explores wider range of alternatives with mentee to
aid decision making
Warren Buffet & Michael Lee-Chin
Pam Shriver & Venus Williams
The skills of a good mentor
9. • First meeting - objectives
• Establish what it isn't about
• Identify broad topics not specific outcomes
• Setting expectations
• Template document to assist first steps
• Confidentiality and boundaries
• Conflicts of interest
• Meeting format, location, timing and frequency
We suggest you allow 2 hours for your first meeting and 1 hour per session thereafter
How to establish a working contract and ground rules?
10. Mentoring process:
• Not knowing what to talk about or talking too much!
• No defined end point/periodic review
• Irregular and postponed meetings
• Confusion of roles
Breach of contract/ground rules:
• Being indiscreet
• Not questioning: is it working?
• Avoiding terminating the relationship, should it become
toxic
Mentoring context:
• Cultural differences
• Virtual mentoring: finding the right technology
Common pitfalls
12. Outcomes for successful mentoring partnerships
For Mentors
• Gain insights from mentee’s background
• Gains satisfaction in sharing expertise with others
• Re-energizes their own career
• Learns more about other areas of the organisation and industry
13. Outcomes for successful mentoring partnerships
For Mentors and Mentees
• Enhances professional development
• Gain from exposure to other organisational cultures
• Creating a mentoring culture promotes individual employee
growth and development
• Breaks down the "silo" mentality
• Elevates knowledge transfer
• Enhances strategic business initiatives
• Encourages staff retention and reduces turnover costs
15. • Arrange first meeting, if you have not already done so
• Review Learning Style Questionnaire and support Mentee with
outcome
• Let your teams/Line Manager know you are involved in the program
• Source resources and handy hints to help you
• Agree desired objectives and outcomes with Mentee, along with a
provisional timeline for relationship (suggestion: 10 to 12 months)
• Contact the STM Mentoring Team if you have any questions!
What happens next?
16. • Prepare for Meeting
“My advice for the next class of mentors would be to have some guidelines or sample topics/conversations prepared”
“We chat once a month on topics that he brings to the table and emails me in advance of meetings”
• Agree Meeting Structure
“My mentor and I got along really, really well, but without a formal structure in place and with both of us being very busy,
it just didn’t take off”
• Review
“I wouldn’t have minded a little bit of homework either to encourage reflection on what my objectives were and how
these were met throughout the relationship”
“I didn’t even realize that we are coming to a close in a few weeks; in other words, for me the mentee/mentor
relationship is going well, but I had lost sight of the timeframe vis-à-vis the official program”
“Feedback on my coaching skills might be nice too – has it been worthwhile for my mentee?”
• Enjoy the process!
“I love my mentees. Each of them is great in her own way. I've learned things from all of them, and hopefully I've been
helpful to them. I definitely want to keep in touch with them after the trial period ends”
“Thanks for having me as a part of the program! I’ve really enjoyed being a part of it.”
Comments from past participants
17. • Line managers need to be aware and supportive
of the mentoring relationship
• Line managers perform general check in on
progress but do not go into the detail
• Line managers should acknowledge that
mentoring relationships are part of their team
member's development
• Your HR department may be able to support
Support
18. • STM Mentoring Committee - contact
• Learning Styles Questionnaire - here
• Mentoring Guidance Document – here
• Book – Everyone Needs a Mentor,
http://www.emccouncil.org/
Contacts and Resources
RM
My name is Jason Mitchell, and I am PSM at Elsevier Content Reference and I have been involved with STM since 2014.
RM
MK
MK
MK
MK
MK/JM So how does the STM mentoring scheme work? To start with, the committee prepared the ground for mentors and mentees to register their interest to take part. We had an excellent level of interest in the mentoring scheme, following on from the 2016 pilot scheme, with an even higher number of mentor and mentee applicants.
The committee then met on at least 3 occasions to look through the background, current roles, skillsets and mentoring goals from each registered application and carefully matched the mentees to that of the mentors. I think it’s fair to say that this is the most detailed part of the process, with the committee taking the most care and attention to it in terms of doing our utmost to get the matching right, so that not only do they complement each other as much as possible there is also the possibility of the mentor being the right person to confidently communicate and potentially stretch their mentee.
JM Establishing the ground rules for your mentoring relationship is really important and we would recommend that this forms the basis of your first meeting or call with the mentee.
It’s best to have the Mentee go over the basics at this point. What are their objectives and why? What do they want to achieve and by the end of it, what knowledge or skillset do they want to have accomplished? It would be good to get the mentee to talk through their stated goals and ask questions around that.
Establlsh what this isn’t about. So you as Mentors are not expected to be on call 24/7 over the next 6 months. Neither are you expected to solve all of their problems. The mentoring relationship is instead about regular, perhaps monthly pre-arranged meetings to guide the mentee on the path towards achieving their own goals through their own efforts. The onus is on them.
It would be good to talk about broad topics at this point, so touch upon key themes or topics but at this stage not in any great detail. That will happen as you go along and develop more contact and understanding of each other.
Setting expectations: So, as mentioned, this first meeting will confirm the mentee’s initial development objectives and immediate goal(s), agree mutual expectations and help clarify both parties’ roles from the outset; covering issues of confidentiality, boundaries, style of mentoring, and how/when you decide to contact each other outside of arranged meetings.
Confidentiality is of course a prerequisite on both sides. You may become privy to activities going on within other STM organisations, they may be your competitor, but we ask that you retain that information only for the purposes of aiding your mentee. Trust is a vital component of the mentoring relationship.
JM It is rare but mentoring relationships do not always work out as intended. It’s worth recognising that not every mentorship will work out, for all of these reasons, and it may well be fairer to recognise that it is going awry, and why that is, and if necessary bringing it to an end. Of course we hope this does not happen, and we on the STM committee would like to be informed and make efforts to rectify the situation, but will of course respect the feelings of both parties if this arises.
MK
JM Increased satisfaction and motivation from ‘giving back’ to the industry and helping others to achieve their professional goals.
Development of leadership, management, coaching and listening skills.
Learning from the insights, ideas and different perspectives provided by mentees.
Feeling valued from being able to share knowledge and experience.
Increased recognition at both personal and corporate levels within the STM publishing industry.