Our way of “Mentoring” desires to affect higher rates of stability and satisfaction in a changing business landscape that calls the mentee into new collaborative relationships and new systems of delivery.
Mentoring is an effort to integrate the formation dimensions of Spiritual development, Business development, Intellectual development, and Human development as the mentee moves into a new phase of his/her life.
Improve the effectiveness of behavior based selection by incorporating competency modeling into selection and also training, performance management and succession planning
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Explore the important factors to consider when integrating social media into your recruiting strategy.
This presentation covers:
1) Critical factors when considering social media
2) How to set the appropriate foundation
3) Execution Framework
4) Tool Consideration
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SPL Strategic Plan Preparing Team Final ReportJim Loter
The Seattle Public Library’s Leadership Team chartered a Strategic Plan Preparing Team (SPPrT) with the broad goal of setting the stage for strategic plan implementation by developing recommendations to support an organizational culture of innovation.
Explore the important factors to consider when integrating social media into your recruiting strategy.
This presentation covers:
1) Critical factors when considering social media
2) How to set the appropriate foundation
3) Execution Framework
4) Tool Consideration
Design groups the world over are littered with the remains of design process initiatives gone horribly useless. But, unless you are a one man band — and, let’s face it, few of us are — getting a group of designers, developers, and business owners to get a design out the door can feel like herding cats.
What’s a designer to do? Change our framework. Design process is not a technical problem to be solved (like designing a clock) but an living emergent system (like a cloud) to be exposed, evaluated and iterated.
Branding projects: Creating identity & ownership your team can get behindAlison Sigmon, M.Ed., PMP
Branding does not rest solely with a company. Brand offers unique value that people can get excited about and get behind. A project with a branded identity creates clarity and ownership among stakeholders. Get some tips for creating a compelling project brand that will rally teams for even the less popular projects.
It is essencial to safeguard the value and current recognition of the CE marking by implementing the CPR in a way that the identification of construction products are characterized by the declared performance based on a harmonized technical assessment being the result of national consent.
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An approach to implementing Web 2.0 using Communities of Practice. Describes the process and deliverables involved in establishing a Community of Practice.
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A brief presentation about Annual Performance Management. Performance Appraisal cycle, how to set objective, how to give constructive feedback, and finally feedback Dos and Don'ts
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2. Charter
Objectives Meeting 1 to 3: Deliverables
Our mentoring relationship is voluntary 1. What is it that you really want to be and do?
Mentor can teach, not just do 2. What are you doing really well that is helping you get there?
Mentor and mentee are accountable for their participation 3. What are you not doing well that is preventing you from getting there?
Mentoring is a partnership and a formal long term relationship 4. What will you do different tomorrow to meet those challenges?
Career Mentoring 5. How can the mentor help / where do you need the most help?
Responsibility of confidentiality, trust and respect
Resources Meeting 4 to 8: Deliverables
Mentor: Identify your needs and wants Self-discovery and unleashing as yet unrealised potential:
•Peter Schellinck Invigorate to consider new approaches and •Uncover your leadership skills
other ways that could be useful for you •Stay connected to your vision so you can easily walk the path to success –
Mentee: and your organisation in leadership, in your business, in your community, personally and
•… Innovate by developing creative solutions professionally
with your team •Achieve team synergy
Sponsor: Integrate your goals with your team •Discover and understand “Emotional Intelligence”
•…. Implement an agreed course of actions and •Manage cultural/organisational/workplace diversity
monitor progress to a successful •Develop long-term career and personal goals for work/life balance
outcome •Identify stress factors and develop appropriate stress management
strategies
•Identify a range of ongoing professional/personal development options
Scope :
• Create a “gift culture” •Meeting 9 & 10: Deliverables
• Start with specific work needs •Taylor made closing sessions
• Make it two-way •Networking incl. one on one’s with 2 renown Board Members
Results and Targets Goals
• At all times the mentor must listen with intent to understand rather • Mastering and embracing change
then respond. • Thinking like an entrepreneur
• The mentor should always be there for the mentee: one – on – one, • Managing your own career
phone and email. • Promoting yourself
• Secure that all important human feeling of well being. • Lifelong learning and wisdom
3. Proposed Initiatives - Timelines
Aug + Sept Oct 2012 Dec 2012 Jan 2013 Mar + Apr Jun + Jul + Sept + Oct + Dec
2012 2013 2013
1 + 1 1 Meeting 2 1 Meeting 1 + 1 1 + 1 + 1 + 1 Meetings
Meetings Meetings 1 Network Meeting 1 Network
Initiatives
deployment,
quick-wins
Closing Day
identification & Review Day
implementation Instal
l Monitor and adjust Reporting and Follow through
Target and
Timelines
Validation of
Install Control
Synergies
Mentoring
Architecture Design Install Testing Monitor and adjust
Design Pre Mentoring Install Core Mentoring
Phase Phase Control
Mentoring
Operations
Monitor and
Design Install adjust Control
Reaching
Goals
Design Install Control
Closure
4. Mentoring Architecture
Knowledge component
Cognitive power Network Development Resilience
Seed Mentoring Core Mentoring Self Mentoring
Diagnostics
DEPENDENCY DEVELOPING EMPOWERING
Emotional Intelligence Co - Network Share Goals Schedule
Social component
Design Install Testing Monitor and adjust Control
6. Deliverables
Mentoring Programme
Seed Mentoring Core Mentoring Self Mentoring
DEPENDENCY DEVELOPING EMPOWERING
• Target, personality and • The dynamics between and the • Self assessment, re-profiling
timelines validation. specific role of the CEO and and amended CV.
• The analysis of the functioning president. • Defining the skills of the
of the board and the different • Identifying success factors of the mentee to become a successful
committees. presidency concerning group CEO and MoB + addressing
• The importance of good dynamics, visualizing the gaps.
governance by setting goals and improvements and working out • The roll of ethics and social
evaluating its functioning. the process for improvement. responsibility of executives in
• The personal development plan • Describing the government our changing environment.
of the mentee. culture that suits best the profile • Progressing and converting
• The experience to date of the of the mentee. mentee to mentor.
mentee as president of the • Non executive and independent • Entrepreneurial finishing
council. Board membership analysis. touch
• Workload, experience and • Net work meetings to cross • Identifying the best place in
current skills analysis. check board functioning the social and business
• Positioning the mentor as a efficiencies. environment for the next step.
mirror to the mentee. • GRC awareness and mitigation. • Good governance activist and
skillful network development.
8. Conducting the mentoring meeting
Establish a relaxed, yet business like atmosphere
Gain consensus on the purpose of the meeting
Explore the issues from the mentee’s
perspective
Clarify and Challenge Stimulate Draw on own
elucidate assumptions analysis experience
Build Agree options Agree actions
Agree
confidence / for action / by both
milestones
motivation consideration partners
Summarise
Outline agenda for next meeting
10. Mentor expectations
A patient listener and eagle-eyed
Inspires trust
Gives advice without dictating actions
Encourages independence yet offers support
Offers constructive criticism as well as
compliments
Open and honest
A good role model through actions and
words
Willing to spend time, reach out, and share
An effective intermediary
11. Mentee expectations
Asks questions
Willing to be mentored
Strives to give his/her best at all times
Accepts criticism graciously
Learns from mistakes
Has courage to try new things
Accepts responsibilities
Open and honest
Respectful and grateful
Listens, watches, learns, grows
12. Why Mentor?
Satisfaction in knowing you had an impact
on someone’s professional and personal
development
Develop leadership skills and build confidence
A link with“the younger generation”
Get a fresh perspective from your mentee
Increase productivity
Help develop your professional network
Receive recognition from peers and
superiors
13. Why Mentee?
Have an ally to help you through many
hurdles
Benefit from another persons experiences
Opens networks that would otherwise be
closed
Life-long help with career advancement
Practice for being a good mentor
14. Mentoring program
My way of “Mentoring” desires to affect higher
rates of stability and satisfaction in a changing
business landscape that calls my mentee into
new collaborative relationships and new
systems of delivery.
Mentoring is an effort to integrate the formation
dimensions of Spiritual development, Business
development, Intellectual development, and
Human development as the mentee moves
into a new phase of her life.