The Spacesaver Sidekick Program
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The Spacesaver Sidekick Program aims to improve onboarding for new hires by pairing them with existing employees called Sidekicks, whose role is to welcome new hires, help them transition into their new roles, and answer basic questions through the first few weeks on the job. Sidekicks are expected to meet with their new hire for lunch on the first day, have weekly check-ins, introduce the new hire around the office, and keep open lines of communication, while not acting as a manager, mentor, or person responsible for training or discipline.
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The document discusses different leadership styles including charismatic, innovative, authoritative, laissez-faire, pacesetting, servant, situational, and transformational. It notes that the author identifies with a servant leadership style, putting followers' needs first, while their supervisor adapts their style to situations and helps less experienced employees develop. Effective leadership depends on the context but often involves empowering and developing team members through good communication and involvement in decision-making.
Coach as a Leader, Leader as a Coach?
In this webinar delivered for the IIC&M Bettina Pickering explains why coaches are in effect leaders, and leaders should adopt a coaching style.
She covers the
- key qualities that great coaches and leaders have in common
- 3 core coaching/leadership qualities with practical examples drawn from her research of interviewing/surveying 30 coaches globally
- self-leadership and a process to develop each quality further
Career planning skills
The document discusses career planning and what employers look for in candidates. It outlines the career planning process as exploring interests and abilities, researching careers, narrowing options, getting training, and beginning a job search. Employers prioritize communication skills, personality development, and knowledge/skills. Effective communication includes listening, choosing topics, body language, and assertiveness. Good communication techniques are reducing jargon, using humor/stories, asking for feedback, and varying speech delivery.
Career Planning skills for college students.ppt
The document discusses the career planning process and what employers look for in candidates. It outlines the typical steps in career planning, including exploring interests and abilities, researching careers, narrowing options, getting training, and beginning a job search. Employers prioritize communication skills, personality development, and knowledge/skill sets in candidates. Effective communication involves listening, choosing topics, body language, and assertiveness. Time management and teamwork are also important skills. The document provides tips for creating an effective CV and covering letter to apply for jobs.
How you will learn to coach
After many years of teaching people how to coach we have evolved an awesome 15 week 'slow learning' programme that delivers excellent results.
What coaching is
Coaching involves powerful conversations between a coach and client where the client uses tools like questioning, listening, intuition and feedback to uncover their fastest path forward. A coach helps clients set meaningful goals and achieve them by providing a fresh perspective, clarity, support for decisions, challenges to think bigger, and acknowledgement. Coaching surveys found that clients saw increases in self-awareness, better goal-setting, reduced stress, self-discovery and confidence through working with a coach. Ultimately, a coach can help anyone get to their big goals faster than going it alone.
Leadership & Team Development
Slides from recent Leadership & Team Development workshops for clinical leaders (staff nurses and sisters) as part of their professional development programmes.
Volunteering and leadership training
This document discusses leadership and volunteerism. It provides reasons why people volunteer, such as to gain skills, help a cause, or feel a sense of accomplishment. It also outlines what volunteers want, such as preparation, meaningful work, appreciation, and clear communication. The document discusses expectations of volunteers like reliability and understanding the organization's mission. It also covers developing leadership skills, including reflecting on strengths and weaknesses, seeking feedback, and finding a mentor. The goal is to help people understand leadership and how to improve their own potential.
An Entrepreneur's Guide to Finding a Coach
I designed this guide to help entrepreneur's navigate the opaque world of coaching. I also created this guide to help them assess and find an amazing coach who is a strong match. Fit is incredibly important because it has a direct impact on the strength of the alliance and quality of outcomes.
This guide is broken up into a number of sections. First, I provide an overview on what coaching actually is. I then share insights into the coaches toolbox. Said another way, the experiences, skills and certifications that a coach may have. From there, we'll dive into how you can run a process and determine fit. I then highlight coaches and organizations that have been recommended by your peers. On our way to wrapping up, I share how you can think about pricing and ROI. Finally, I leave you with some resources if you want to go deeper into coaching.
Working with a coach is a big investment in time, money and energy. Both sides should feel charged to co-create a partnership, embark on a life-changing journey and grow together over time. That's why going into the process armed with guidance and information is so critical. Good luck!
Creating A Successful Mentor Program
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.
Keynote 2 David Clutterbuck - What's new in coaching and mentoring 29th nov
The document discusses the evolution of coaching and mentoring over the past 30 years. Coaching has moved from being directive to non-directive, and is now supported by evidence and standards. Mentoring is now available to everyone and recognizes different models. New applications include coaching for returning to work after having a baby. Core coaching skills discussed include compassion, curiosity, and courage. Effective questioning techniques and listening skills are also examined.
Admin 2 ppt1
This document outlines the syllabus for a Child Care Administration II course taught by Catina Anderson. The student's grade will be based mainly on portfolio assignments completed in groups. Students must complete weekly discussion questions and are allowed only 3 absences. The course will cover topics like leadership, burnout, and communication. Homework includes summarizing a textbook chapter, discussing a question online, and completing two portfolio assignments about leadership.
Mentoring_Brussels_2015
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.
personaldevelopment1-120809060938-phpapp01.pptx
This document provides an introduction to personal development. It discusses key areas of personal development including leadership, time management, talent development, and presentation/public speaking skills. It defines personal development as activities that improve awareness, develop talents and potential, and enhance quality of life. Reasons for personal development include improving skills and fulfilling dreams. While others can influence physical and intellectual development, personal development is primarily the individual's own responsibility. The document outlines various ways individuals can develop personally, including in the areas discussed.
Mentoring and Coaching Skills
Mentoring and Coaching Skills, principles, best practices and processes, presented and facilitated by Dr Charles Cotter
Similar to The Spacesaver Sidekick Program (20)
Ken Blanchard: How to be Successful as an Entrepreneur
Ken Blanchard: How to be Successful as an Entrepreneur
Introduction to mentoring/ new teacher mentoring program
Introduction to mentoring/ new teacher mentoring program
Keynote 2 David Clutterbuck - What's new in coaching and mentoring 29th nov
Keynote 2 David Clutterbuck - What's new in coaching and mentoring 29th nov
The Spacesaver Sidekick Program
- 1. The Spacesaver Sidekick Program Improving onboarding one new hire at a time
- 2. Why be a Sidekick? • Welcome our new team members • Help new team members transition into their new role • Share your knowledge • Expand your leadership skills • Stand out as a role model
- 3. Good Communicator Good Communicator Identity of The Chosen Ones
- 4. Sidekick Mission Welcome new hire Meet over lunch day 1 or 2 Weekly check ins Open lines of communications Introduce new team member around Answer basic questions
- 5. NOT a Mentor NOT a Manager NOT a training plan NOT responsible for discipline
- 6. • Positive attitude • Coachable • Eager to learn • Attend check-ins • Ask questions • Proud to be part of the SSC team!
- 7. Be the best Sidekick you can be! Tips and Tricks • Be patient • Stay relaxed • Be positive • Don’t judge • Remember how you felt as a new hire • Be bold and have fun!
Editor's Notes
- Welcome to the elite Spacesaver Sidekicks! In today’s webinar, you’ll learn the purpose of this program and expectations of a Sidekick. You’ll also learn the benefits to our new hires, our chosen Sidekicks and to Spacesaver.
- The purpose of new team members being assigned to a Sidekick is to help welcome team members and to reaffirm their decision to join Spacesaver. It provides new team members with a reliable, motivated, single point-of-contact for their basic questions. It also helps establish orientation as a process, rather than a single learning event.
- You’ve been chosen to be a member of the elite Spacesaver Sidekicks! Why? Sidekicks are chosen for their ability to communicate and motivate others. They also stand out as strong performers and are typically highly skilled in their roles. If you are all of these things and are a proud member of the Spacesaver Team, you are most certainty Sidekick material!
- With great powers comes ordinary responsibilities! Spacesaver Sidekicks are NOT expected to move mountains and change the world. A Sidekick should simply befriend the new team member and make them feel welcomed. The relationship between a new team member and a Sidekick should be informal, relaxed, open and welcoming. You will be given a short checklist to guide you through the first 3 months of a new team members time at Spacesaver. The checklist will include things like brief weekly check-in meetings, getting to know other team members, and including them in meetings or other relevant events.
- It’s important to stress that a Sidekick/team member relationship is a very informal and relaxed relationship. We do not expect you to groom the new team member into the next VP. A sidekick is NOT a Mentor: this is typically someone more experienced and involved more heavily in overall development of team members. A Sidekick is NOT a Manager: this is typically someone responsible for the new hires overall job performance and discipline. And, a Sidekick relationship does NOT take the place of the any formal training plan required for new team members.
- The Sidekick isn’t the only one that has a mission to complete. Our new team members are expected to actively participate in the Sidekick Program. The expectations of our new team members are that they will receive constructive criticism in good spirit, display a “coachable” attitude, eagerness to learn, and they will attend regular check-in meetings with their Sidekick.
- Here are a few tip to be the best Sidekick you can be. Be patient: It takes time to develop a relationship. Don’t try to cover everything right away. Don’t try and force a relationship, you don’t have to be best friends, just an accessible resource. Be positive: New team members will grow into their roles if given proper reinforcement. Don’t be judgmental, simply offer feedback. Most importantly, try to remember how you felt and what you needed as a new hire. Lastly, be bold and have fun-it’s contagious!
- While you may not end war or cure cancer, you do have the ability to have a huge impact on the team members that you partner with. Thank you very much for taking the time to view this webinar today and for accepting the Sidekick Mission!