Growing High Performance Teams - Axosoft OnTime - Peter Saddington


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To grow companies and teams to higher performance, you have to take servant leadership to its logical conclusion: intentionally mentoring and growing others. This is a time-tested and practiced art.

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Growing High Performance Teams - Axosoft OnTime - Peter Saddington

  1. 1. 1How to Grow HighPerformance TeamsThrough Mentoring
  2. 2. 2©Peter Saddington - Action & Influence, Inc. www.myai.orgPeter Saddington MDiv, CSTPeter Saddington MDiv, CSTOrganizational Consultant and CertifiedScrum Trainer (CST)15+ Years in Software DevelopmentThe Agile Pocket Guide - A Quick Start toMaking Your Business Agile (Wiley, 2012)3 Masters Degrees:• M.A. Counseling• M.A. Education• MDiv ReligionVolunteer CounselorParticipants get 35% off CSM/CSPOclasses! - Use “hard187” codehttp://actioninfluence.eventbrite.comEmail: peter@myai.orgWeb: http://myai.orgBlog: http://agilescout.comTwitter: @agilescoutBook:
  3. 3. Action & Influence, Inc. is an Atlanta, GA company dedicated togrowing high-performance through Agile and OrganizationalDesign.© 2013 Action & Influence, Inc. –
  4. 4. WHAT IS MENTORING?© 2013 Action & Influence, Inc. –
  5. 5. To help mature someone in a practice or discipline© 2013 Action & Influence, Inc. –
  6. 6. To show them how you walked the path and lead them throughtheir own path© 2013 Action & Influence, Inc. –
  7. 7. [THE GOAL] - To teach them to mentor someone else, what youare doing to them© 2013 Action & Influence, Inc. –
  8. 8. Mentoring is not teaching.Teaching = TellingMentoring = High touch© 2013 Action & Influence, Inc. –
  9. 9. WHAT MENTORING IT NOT PRIMARILY CONCERNED WITH© 2013 Action & Influence, Inc. –
  10. 10. A methodology and exact praxis of how to do something.Not prescriptive.They are not your disciple.© 2013 Action & Influence, Inc. –
  11. 11. Mentoring isn’t a two-way street like friendship.Mentoring isn’t accountability.It is focused, unlike friendships.© 2013 Action & Influence, Inc. –
  12. 12. No personal agendas.© 2013 Action & Influence, Inc. –
  13. 13. The focus of mentoring is not you, it’s them.You are here to pour your life into someone else.© 2013 Action & Influence, Inc. –
  14. 14. 6 TIPS FOR MENTORS© 2013 Action & Influence, Inc. –
  15. 15. 1 – A mentor takes time to know people and reveal to them newpossibilities and realities.-Good listeners-Bring people into your world (Community of practice)© 2013 Action & Influence, Inc. –
  16. 16. 2 – A mentor gets excited when good things happen to others-Be happy for others-Constantly celebrating the wins-Giving firm guidance as necessary in areas of improvement-Aware to where trouble can happen…-Provide enough freedom for the individual to experiment and even fail© 2013 Action & Influence, Inc. –
  17. 17. 3 – A mentor takes initiative to help others-Take the first step. You must have margin in your life to help.-Reach out to people, a willingness to help-Offer your services, make it known!© 2013 Action & Influence, Inc. –
  18. 18. 4 – A mentor raises up leaders-You raise up other leaders so they can pass you in leadership.-Your mentor can (will) be more successful than you are now. You have nowcreated a legacy.-This is how you “scale” yourself.-“There is no success without successors.”© 2013 Action & Influence, Inc. –
  19. 19. 5 – A mentor is willing to take a risk with a potential leader-Put the one you mentor in positions where they can grow.-Put them in positions where your reputation may be at risk if they fail.© 2013 Action & Influence, Inc. –
  20. 20. 6 – A mentor is not position conscious-“Servant leadership is influencing upwards and influencing outwards since noone is below you.”-Your fanfare and rewards will be seen in others. You’ll have to be ok with that.© 2013 Action & Influence, Inc. –
  21. 21. 6 AREAS OF A MENTOR RELATIONSHIP1.Authority / Desire2.Intensity3.Duration4.Format / Structure5.Intentionality6.Goals© 2013 Action & Influence, Inc. –
  22. 22. 1 – Authority / Desire- What are we focusing on?© 2013 Action & Influence, Inc. –
  23. 23. 2 – Intensity- How often are we going to engage?© 2013 Action & Influence, Inc. –
  24. 24. 3 – Duration- What will the length of our mentorship program be?© 2013 Action & Influence, Inc. –
  25. 25. 4 – Format / Structure-Workshops or problem solving?-Reviewing books or case studies?© 2013 Action & Influence, Inc. –
  26. 26. 5 – Intentionality-How can I observe you / You observe me?-How can I watch you in action?© 2013 Action & Influence, Inc. –
  27. 27. 6 – Goals-The goal: So they can mentor others© 2013 Action & Influence, Inc. –
  28. 28. TITLES OR TESTIMONIES?-What will you live for?-“You’re going to die. One of these days they’re going to take you out to thecemetery, drop you in a hole, throw some dirt on your face, and go back tochurch and eat potato salad. When you were born you alone were crying andeveryone else was happy. The important question I want to ask is this: whenyou die are you along going to be happy, leaving everyone else crying? Theanswer depends on whether you live to get titles or whether you live to gettestimonies…When they lay you in the grave are people going to stand aroundreciting the fancy titles you earned, or are they going to stand around givingtestimonies of the good things you did for them?” – Tony Campolo – “WhoSwitched the Price Tags”© 2013 Action & Influence, Inc. –
  29. 29. BUSINESS CASE FOR MENTORING [1]-We have helped several large companies establish a mentoring program withgreat success-Companies that offer mentoring have demonstrated improvement in thefollowing areas:-Higher individual performance-Improved retention-Greater job satisfaction-Career development and growth-Transfer of intellectual capital-Improved profitability-Higher productivity levels-Increased customer satisfaction*Source: Murray, Margo. Beyond the Myths and Magic of Mentoring© 2013 Action & Influence, Inc. –
  30. 30. BUSINESS CASE FOR MENTORING [2]-According to Louis Harris and Associates, 35% of employees who do notreceive mentoring will look for new employment within 12 months-Just 16% of those who have mentors expect to leave their jobs-According to the Gallup Organization, one of the core elements needed toattract, focus, and keep talented employees was to ensure there is a personalconnection with another employee at work© 2013 Action & Influence, Inc. –
  31. 31. CASE STUDY – LARGE FORTUNE 500 COMPANY-68 mentor and mentee participants in FY10-11-92% of mentee participants from 2007-2009 were still with the company-29% of mentee participants 2007-2009 have received promotions© 2013 Action & Influence, Inc. –
  32. 32. [COMPANY] - SETTING A PLAN FOR MENTORSHIP-Senior management involvement and nominations-Program Manager interviews nominees and helps coordinate-Mentor qualifications criteria defined-Mentor responsibilities defined-Mentee qualifications defined-Mentee responsibilities defined-Matching process defined-Mentee survey*-Timeline defined-Mentor working agreements defined after matching-Development and goal planning-Review process at completion and success criteria© 2013 Action & Influence, Inc. –*TeamScience™
  33. 33. THANK YOU! - QUESTIONS -•Participants get 35% off CSM/CSPO classes! - Use “hard187”code© 2013 Action & Influence, Inc. –