effective mentoring program for leadership development
How do you store and prepare their best talent to lead? Mentoring are one of the most effective tools to achieve business results. The authors of the book, the war for talent has been reported, "Among the valuable experience living of mentoring, 95 percent said their motivation to do everything possible, 88 percent said it made them less likely to leave their company, and 97 percent said has contributed to their success in society. "
Many organizations have found to provide a mentor for better performance not only helps to adapt to work and business environment, but also contributes to lower turnover and greater job satisfaction of workers.
A mentor, basically is someone who serves as advisor or guide. Being invited to serve as a mentor is an honor. He says the company has faith in the abilities of the person and trust that he or she have a positive impact on the situation. The use of a mentor can be an informal meeting, the situation in the short term or a more formal allocation over time.
In an informal mentoring program, the mentor helps the mentee usually for a limited time. Mentor advice may include basic information daily routines, including tips on "do's and don'ts" that are not found in the employee handbook to help employees learn their responsibilities work and prepare for future roles in the organization. A tutor is available to answer questions and provide leadership development also saves time for the supervisor or manager. In addition, trainees often more comfortable to ask your mentor to his supervisor.
In one of these programs, mentors often are voluntary. Forcing someone who does not want to serve as mentor to do so can quickly lead to problems. Obviously, someone who has a negative attitude, which could encourage reference to a new employee and complain, must not serve as a mentor.
A formal orientation occurs when one names an executive from the organization depth knowledge and experience to mentor a professional company feels has excellent potential for growth. The role of the tutor usually lasts a long time time.
Effective mentoring programs must have top level support from the start, otherwise it will attract attention and support they need to be part of the culture of the organization. Experience has shown the most effective mentoring programs are those led by executives, not only the Department of Resources Human.
Either formally or informally, both parties must understand the parameters. May be more important in the long term, formal mentoring situation, but can also affect success in the short term, informal mentoring.
• Select the right mentor. Not everyone makes a good mentor. A mentor is someone who is respected, successful and understands the culture of the organization. They must be prepared to make a commitment of their time and expertise.
• Ensure the proper party and create an emotional connection. It is useful to conduct a behavioral assessment of both the mentee and mentor. This ensures an adequate range and helps both parties to understand their communication styles, strengths and limitations.
• Establish goals and purpose. The mentor must describe these areas in a first time. The objectives should be aligned with the strategic plan. Equally important, the protégé should describe your goals as well.
• The role of mentor is to monitor and advise the trainee. The mentor does not interfere with the supervisor or manager's decisions. The new employee, while the intention to seek advice on particular Mentor on key issues, is not obliged to accept that advice.
• Privacy is important for both parties need assurance that the discussions are still including -. not immediately transferred to a supervisor or manager.
• Decide in advance how you will communicate. Will you have regular meetings? Is discussion face to face, by phone or email? Both parties should express their preferences at the beginning and reach an acceptable compromise if they are different.
• Talk about timing. If the mentoring period has a deadline, the mentor should indicate that from the beginning.
• Discuss time commitments. Again, this may be more critical to long-term mentoring. The mentor is expected to spent time, but the newcomer should not expect a lot excessive. Setting a timetable at the beginning (for example, meet once a week the first months, then once a month) prevents misunderstandings irritation later.
• Increase transparency and respect. The mentor and the person is supervised to be open and honest, respecting others. A mentor who has important information or comments do not contribute to another person. Success, however, these reactions should be delivered with tact and courtesy – and (if a bit painful) was received with an open mind.
• Set establish a professional relationship. The relationship between mentor and protégé is a professional, not personal. This is particularly important for students to understand.
About the Author
Greg Smith’s cutting-edge keynotes, consulting, and training programs have helped businesses accelerate organizational performance, reduce turnover, increase sales, hire better people and deliver better customer service. As President and founder of Chart Your Course International he has implemented professional development programs for thousands of organizations globally. He has authored nine informative books including his latest book Fired Up! Leading Your Organization to Achieve Exceptional Results. He lives in Conyers, Georgia. Sign up for his free Navigator Newsletter by visiting http://www.ChartCourse.com or call (770) 860-9464.
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