This presentation is based on the This presentation is based on the bookbook
Mentoring Process for CPA/ CAsMentoring Process for CPA/ CAs
By By
Rex and Mickey GattoRex and Mickey Gatto
What is Mentoring – CoachingWhat is Mentoring – Coaching
Implementing mentoringImplementing mentoring
Why CPA Firms need a Mentoring ProcessWhy CPA Firms need a Mentoring Process
Implementing a Mentoring ProcessImplementing a Mentoring Process
Skills needed to be a MentorSkills needed to be a Mentor
Outcomes from MentoringOutcomes from Mentoring
Benefits Benefits of this presentation: you will have of this presentation: you will have methods to coach and mentor peoplemethods to coach and mentor people
INTRODUCING THE CONCEPT OF MENTORINGINTRODUCING THE CONCEPT OF MENTORING
Helps employee Helps employee
Organization is strengthened Organization is strengthened
Positive Influence on CareerPositive Influence on Career
Mentor to Advancing EmployeesMentor to Advancing Employees
Retain, Develop, PromoteRetain, Develop, Promote
““Successful careers are not Successful careers are not planned. They are the careers planned. They are the careers of people who are prepared for of people who are prepared for the opportunity because they the opportunity because they know their strengths, the way know their strengths, the way they work and their values.they work and their values.””
Peter Drucker, p. 180Peter Drucker, p. 180
““Management Challenges for the 21Management Challenges for the 21stst Century Century””
Philosophy--Why Implement a Philosophy--Why Implement a Mentoring Process?Mentoring Process?
Develop future leaders Develop future leaders
Guide and develop less experienced Guide and develop less experienced employeesemployees
Achieve a strategic, competitive edge for Achieve a strategic, competitive edge for your company in the marketplaceyour company in the marketplace
Develop a talent pool for succession Develop a talent pool for succession planning--organizational consistencyplanning--organizational consistency
Retain and motivate the right employees.Retain and motivate the right employees.
MentoringMentoring…is a philosophy and …is a philosophy and developmental process that developmental process that enhances the potential ability enhances the potential ability within the employee (Mentee) in a within the employee (Mentee) in a wide-range of situations. wide-range of situations.
It is the Experienced working It is the Experienced working with the less experienced.with the less experienced.
Example: Mentoring a manager to Example: Mentoring a manager to be an effective leader--Business be an effective leader--Business acumenacumen
The athletic mentor is in the stands The athletic mentor is in the stands and teaches you to be a better and teaches you to be a better athlete; an all around athlete.athlete; an all around athlete.
CoachingCoaching … is situational and … is situational and focused on afocused on a
skill setskill set to achieve success by a to achieve success by a seasoned professional. seasoned professional.
For example, coaching an For example, coaching an employee (mentee) on how to employee (mentee) on how to give a client presentation, give a client presentation, audit/ tax. audit/ tax.
The coach is on the field and The coach is on the field and teaches you to be a better teaches you to be a better position player, an expert in position player, an expert in playing a position.playing a position.
1.1. Read the overview of mentoringRead the overview of mentoring
2.2. Identify a Mentoring Process Director Identify a Mentoring Process Director (MPD)(MPD)
3.3. MPD educates people, partners, and MPD educates people, partners, and staffstaff
4.4. MPD leads the mentoring trainingMPD leads the mentoring training
5.5. Hold mentee meetings (complete Hold mentee meetings (complete mentor choice sheet)mentor choice sheet)
6. Match mentor and mentee6. Match mentor and mentee
7. Mentor completes acceptance sheet7. Mentor completes acceptance sheet
8. Hold Mentee meeting (phases of 8. Hold Mentee meeting (phases of mentoring, first meeting outline)mentoring, first meeting outline)
9. Prepare for the first meeting9. Prepare for the first meeting
10. Mentor and mentee follow the 10. Mentor and mentee follow the mentoring processmentoring process
•Should every partner be a Should every partner be a mentor?mentor?
•How often should we meet?How often should we meet?
•How many mentees can a mentor How many mentees can a mentor have?have?
QuestionsQuestions
Should partners have mentors?Should partners have mentors?
Does the mentee need to be in Does the mentee need to be in my department?my department?
What are the results you are What are the results you are looking for?looking for?
• Discuss FirmDiscuss Firm’’s history and cultural developments history and cultural development
• Review operating (partnership/bylaws, etc.) Review operating (partnership/bylaws, etc.) agreementagreement
• Review Organization chartReview Organization chart
• Discuss functions of management and Discuss functions of management and committeescommittees
What were the results of this discussion?What were the results of this discussion?
Discuss:Discuss:
FirmFirm’’s vision, mission and long-range goals vision, mission and long-range goal
Practice philosophyPractice philosophy
Service goalsService goals
Practice development goalsPractice development goals
Community service goalsCommunity service goals
What were the results of the What were the results of the discussion?discussion?
Discuss:Discuss:
• Personnel policiesPersonnel policies
• Recruiting and hiringRecruiting and hiring
• Goal setting, performance evaluation, and Goal setting, performance evaluation, and advancement processadvancement process
• Compensation and reward philosophyCompensation and reward philosophy
• Staff assignment and supervision policiesStaff assignment and supervision policies
• Review effective utilization of timeReview effective utilization of time
• Alternative career tracksAlternative career tracks
What were the results of this discussion?What were the results of this discussion?
• Develop future leaders Develop future leaders
• Guide and develop less experienced Guide and develop less experienced employeesemployees
• Achieve a strategic, competitive edge for Achieve a strategic, competitive edge for your company in the marketplaceyour company in the marketplace
• Develop a talent pool for succession Develop a talent pool for succession planning--organizational consistencyplanning--organizational consistency
• Retain and motivate the right employees.Retain and motivate the right employees.
• What is valued in your Firm? What is valued in your Firm?
• What are the qualities of the What are the qualities of the last person/people promoted last person/people promoted to Partner? to Partner?
• What are the needed What are the needed qualities/characteristics for qualities/characteristics for you to be a future leader in you to be a future leader in your firm? your firm?
• What is needed in your firm What is needed in your firm to build a strong future? to build a strong future?
•Create a safe and Create a safe and comfortable working comfortable working environmentenvironment
•Observe and discuss the Observe and discuss the menteesmentees’’ interactions with interactions with othersothers
•Provide continual, adequate Provide continual, adequate and appropriate feedbackand appropriate feedback
Have you done this?Have you done this?
The employee (mentee) should have:The employee (mentee) should have:
• An opportunity to develop a career planAn opportunity to develop a career plan
and an enhanced work plan.and an enhanced work plan.
Do each of your mentees have a Do each of your mentees have a career plan?career plan?
ThoughtThought
““What you reward people will do.What you reward people will do.””
Observable and Observable and measurable results measurable results (evidence) (evidence) commensurate with the commensurate with the requirements the Firm requirements the Firm has for performance has for performance development:development:
Appraisal process, Appraisal process, career development, career development, coaching, leadership, and coaching, leadership, and professional skills. professional skills.
• Clear CommunicatorClear Communicator
• Good understanding of businessGood understanding of business
• Knowledgeable of organizational behaviorKnowledgeable of organizational behavior
• Able to develop Leaders and FollowersAble to develop Leaders and Followers
• Able to develop all around athletes, not Able to develop all around athletes, not position playersposition players
• Be a Be a Role Model Role Model for high standards of for high standards of ethics and integrityethics and integrity
Listening TemplateListening Template
Focus – relate to goalsFocus – relate to goals
Attitude – based on experiences; positive or Attitude – based on experiences; positive or negativenegative
Skills – patience to listen; engagedSkills – patience to listen; engaged
Practices – actions; goals; organizationPractices – actions; goals; organization
Energy – motivation and commitmentEnergy – motivation and commitment
ListeningListening
To: what is and is not said; content; what is To: what is and is not said; content; what is beyond the words (intent); paraphrase; beyond the words (intent); paraphrase; observing body movement; congruence words observing body movement; congruence words and non verbaland non verbal
For: vision, values and commitment; purpose For: vision, values and commitment; purpose of words; goals and desires; bigger picture; of words; goals and desires; bigger picture; aspirationsaspirations
With: heart, emerging emotions, intuition; With: heart, emerging emotions, intuition; mental image and metaphors;mental image and metaphors;
Set the vision - live itSet the vision - live it
Mentor for successMentor for success
Build relationshipsBuild relationships
Set and communicate prioritiesSet and communicate priorities
Hold people accountableHold people accountable
Deliver results Deliver results
Do all of the Partners/employees know the firmDo all of the Partners/employees know the firm’’s s goals and direction?goals and direction?
Is recognition given for achievement?Is recognition given for achievement?
Is a balance between work, family and self modeled Is a balance between work, family and self modeled by the partners?by the partners?
•Reduced employee turnoverReduced employee turnover
•Reduced stressReduced stress
•Increased PerformanceIncreased Performance
•Increased CommunicationIncreased Communication
•High moraleHigh morale
• Must have a vested interest in the menteeMust have a vested interest in the mentee
• Support and Guide (do not evaluate)Support and Guide (do not evaluate)
• Provide adequate feedback/feed forward on Provide adequate feedback/feed forward on present strengths and areas for developmentpresent strengths and areas for development
• Discuss anticipated personal and business Discuss anticipated personal and business changeschanges
Phase 1Phase 1 (Initiation) set goals and build rapport (Initiation) set goals and build rapport
Phase 2Phase 2 (Cultivation) develop and implement (Cultivation) develop and implement Action PlanAction Plan
Phase 3Phase 3 (Separation) have the mentee (Separation) have the mentee assume more responsibilityassume more responsibility
Phase 4Phase 4 (Autonomy) transition mentee to (Autonomy) transition mentee to being a coach being a coach
Skills Assessments: Examples - leadership, Skills Assessments: Examples - leadership, communication, self esteem, teamwork, communication, self esteem, teamwork, personality, and time managementpersonality, and time management
360˚ Feedback Report or Upward Evaluation360˚ Feedback Report or Upward Evaluation
Upward EvaluationUpward Evaluation
Performance AppraisalPerformance Appraisal
FeedbackFeedback
Anatomy of a CPAAnatomy of a CPA
Anatomy of a CPAAnatomy of a CPA
17 Ways to measure a CPA17 Ways to measure a CPA
17 Ways to measure a CPA17 Ways to measure a CPA
NarrativeNarrative
.
360 Assessment
Partner/Manager Partner/Manager AssessmentAssessment
Narrative responseNarrative response
AnalysesAnalyses
FeedbackFeedback
Feedback
Summary Summary
Summary Summary
Summary Summary
Feedback
Leadership Profile
Preferences & DimensionsPreferences & Dimensions
Styles of LeadershipStyles of Leadership
Leadership dimensionsLeadership dimensions
Leadership dimensionsLeadership dimensions
Leadership dimensionsLeadership dimensions
• ““The 21 Indispensable Qualities of a The 21 Indispensable Qualities of a LeaderLeader”” by John Maxwellby John Maxwell
• ““The Smart ManagerThe Smart Manager’’s FAQ Guides FAQ Guide””
by Rex Gatto by Rex Gatto
• ““Mentoring for CPA/CAsMentoring for CPA/CAs”” by Rex Gattoby Rex Gatto
• ““Leading ChangeLeading Change”” by John Kotterby John Kotter
• ““Oz PrincipleOz Principle”” by Roger Connorsby Roger Connors
• ““When Professionals Have to LeadWhen Professionals Have to Lead”” by by Tom Tom DelongDelong
Under each statement write bullet point Under each statement write bullet point actions or evidence to support the actions or evidence to support the fulfillment of the statement.fulfillment of the statement.
•Effective LeadershipEffective Leadership
•Effectively managing or leading work Effectively managing or leading work output, quality of workoutput, quality of work
•Developing staff Developing staff
•Successfully working with peers Successfully working with peers
•Successfully working with clientsSuccessfully working with clients
•Efficiently producing work on time Efficiently producing work on time
What is Mentoring – Coaching?What is Mentoring – Coaching?
Implementing mentoringImplementing mentoring
Why CPA Firms need a Why CPA Firms need a Mentoring ProcessMentoring Process
Implementing a Mentoring Implementing a Mentoring ProcessProcess
Skills needed to be a MentorSkills needed to be a Mentor
Outcomes from MentoringOutcomes from Mentoring
Benefits Benefits of this presentation: of this presentation: you will have methods to you will have methods to coach and mentor peoplecoach and mentor people
• Clear vision and directionClear vision and direction
• Recognition of successful employee Recognition of successful employee performanceperformance
• Fair and honest treatmentFair and honest treatment
• Open and clear communicationOpen and clear communication
• Support/Balance of work, family and selfSupport/Balance of work, family and self
• Support for quality service and productSupport for quality service and product
• Ethical behaviorEthical behavior