mentoring is not about wow!
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Mentoring is not about WOW!. Mentoring is about a-HA !. What is mentoring ?. A relationship that is focused on the process of learning what can not be learned any other way Mentors help: Explore complexity in problem analysis Develop political awareness - PowerPoint PPT PresentationTRANSCRIPT
Leader to Leader: How the “New” Mentoring is Growing the
Next Generation of Leaders
The SCNetwork, February 26, 2009
Leader to Leader: How the “New” Mentoring is Growing the
Next Generation of Leaders
The SCNetwork, February 26, 2009
THE STRATEGIC PLANNING GROUPStrategic Advisors to Executives Since 1992
With: Catherine Mossop, Partner, The Strategic Planning Group
Panelists: Glain Roberts-McCabe, President, The Executive Round Table
Katherine Rethy, President, KAR Development Corp.
Gabriella O’Rourke, National Director, Functions and Industry Marketing, KPMG
Tony Redmond, Manager, Canada Revenue Agency and Mentoring Program Coordinator – Leadership Development
February 2009
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Page 4
What is mentoring?A relationship that is focused on the process of learning what can not be learned any other way
Mentors help: Explore complexity in problem analysis Develop political awareness “hold up the mirror” – push accountability –
confront behaviour that doesn’t work
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Why mentoring now?Market issues Organizational Issues
Different dynamic in available talent pool Shortage of internal Mentors
Millennial generations expect Mentors Insufficient talent in the succession plan to effectively fill key positions with internal talent
Rare talent areas Integration of diverse talent into the organization
10 year investment gap in leadership development
Attraction and retention of diverse talent
Cost of hiring & developing talent 40-75% of eligible retirees today are in senior leadership positions
©The Strategic Planning GroupAll Rights Reserved
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Coaching and Mentoring Continuum
Coach Mentor Executive Mentor/Coachskills/performance potential whole person
finite/concrete roles/competencies
complex & evolving issue exploration
short term medium term longer term
authoritative directive
context driven non-directive exploratory
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Mentoring addresses 4 organizational initiatives
Delivers a solid Return on Investment by Enabling:1) Attraction: get the best
2) Retention: keep the best
3) Continuity/succession: have the best in key roles and have them develop others to be even better
4) Growth: with the best talent, we can capitalize on opportunities
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Career Development Pipeline – where mentors make a difference
Manage Self
Transition from “Specialist”Manage Others
Transition to “Generalist”
Manage Managers
Transition to “Strategists”
Executive/Group Manager
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Recent ROI impact Current leadership mentoring:
280% based on outcomes: team effectiveness
High potential development:
180% based on group mentoring project outcomes
Engineering company:
1,200% derived from: reduced overtime; quality improvement; conflict resolution
Intrinsic ROI:
Improved decision making - reduced “worry factor”
Speed to productivity - reduced time to integrate in new role
Promoted vs leaving
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What is in it for me?Mentors: Better leaders
Protégés: accelerated development - preparing for the
next level/stage smoothing integration into more complex roles Improved awareness of impact on others
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What is in it for me?Manager of participants: More effective team work
improved business performance
Organizational Impact: leverages internal development
initiatives
attraction of talent
improved top and bottom line business results where program linked to business strategy
builds a culture of learning
©The Strategic Planning GroupAll Rights Reserved
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Mentoring link to Strategic Objectivesbe recognized by our clients as supplier of choice within our sector
provide high quality XXX services to all of our clients
provide a culture of continuous Learning for our staff
Service our clients with high quality professional staff
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Page 14
Welcome Our Panelists
Glain Roberts-McCabe – The Executive Round Table
Gabriella O’Rourke – KPMG
Katherine Rethy – KAR Development Corp.
Tony Redmond – Canada Revenue Agency
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Question:
What processes would you put in place to support or
gain buy-in from the managers and colleagues of the
participants in the mentoring initiative?
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Making mentoring work for you Make it work: Take the time to build
trust Know what you want to
learn Be willing to share Get trained Keep in touch Keep a learning journal Follow-up on how you
used recommendations
Avoid pitfalls: Set boundaries Bring real issues to the
table Feedback is tough –
learn to use it well Access resources Learn how to reflect and
integrate learning
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“The greatest good you can do for another is not just to share your riches, but to reveal to him his own.” Benjamin Disraeli, 19th-century Prime Minister of Britain
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HOW TO REACH USKey Contacts:
Dobri J. Stojsic 416 366-4774 x 22
Senior PartnerEmail: [email protected]
Catherine Mossop 416 366-4774 x 25
PartnerEmail: [email protected]
The Strategic Planning Group258 Adelaide Street E, Suite 201
Toronto, Ontario M5A 1N1Tel: (416) 366-4774 Fax: (416) 366-4775
www.tspg-consulting.com
Sage Mentors Inc. Mentoring resources, tools and support
www.sagementors.com