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