Presentation on theme: "WELCOME DEVELOPING EXCELLENCE MENTORING, COACHING, AND TALENT DEVELOPMENT “Be the change you wish to see in the world...” Gandhi."— Presentation transcript:
WELCOME DEVELOPING EXCELLENCE MENTORING, COACHING, AND TALENT DEVELOPMENT “Be the change you wish to see in the world...” Gandhi
OVERVIEW Retaining/Developing Employees REI survey The Elements of Mentoring What excellent mentors do The importance of questions Maximizing talents Team Matrix: Case Situation Coaching Coaching cycle Transformational coaching process Feedback models Difference Between Coaching & Mentoring Listening Strategies and Practices Sharing and Reflections
TECHNIQUES FOR RETAINING EMPLOYEES For more than 50 years, researchers have studied the factors that satisfy, motivate, or engage talented workers: Exciting/Challenging Work Growth/ Development Appreciation/Valued Great People Fair Pay, Benefits Good Boss “The Fit” -Kaye & Jordan-Evans, 2014
RETENTION/ENGAGEMENT SURVEY TO WHAT EXTENT DO YOU…….. Score 1-4 A.assume that employees should and will tell you what they want from their work? Bbelieve that retention is a job for HR or compensation professionals? Cregard employees’ careers as their business, not yours? D take for granted that employees know you respect them, and therefore you don’t need to show it? Ethink employees should tell you if they are not feeling challenged in their work? F expect employees to leave their personal lives at the door and feel only their business lives are your concern? G avoid discussing career options with employees, especially when promotions are not readily available? Hhire primarily based on functional or technical skills? Igive information to employees on a need-to-know basis only? Jthink you are here to get the job done, that employees don’t have to like you? Kbelieve you are not at work to have fun? Lfear that if you introduce employees to others in your network, they might be enticed away? Mfeel that you don’t have time to mentor? Nhave only a vague idea of what it costs to lose talented people? Otend to hoard good people instead of helping them seek other opportunities? Pagree that we don’t have the luxury of loving what we do? Qfail to question policies for the sake of your employees? Rdeem good work to be its own reward? Sthink that if you don’t control the who, how, where, and when, the work won’t be done right? Tavoid giving negative or corrective feedback to your employees? Uconsider yourself too busy to be a good listener? Vview employees’ values as their own business and therefore seldom discuss them? Wbelieve that employee wellness initiatives are frills? Xthink that generational differences are irrelevant in the workplace? Ybelieve employees should usually wait for you to tell them what to do? Zmaintain that employee engagement and retention are not critical leadership skills and you don’t need to spend time improving them?
Q12 -Gallup, 1996
A MENTOR Wagner and Harter point out that many highly accomplished people can recall a time early in their careers when a “shot in the arm” made all the difference.
WHAT EXCELLENT MENTORS DO People don’t change that much. Don’t waste your time trying to put in what was left out. Try to draw out what was left in. That’s hard enough... Donald Clifton
HOW TO MENTOR WELL Walk the Talk Give Actionable Advice/Feedback Resist Solving the Problem Criticize Behavior, Not Person Develop a Plan for Success Foundation of Support Not Dependent on You ASK QUESTIONS Good Start
THE INITIAL MEETING MENTOR’S JOB MENTEE’S JOB Come Prepared Learn whatever you can about the mentee before your initial meeting. Same. Talk Big Picture Recount your own mentoring experiences to your mentee. Explain what worked and what did not. Listen and ask questions. Discuss Mentee’s Needs Ask questions and listen. Explain where you are and where you would like to be – and how mentoring might help. Mutual Agreement – Goals & Expectations Explain what you can and what you cannot do. “This is what I hope to achieve through this mentoring relationship.” Responsibilities “I will do…”“And I agree to do…” Timetable “Let’s work on this for six months. Then we will review progress and determine if and how we should continue.” Same. Meeting Times/Agenda “Check my calendar for available times.” “I will take responsibility for finding dates and times that fit your schedule. I will create an agenda for each time we meet.” Confidentiality “Nothing we discuss will go outside this room unless we both agree otherwise.” Same. Agree to be Candid “If this relationship is not producing the results you expect, or if you disagree with my advice, say so. Neither of us has time to waste.” “I will tell you if this relationship isn’t working for me. I will not waste your time.” - Harvard Business Review, Coaching & Mentoring, 2004
CULTIVATING CURIOSITY “You don’t have to have all the answers. But, what’s NOT negotiable is that you have the questions.” Kaye & Giulioni, 2012
THE IMPORTANCE OF QUESTIONS TELL (Statement)ASK (Question) I need this report by Monday. From what you said, I can tell you are really competitive. Your Achiever talents appear to help you accomplish a lot of work. I have heard people say you take on too much work. You are good at making work flow smoothly. You need to tell your boss that you really do need more work to feel fulfilled each day.
BEGIN A STRENGTHS DIALOGUE
MAXIMIZING TALENT STACI Signature Themes : Arranger Achiever Positivity Learner Input What do you think Staci expects from her university? What questions might you ask Staci?
TEAM MATRIX Team Talent Profile Case Situation: How can we perform as a team?
HOW COACHING WORKS Watch the short video on “How Coaching Works”. TAKE 10 AND DISCUSS Group Discussion: What did you notice? Describe the process. List key coaching elements. How does coaching work? VIDEO
THE ESSENCE OF COACHING Technical Help Personal Support Individual Challenge Emotional Bond - Susan Alvey, 2004
COACHING FEEDBACK - AID A Action: What are the facts? What actions did the coachee really do? I Impact: What is the impact on the project, the environment, the colleagues? D Desired Outcome: What kind of change in the behavior do you expect?
SUCCESSFUL COACHING TIPS To have long-term success as a coach or in any position of leadership, you have to be obsessed in some way. Pat Riley
DIFFERENCE BETWEEN COACHING & MENTORING FACTORSCOACHINGMENTORING Key Goals To correct inappropriate behavior, improve performance, and impart skills in order to accept new responsibilities To support and guide personal growth of the mentee Initiative The coach directs the learningThe mentee is in charge of his/her learning Volunteerism Though the coachee’s agreement to accept coaching is essential, it is not necessarily voluntary Both mentor and mentee participate as volunteers Focus Immediate challenges and learning opportunities Long-term personal professional/ personal development Roles Heavy on asking, some telling with appropriate feedback Heavy on listening, providing a role model, and making suggestions and connections Duration Usually concentrates on short-term needs. Intermittently on an “as- needed” basis. Ongoing and can last long-term Relationship Established with rapport and trust - Harvard Business Review, 2004
ESTABLISHING RAPPORT Non-verbal Behaviors Acknowledgements Door Openers Paraphrasing Active Listening
IN SUMMARY Share wisdom and knowledge Maximize strengths Encourage creativity and innovation Create a culture that values contributions Inspire, excite, develop motivated employees Embark on self- discovery and fulfillment