1. Leader’s development – mentoring
Skills’ Crafter – Jadwiga Mstowska

2. Deloitte report According to Deloitte Global Human Capital Trends
„ Building leadership remains paramount, ranking as the No. 2 issue in 2015 year’s survey. Yet despite the fact that nearly 9 out of 10 respondents surveyed cite the issue as “important” or “very important,” the data also suggest that organizations have made little or no progres”
Companies are struggling to develop leaders at all levels and are investing in new and accelerated leadership models.
Companies are actively exploring new approaches to learning and development as they confront increasing skills gaps.
Deloitte report

3. The Hackett Group

4. What do you expect from middle management?
Trigger & monitor projects aligned with strategy
Invest in teams’ development
Manage underper-formance
What do you expect from middle management?
Engage effectively
Drive
innovations
Lead cross cultural teams
Build customer oriented services
Use recognition policy to motivate teams
Respond to generation differencies
Build „continouos improvement” culture
Motivate & build top performing teams
Translate business priorities to operations goals
Be able to provide coaching to team members
Identify & grow talent pool
Be role model in personal development
What are the required competency levels?
Awareness
Knowledge
Skill
Mastery

5. How leaders are supported in your oragnisation?
First time in leader’s role
Leaders academy
HR basics for leaders
Coaching upskilling
360 assessment
Support from middle mgmt
Project mgmt upskilling
Middle or senior leader role
360 from reporting team leads
End year review – feedback
Informal managers network
Internal coaching or mentoring
Learning on the job
How leaders are supported in your oragnisation?
Is it fair summary?
Do you think you do enough ?
Do you assess results?

6. ... Majority of learning initiatives for Leaders of Teams’ are
Not structured
Ad-hoc
Not tailored for specific needs
Not assessed against expected results
...
SKILLS’ CRAFTER offers response to that:
Tailored & dedicated MENTORING

7. MENTORING Mentoring for managers facing „on the job” challenges
Mentoring linked to people /performance/proces situation
Mentor’s skills vs Mentee’s requirements
Sessions delivery
Results assessment
MENTORING

8. MENTORING FRAMEWORK individual sessions
OBJECTIVES
Support middle management in developing specific skills on the job
Having as a result dedicated solutions for their operations
Building higher level of self awareness in the specific field
Provide opportunity to discuss, assess & bounce ideas with partner having business knowledge
DELIVERY MODEL
1-2-1 ssesions
Up to 6 mentoring meetings (1 hour each)
1-st sessions to agree on goals, timelines and expectations
4 working sessions with middle check point
6-th closing session – assessing results, agree follow up
MENTORING FRAMEWORK individual sessions
TARGET AUDIENCE
Middle management = leaders of teams
Or talents that should grow quicker in role
New in role (up to 2 years)
Lack of dedicated L&D programmes
Specific challenges in operations
Difficult change (migration, restructuring)
Leadership at storming phase (50% new)
Underperformance/ low KPI results
SUCCESS FACTORS
Careful choice of target audience
Quality of competence gap assessment
Good decision about working topic/topics
Good match btw needs & mentor’s experience
Agree on goals & success definition
Building real business partnering relation
Delivering business solution while growing competency

9. MENTORING FRAMEWORK mentoring circles
OBJECTIVES
Support group of middle managers in developing specific skills on the job
Working together to understand synergy efect
Building higher level of self awareness in the specific field
Provide opportunity to exchange ideas, discuss options utilising fully mentor’s business knowledge
DELIVERY MODEL
Group ssesions with experienced senior leader
Up to 6 mentoring meetings (1 hour each)
Pre-work required before each session
Commitment for actions after each session
Report out on results – in agreed format
TARGET AUDIENCE
Up to 4 leaders of teams
Or talents that should grow quicker in role
New in role (up to 2 years)
Lack of dedicated L&D programmes
Specific & common challenge in operations
Difficult change
Teams at storming phase (50% new)
Underperformance/ low KPI results
SUCCESS FACTORS
Careful choice of leader’s group
Quality of competence gap assessment
Good decision about working topic/topics
Match needs vs mentor’s experience
Agree on goals & success definition
Building real business partnering relation
MENTORING FRAMEWORK mentoring circles

10. Let’s build further steps based on your feedback
What are
mentoring needs?
nominations criteria?
Let’s build further steps based on your feedback
What do you have
In place?

11. SEE YOU SOON 