Making Mentoring Happen: A Simple and Effective Guide to Implementing a Successful Mentoring Program
Allen & Unwin, 1999 - 123 sivua
Mentoring programs can help businesses reduce staff turnover, train new employees successfully, fast-track stellar workers, motivate senior staff, and improve company performance, morale, and diversity. This guide to setting up and implementing successful mentoring programs shows how to reap their benefits without hiring expensive consultants or spending excess time and energy to get a program up and running. Full of proven strategies and practical ideas, this book offers a straightforward explanation of what mentoring is and why it has become so important in many successful organizations. The characteristics of a good program are analyzed and explained to allow programs to be tailored to specific companies. Easy-to-follow training activities, advice on building mentoring relationships, and potential problems to avoid are included.
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15 minutes Resources achieve action plan activities appropriate Approximate aspects behaviour benefits coaching commitment complete counsel discuss employees encouraging the mentee evaluation expectations expression of interest fault divorce feel formal conclusion formal mentoring programs formal program gain goals gram help the mentee identify impact informal mentoring initial interpersonal skills leaders leadership learning listening MBTI meetings mentee needs mentee's mentees and mentors mentor/mentee mentoring pairs mentoring process mentoring relationships mentors and mentees mentors or mentees mid-cycle minutes Resources needed motivation Myers-Briggs Type Indicator nominated º º Odysseus organisation organisation's orientation and training participant Steps partner performance performance appraisal potential professional development proforma program design program facilitator promotion protocols Purpose To stimulate questions recognise relationship development Resources needed Worksheet role model share significant peers skills training someone specific skills sponsor staff stage strategies structured program style success target group tasks Telemachus training program Whiteboard workplace
Sivu 1 - What lies behind us and what lies before us are tiny matters compared to what lies within us.
Sivu 35 - Strong Words Have you learned lessons only from those who admired you and were tender with you and stood aside for you? Have you not learned great lessons from those who reject you and brace themselves against you, or who treat you with contempt, or dispute the passage with you?
Sivu 3 - Homer's Odyssey. When Odysseus, King of Ithaca, went to fight in the Trojan War he entrusted the care of his household to Mentor. Mentor served as a teacher and overseer to Odysseus
Sivu 66 - This dyadic encounter experience is designed to facilitate getting to know another person on a fairly close level. The discussion items are open-ended statements and can be completed at whatever level of selfdisclosure one wishes. My name is ... The reason I'm here is ... One of the most important skills in getting to know another person is listening. In order to get a check on your ability to understand what your partner is communicating, the two of you should go through the following steps one...
Sivu 66 - ... know another person on a fairly close level. The discussion items are open-ended statements and can be completed at whatever level of selfdisclosure one wishes. My name is ... The reason I'm here is ... One of the most important skills in getting to know another person is listening. In order to get a check on your ability to understand what your partner is communicating, the two of you should go through the following steps one at a time. Decide which one of you is to speak first in this unit....
Sivu 4 - The Report of the Industry Task Force on Leadership and Management Skills...
Sivu 25 - The most effective mentors may be those who are willing to spend the time necessary to transfer skills and knowledge and who are open enough to take risks, willing to share experience and have a desire to help.
Sivu 25 - The person chosen as a mentor should be a good motivator and teacher, a high performer, unthreatened by others' success, and reflect the organisation's values and culture.
Sivu 26 - In the case of formal mentoring programs the most effective are those in which the partners are allowed to choose each other.
Sivu 39 - For the new employee, the mentor imparts a feel for the job, a knowledge of the skills needed and trends in the industry.