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TOPICS
1. New Book Can Transform Managers from Monarchs to Mentors
2. Measuring Results of Mentoring by Using Return on Expectations
3. Peer Mentoring in the Workplace Depends on Timing and Key Skills
4. Mentoring Workshop and Conference Events
5. A Sample Item from the Peer Resources Annotated Bibliography
NEW BOOK CAN TRANSFORM MANAGERS FROM MONARCHS TO MENTORS
One of the most frequently asked questions about mentoring in business is "Can managers be mentors?" The answer to that question is definitely "yes," particularly if they have followed the ideas put forward in James A Hatherley's new book, Daring to Be Different: A Manager's Ascent to Leadership. Hatherley, an experienced manager and executive, links the two roles with a hyphen (mentor-leader) throughout his book and makes a very convincing case that for a manager to be a mentor he or she must also be a leader. Unfortunately too many managers are unable to achieve leader qualities and instead become reverse mentors, demoralizing staff, lowering expectations and draining the talent pool.
Hatherley distinguishes between two types of managers: monarchs and muralists. A monarch typically blocks the full development of those people within his or her sphere of influence. In contrast, muralists are managers who empower themselves and their direct reports. While Hatherley clearly favors the muralist role, he does not equate it with a touchy-feely approach. Instead he provides specific details about the attitudes, actions, and relationship requirements necessary for a manager to be a muralist or leader. And here is where he steers away from typical business leadership books. Although he details the elements of a twelve point plan for the mentor-leader to demonstrate leadership, he isn't providing a formula. Instead he is able to articulate concepts such as the "Look" and "Feel" of being a leader in a way that anyone in an organizational setting can understand. Unlike contemporary books urging managers to "think outside of the box," this book encourages managers to think about what's actually in the box and build on existing resources, assets, strengths and skills.
Daring to Be Different isn't a book written by an academic studying the habits of successful leaders. Throughout the 149-page book there are anecdotes, stories, and humorous examples that only a person with years in the trenches could use to illustrate important principles of leadership. This book is filled with everyday language, quotable phrases, and practical examples that can have a powerful impact on managers and managers in training. In essence this book provides tools to assist any manager to become a leader - to shift from mediocrity to pursuing excellence, from conformity to challenging personal limits, and from reacting to empowering.
This book will also appeal to coaches working with managers. In addition to identifying the key qualities for helping managers become mentors, Hatherley provides a practical and simple assessment system he calls the "Leadership Compass." This tool can be used to determine how and when to provide coaching (and other interventions) to assist managers and employees to rekindle their passion, maximize their potential or make other essential life decisions.
Most of the books we include in our Top Books on Mentoring web pages <www.mentors.ca/topmenbks.html> focus specifically on mentoring and typically include some form of the word mentoring in their title. However, Daring to Be Different is integral to any effective organization mentoring program or coaching service. Its focus on how to help managers become more mentor-like will not only assist with eliminating barriers to the creation of new mentoring programs, but will also assist experienced coaches, human resources personnel and others to pinpoint what needs to be done and what tools can help to maximize the mentoring leadership of their managers.
Availalble from Star Publishing, you may want to consider ordering multiple copies to give to clients, co-workers and management staff. Peer Resources has made an arrangement with the publisher for Mentor New readers to receive a 10 percent discount on this book. If this appeals to you, contact Rey Carr at Peer Resources <rcarr@islandnet.com> for the code.
"Muralists are somehow related to their ancestors who tossed tea into the harbor, took their seat in the front of the bus, dared to stand alone in front of a tank, wrote the songs that moved the world, and invented life-changing companies in their garages...They are the ones who do not have to say, "Follow me" as they leap instinctively from their foxhole because they know their followers are right behind them, equally committed to the mission."
MEASURE RESULTS OF MENTORING BY USING RETURN ON EXPECTATIONS (ROE)
One way to assess results of mentoring that has gained some attention is to use Return on Investment (ROI). However, Dr. Dan Tobin has pointed out numerous problems with this approach and we have provided a link to his thorough criticism on our site at <http://www.peer.ca/coaching.html>.
An alternate method to determine progress is to consider Return on Expectations (ROE). This can be particularly useful where one might want to determine the degree to which the specific intervention (such as coaching, a mentoring program or a peer assistance strategy) is contributing to the goals of the organization. ROE typically includes measures like: (1) Time to Competency: how much does it cost and how long will it take to achieve the goals outlined in the mentoring or coaching agreement or described in the rationale for a peer assistance program? (2) Time to Market: how quickly can the coached client, person receiving mentoring or peer services implement and actively use what is to be gained as a result of the intervention? (3) Achieved Competencies: What can the person do now that he or she wasn't (couldn't) do previously that is essential to achieve the goals of the organization? and (4) Return on Expectation: To what degree does coaching, mentoring or peer assistance enable the recipient of such an intervention to meet the organization's job performance expectations?
ROE can be project specific or focus more holistically on the overall goal(s) of the organization. Unlike ROI, it can show results in a shorter time span and it is more likely to reflect the targeted intervention (such as coaching in this case) rather than possibly reflect varied and tangential inputs.
"Monarchs are managers, chained to the past by tradition, written and unwritten rules, manuals of procedure, the chain of command, the coefficient of friction, the lie of the ball and probably the infield fly rule."
PEER MENTORING IN THE WORKPLACE DEPENDS ON TIMING AND KEY SKILLS
Peer mentoring occurs naturally in the workplace. When a co-worker is experiencing some concern, worry or frustration, he or she will often talk about it to a friend at work. But two common factors can limit the assistance a co-worker can provide.
First, there's timing. Often when a co-worker wants to talk, a peer may not have an immediate opportunity to listen. Even in more formal workplace peer assistance programs where peers expect to be contacted, work circumstances, including noise levels, degree of privacy, or task demands may prohibit their availability for interaction.
Readiness to talk on the part of a co-worker needs to be acknowledged, despite the peer assistant's situation, however. All to often such readiness can be short-lived and the willingness to seek help may disappear. One way to build on a peer's motivation to seek help and at the same time manage the difficult timing is to let the peer know that you care, you want to help and that you are currently unavailable.
Here's an example: "Rey, what you're telling me sounds important; as a matter of fact too important to discuss right now with the lack of privacy (project deadline looming, noise level, possibility of being interrupted). How about if we meet after our break at 11:30? In the meantime, would you be willing to write down what you hope will happen as a result of our discussion?"
While timing is always an issue for both workers, a concern that is often raised by peers who provide such assistance is: "How do I respond when I don't know what to say?" Training in listening skills, such as acknowledgement skills and deep listening as well as learning how to ask power questions can dramatically reduce the feeling of being at a loss as to how to respond.
But even with training there are times when peer mentors may wonder what to say. This is particularly true when the concern deals with something outside of the workplace such as a personal, home or family situation. While many more structured workplace peer mentoring programs may have policies about such discussions (typically referral to an Employee Assistance Program, for example), it is likely that whatever is going on at home is going to have some impact or consequence for work performance.
And while work performance issues are generally the responsibility of supervisors and managers, all too often the initial discussion about such issues takes place among peers. One way for peers to assist is to help a co-worker describe the scope of the situation and consider options for dealing with it.
Here's an example: "Rey, now that I understand your concern, to what degree do you think it is having consequences for you here at work?" "What can I do to help you resolve the work-related impact?" and "How would you like to go about bringing your work back to the quality it was prior to this situation?"
"Given a choice, most people will opt to succeed. They will surprise you with their resourcefulness and determination. All they need is some help with their technique and a little encouragement from a mentor."
MENTORING CONFERENCES AND EVENTS
Best Practices in Teacher Induction and Mentoring Conference
Hershey, Pennsylvania, September 27-29, 2002
Tel: (630) 668-2605; Fax: (630) 752-9941
<barrys@teachermentors.com>
Coachville Business and Corporate Coaching Conference
Toronto, Ontario, September 11-14, 2002
<support@coachville.com>
Ninth Annual Mentoring and Coaching Conference
Cambridge, England, October 17-18, 2002
Tel/Fax: 01923 859 999
<allyson@management.org.uk>
Corporate Mentor Program Development Seminar
Victoria, British Columbia October 23-24, 2002
Tel: (250) 595-3503; Fax: (250) 595-3504
<info@mentors.ca>
Workplace Peer Coaching Seminar
Victoria, British Columbia October 21-22, 2002
Tel: (250) 595-3503; Fax: (250) 595-3504
<info@mentors.ca>
"It all begins at the top. Employees are very impressed by leaders who roll up their sleeves, know their business, remember their names, understand their problems, listen with empathy and can explain the vision, objectives and problems openly and plainly - and with an occasional sense of humor."
A SAMPLE ITEM FROM THE PEER RESOURCES ANNOTATED BIBLIOGRAPHY
We continually scan the professional and popular literature for articles, books, videos and other useful reference materials. We then provide a brief synopsis of the work and place the citation details and summary in a searchable format on our site at <http://www.peer.ca/SearchB.html>. Each month the Peer Bulletin, available only to members of the Peer Resources Network <http://www.mentors.ca/PRN.html> will include one of the many citations added every week.
Spence, Nina (March/April, 2000). The full spectrum: Mentor/coach battles warrior/terrorist managers. The Training Report, 3.
Not all executives or CEO's are considered nourishing, supportive and concerned about the welfare of others in their organizations. Spence quotes, Al Dunlap, a former CEO of Scott Paper and Sunbeam Corporation who had the nickname of Chainsaw Al, as saying, "If you want a friend, get a dog." When these terrorist types are in charge, others, particularly trainers or other HR people may find themselves in a dilemma: go or stay? The author provides a series of 7 self-mentoring questions that persons faced with such a dilemma can ask themselves. The answers provide information about personal integrity, ethics, consequences for other employees, and the culture of the organization.
"The manager matters. You are who you are, but once you are the manager, you have to be better than you were."
The Mentor News is provided free to subscribers every 45-60 days by Peer Resources. To become a member of the Peer Resources Network and receive a more comprehensive monthly publication as well as the only print magazine on coaching, visit www.mentors.ca/PRN.html or call 1.800.567.3700 in North America or 1.250.595.3503 outside of North America. To be removed from this mailing list send an email to <info@mentor.ca>.
All articles and information included in this newsletter have been prepared by Rey Carr and all copyrights are held by Peer Resources. To submit information or articles for possible inclusion in future issues, please send an email to mentornews@peer.ca.
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