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Mentoring employees

Do you look forward to sharing your work knowledge and experience?  Become a mentor. 

Learn like a leader : today's top leaders share their learning journeys
editors, Marshall Goldsmith, Beverly Kaye, Ken Shelton.
Boston : Nicholas Brealey Pub., 2010.
For individuals, managers, leaders, coaches, and consultants wanting to develop their leadership strengths, Goldsmith, who specializes in management and leadership development, et al. compile the stories of 35 top management and development leaders and thinkers who detail how they learned in their careers. Leaders like Charles Garfield, Jay Galbraith, William Bridges, Robert Rosen, Stephen Covey, and Elizabeth Pinchot share a personal learning experience that shaped their life's work and influenced their teachings related to themes like learning from difficult or painful situations, and understanding how others perceive them. There is no index. Annotation ©2010 Book News, Inc., Portland, OR (booknews.com)
     
The extraordinary coach : how the best leaders help others grow
John H. Zenger, Kathleen Stinnett.
New York : McGraw-Hill, c2010.
An “interactive” approach to coaching from one of today’s most forward-thinking leadership gurusJohn Zenger established himself as a top-tier leadership expert with his groundbreaking booksThe Extraordinary LeaderandThe Inspiring Leader. Now, he teams up with executive coach Kathleen Stinnett to put you on the fast track to expertise in business coaching.The Extraordinary Coachworks as an immersion course in coaching, providing the skills you need to become a highly effective leader in no time flat.As with his other books, Zenger researched thousands of assessments from the most effective coaches. Then he and Stinnett combined the research with the latest findings from the world of clinical psychology to map out the real success secrets of today’s best coaches.This practical, multi-layered training guide provides the tools you need, including: Companion Video(on their website) showing “real” coaching in action Conversation Guideoffering framework for any possible scenario Application Worksheetsto help prepare yourself for upcoming coaching situations List of Questionsto ask in their own coaching conversationsBuilding a firm foundation in the correlation between coaching effectiveness and employee engagement, you will quickly and effectively master the critical skill of coaching.The Extraordinary Coachwill ensure you make a powerful contribution to the long-term success of your organization.
     
20 minutes to a top performer : three fast and effective conversations to motivate, develop, and engage your employees
by Alan Vengel.
New York : McGraw-Hill ; London : McGraw-Hill [distributor], 2010.
Transform Average Employees intoPowerhouse Performers“I cannot think of a more important message and timely book.20 Minutes to a Top Performeroffers quick, simple techniques for managers toimprove their effectiveness in communicating with their teams.” Steven Fine, vice president for administration,Mount Sinai Medical Center, Miami Beach, Florida“Alan has provided some of the best thinking on the issue of leadership conversations.His book offers easy-to-implement suggestions for everything your team needsto know about effective conversations!” Al Miller, VP HR, Lockheed Martin Simulation,Training and Support, Lockheed Martin“This book is essential for leaders in today’s fast-paced and do-more-with-less environment.” Dan Russi, VP, Customer Services, Ariba, Inc.“Alan gives a how-to guide for managers of all experience levels. In twenty minutes andthree conversations, he’s captured the essence of managing and leading.” Ron Sacchi, director, Organizational Learning and Development, Gilead“It is great news for the business and professional community to see a book emerge withpractical tips for having intelligent interactions in traditionally sensitive areas ofcommunication. Many books promise easily used guidelinesfor a successful result—this one delivers!” Pat Cramer, learning director, Honeywell AerospaceAbout the BookThe key to long-term organizational success isthe ability to move employees to action. Easiersaid than done, right? Not really. All it takes is threesimple 20-minute conversations.Alan Vengel has spent 25 years helping Fortune 500companies empower their employees to perform atpeak efficiency, generating measurable resultsorganization-wide. Now, in20 Minutes to a TopPerformer, Vengel shares the secret to his and hisclients’ success: good old-fashioned communication.Inside, he explains how to engage youremployees through specific, focused conversations,of which there are exactly three:Coaching: Focusing on performance and feedbackMotivating: Focusing on engagement and interestsMentoring: Focusing on support and developmentVengel dissects these types of conversations toilluminate how, why, and when to initiate each one.The conversations are not meant to be technical.They won’t be uncomfortable or combative. They willsimply be . . . conversations. And you’ll be surprisedat how quickly you see results. Your people will becomebetter team players, take greater enjoyment intheir work, tackle problems with verve, and, in theend, contribute valuable talent to your organizationfor the long term.Managers are facing unprecedented demands to domore with less—a trend that is clearly not going toreverse in the foreseeable future. You don’t need a Harvard Business School degree or expensive newtechnology to empower your workforce. All you needis the drive to make change happen.20 Minutes to a Top Performeris a blueprint to helpingyour people succeed. And when they succeed,you and the entire organization succeed.
     
Manager's guide to mentoring
Curtis J. Crawford.
New York : McGraw-Hill, c2010.
Create new solutions to old problemswith the power of mentoring!Mentoring is an extraordinarily powerful way of getting top performance from every employee.It’s one of the hottest management techniques used in business today, and every managerserious about developing talented employees and implementing change in his or her organizationneeds to master it.Manager’s Guide to Mentoringis a detailed overview covering Types of mentors, from professional to corporate to informal Mentoring across traditional cultural and gender boundaries Developing a mentoring program within your organizationManager’s Guide to Mentoringprovides all the skills for using one of today’s most innovativemanagement techniques to drive positive change in your company.Briefcase Books, written specifically for today’s busy manager, feature eye-catching icons,checklists, and sidebars to guide managers step-by-step through everyday workplace situations.Look for these innovative design features to help you navigate through each page: Clear definitions of key terms, concepts, and jargon Tactics and strategies for mentoring Insider tips for creating a mentoring program Practical advice for mentors Warning signs when preparing for and undertaking a mentoring initiative Stories and insights from the experiences of others Specific mentoring procedures, tactics, and hands-on techniques
     

Mentoring programs can be formal or informal. Mentors may or may not be working with their employees.  In most formal programs, the employee will not report directing to the mentor.

Mentoring cycle

Choose mentor/employee
Get acquainted
Set goals
Grow the relationship
End the relationship
Evaluate the success

(from Mentoring cycle: a six-phase process for success)

The role of a mentor is to teach, encourage, counsel, and befriend.  A mentor is the employee's advocate.  In return the employee listens, uses the advice given, and keeps any commitments made.

There are many easy-to-learn techniques that managers can use to coach, or mentor, employees to become more productive. Role playing and role modeling allow the mentor and employee to explore ways to increase job effectiveness. 

Mentor pairings

Andrew Carnegie/C. Schwab

Col. Sanders/Dave Thomas

W. Buffett/Katharine Graham

(Visit the Mentor Hall of Fame)

A major obstacle to excellent mentoring is keeping the process on track along with providing and giving constructive feedback. Both mentor and employee (and often employee's manager) must be open to constructive criticism, not defensive.  Other tips include seeking specific examples, sharing responsibility, and observing confidentiality.

Mentors do not do the work of the employee or sponsor the employee for a specific position. The ultimate goal of mentoring is to help employees manage their own career development, to give them a sense of direction and focus.

Article by: St. Louis Public Library staff