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Write You - Mentoring Future Leaders: A Five-Step Formal Mentor System For Your Organization!
Travel a lot on business?Wish you could breeze into a town with a briefcase and laptop and have an office ready for you? That’s not as farfetched as it sounds. Not if you know about executive suites and how they operate.Executive suites is a term used to describe rental offices in cities all over the U.S. and abroad. They are also referred to as ‘shared office space’. However, neither the term ‘executive suites’ or ‘shared office space’ really describes what this unique form of office space
2. A reservoir of knowledge by the mentor, both in terms of formal and informal knowledge/training/skill attainment/certifications, that can be deposited into a willing mentee and thus enable a shorten learning curve to develop!
3. An accomplished and dedicated senior member who may be of the present mindset that because of their tenure they are no longer valued and appreciated can be an ideal candidate and this participation opportunity may be just the prescription for a renewed energy.
4. A person with genuine vested interest in the organizations success and core
We have all seen carwash fundraisers where kids stand on the corner with big poster board signs that say carwash and they are trying to attract cars into the parking lot to get in line to get washed so their nonprofit group can make lots of money.Sometimes this works very well, but it is also important not to let the kids stand in the street because that can be dangerous and one of the parents will get totally upset. Worse off if a kid gets hit by a car, will we all know the problems with that and the la
Where have all the leaders gone? How do you cultivate a leader within? In today’s demanding work environment everyone must have a little leader within themselves and at times a real leader is needed to step forward and lead others to greatness.
To do so, takes an active and systematic approach to developing those within an organization. A model for an effective “Leadership Mentor Development Program” may incorporate a five-step approach.
1. Mentor Level One – would be an elementary mentor, whereby the mentor possess great basic knowledge and patience of a subject matter, which needs to be instilled into another person.
2. Mentor Level Two – would be the graduation of the mentee to a secondary mentor whom can provide opportunities to the mentee to apply this new knowledge or skill. This secondary mentor serves as a contact person for the mentee while they are being drilled in the application of this knowledge and assists them in becoming both comfortable and proficient with this knowledge base.
3. Mentor Level Three – would be a post secondary mentor that has the capacity to challenge the mentee constructively to seek new applications for this basic knowledge base and encourages them to seek greatness with it.
4. Mentor Level Four – would be a master mentor, that person whom has a well positioned network of stakeholders and decision makers across organizational lines that can serve to promote and sale the mentee to others, unbeknownst to them!
5. Mentor Level Five – would be that level which a mentee has been grown and developed from level one through level four and now that mentee has demonstrated a grasp and application of knowledge and experience and has therefore earned the right to become a mentor themselves and grow another person. Now the process reverses, with a reverse mentor relationship ability!
This model may serve as a powerful template to dictate very specifically what the responsibilities may be for each level in the mentor-to-mentee development life cycle.
Another critical question lies with who has the right to serve as a mentor, now that there is an objective means of how to measure the developmental progress of a mentee. First level considerations in selecting, recruiting or accepting nominations/applications for mentors is:
1. A willingness on the part of the mentor to invest ones’ time and energy into the mentee is critical for this growth relationship to develop present and future leaders for organizations today.
2. A reservoir of knowledge by the mentor, both in terms of formal and informal knowledge/training/skill attainment/certifications, that can be deposited into a willing mentee and thus enable a shorten learning curve to develop!
3. An accomplished and dedicated senior member who may be of the present mindset that because of their tenure they are no longer valued and appreciated can be an ideal candidate and this participation opportunity may be just the prescription for a renewed energy.
4. A person with genuine vested interest in the organizations success and core
Whether you operate a small-to-medium sized business or a grand corporation, you might be considering expansion through opening a new branch. Introducing your company's products and services to a fresh market in a new location is a great way to gain new business, but there are financial risks to be considered. No one can predict the future, and products or services that perform well in one city might not do so well in another. It's wise to test the profit potential of your new branch before making a large in
2. Mentor Level Two – would be the graduation of the mentee to a secondary mentor whom can provide opportunities to the mentee to apply this new knowledge or skill. This secondary mentor serves as a contact person for the mentee while they are being drilled in the application of this knowledge and assists them in becoming both comfortable and proficient with this knowledge base.
3. Mentor Level Three – would be a post secondary mentor that has the capacity to challenge the mentee constructively to seek new applications for this basic knowledge base and encourages them to seek greatness with it.
4. Mentor Level Four – would be a master mentor, that person whom has a well positioned network of stakeholders and decision makers across organizational lines that can serve to promote and sale the mentee to others, unbeknownst to them!
5. Mentor Level Five – would be that level which a mentee has been grown and developed from level one through level four and now that mentee has demonstrated a grasp and application of knowledge and experience and has therefore earned the right to become a mentor themselves and grow another person. Now the process reverses, with a reverse mentor relationship ability!
This model may serve as a powerful template to dictate very specifically what the responsibilities may be for each level in the mentor-to-mentee development life cycle.
Another critical question lies with who has the right to serve as a mentor, now that there is an objective means of how to measure the developmental progress of a mentee. First level considerations in selecting, recruiting or accepting nominations/applications for mentors is:
1. A willingness on the part of the mentor to invest ones’ time and energy into the mentee is critical for this growth relationship to develop present and future leaders for organizations today.
2. A reservoir of knowledge by the mentor, both in terms of formal and informal knowledge/training/skill attainment/certifications, that can be deposited into a willing mentee and thus enable a shorten learning curve to develop!
3. An accomplished and dedicated senior member who may be of the present mindset that because of their tenure they are no longer valued and appreciated can be an ideal candidate and this participation opportunity may be just the prescription for a renewed energy.
4. A person with genuine vested interest in the organizations success and core
Fundraising is a part of the fabric of our culture. Whether you are on a church board, the local soccer club, school PTA, or have a child in school, you’ve probably been asked to participate or sit in on a meeting where money must be raised. It turns out that you need something that has not been allowed for in the regular budget. So, you begin to scan the Internet for cash-generating opportunities that someone can start rather quickly. Then the reality of how much you will actually receive kicks in. Oops!
4. Mentor Level Four – would be a master mentor, that person whom has a well positioned network of stakeholders and decision makers across organizational lines that can serve to promote and sale the mentee to others, unbeknownst to them!
5. Mentor Level Five – would be that level which a mentee has been grown and developed from level one through level four and now that mentee has demonstrated a grasp and application of knowledge and experience and has therefore earned the right to become a mentor themselves and grow another person. Now the process reverses, with a reverse mentor relationship ability!
This model may serve as a powerful template to dictate very specifically what the responsibilities may be for each level in the mentor-to-mentee development life cycle.
Another critical question lies with who has the right to serve as a mentor, now that there is an objective means of how to measure the developmental progress of a mentee. First level considerations in selecting, recruiting or accepting nominations/applications for mentors is:
1. A willingness on the part of the mentor to invest ones’ time and energy into the mentee is critical for this growth relationship to develop present and future leaders for organizations today.
2. A reservoir of knowledge by the mentor, both in terms of formal and informal knowledge/training/skill attainment/certifications, that can be deposited into a willing mentee and thus enable a shorten learning curve to develop!
3. An accomplished and dedicated senior member who may be of the present mindset that because of their tenure they are no longer valued and appreciated can be an ideal candidate and this participation opportunity may be just the prescription for a renewed energy.
4. A person with genuine vested interest in the organizations success and core
Too many people do a good job, but don't let people know.When you get some positive written feedback from others be sure to keep it, and circulate the feedback to more senior people. If you get verbal feedback, ask for it to be put in writing. Don't hide your light: let people know what a great job you have done.You may be doing a good job, but is this really what matters to your boss? Talk to your boss and find out what is important to them, then make sure you ar
This model may serve as a powerful template to dictate very specifically what the responsibilities may be for each level in the mentor-to-mentee development life cycle.
Another critical question lies with who has the right to serve as a mentor, now that there is an objective means of how to measure the developmental progress of a mentee. First level considerations in selecting, recruiting or accepting nominations/applications for mentors is:
1. A willingness on the part of the mentor to invest ones’ time and energy into the mentee is critical for this growth relationship to develop present and future leaders for organizations today.
2. A reservoir of knowledge by the mentor, both in terms of formal and informal knowledge/training/skill attainment/certifications, that can be deposited into a willing mentee and thus enable a shorten learning curve to develop!
3. An accomplished and dedicated senior member who may be of the present mindset that because of their tenure they are no longer valued and appreciated can be an ideal candidate and this participation opportunity may be just the prescription for a renewed energy.
4. A person with genuine vested interest in the organizations success and core
Families, mothers, employers, and medical practices all interact in one way or another with a medical billing specialist. When medical billing is required, a qualified medical billing specialist can help you process your claim quickly and thoroughly. Medical billing specialists work in many different areas. A variety of tasks require a medical billing specialist to be familiar with medical transcription, medical codes, and electronic medical records (EMR).This article not only explains the types of infor
2. A reservoir of knowledge by the mentor, both in terms of formal and informal knowledge/training/skill attainment/certifications, that can be deposited into a willing mentee and thus enable a shorten learning curve to develop!
3. An accomplished and dedicated senior member who may be of the present mindset that because of their tenure they are no longer valued and appreciated can be an ideal candidate and this participation opportunity may be just the prescription for a renewed energy.
4. A person with genuine vested interest in the organizations success and core survival will be an exceedingly diligent mentor and take the mentee’s interest to heart.
A fast track to “Leadership Mentor Development Program” failure is expecting or accepting any individual into participation that do not adhere to any of the above benchmark suggestions.
An Ohio State University study indicated that professional women in the work place with mentor relationships were as much as 68 times more promotable and marketable in their careers among individuals with no mentor relationships. The question for organizations and for managerial-leaders to ask now is, “can we afford not to invest in our personnel asset by not having a mentor program?”
“If a man empties his pyres into his head, no one can take it away from him. An investment in knowledge always pays the best interest.” - Benjamin Franklin, Inventor, Statesman, Writer
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