Casual Articles - Business Leadership Starts with Mentoring-The Dance of Mentoring

One of the big mistakes systems make is to assume that anyone can be a mentor. WRONG! This mentality often is the same mentality that causes systems to move good technical staff into management positions and then wonder why the new manager is failing. Technical knowledge does not presume possessing the knowledge and skills to be an effective mentor.

Mentoring has its own fundamental knowledge base, its own set of skills, and its own set of indicators of success. Many systems feel that a part of a supervisor’s role is to mentor those they supervise - and in some rare cases this can be effective - but too often the role of supervising conflicts with the role of mentoring.

Think about this… the role of a mentor is to understand a prot?g?s strengths and limitations and to create a relationship based on trust. This trust means the prot?g? feels confident they can talk with their mentor about what they are not doing well in their job and what they have actually done wrong without performance repercussions.

Wow, it would take a very special mentor/supervisor who could listen to what a prot?g? is telling them they are doing wrong, to be able to balance their two roles, and not slip into the typical supervisor performance monitoring role. In some work cultures, a supervisor’s role is defined as a micro-manager who is to look for errors in their supervisee’s performance and provide consequences for these errors. In this type of work environment the combining of the roles of supervisor and mentor will not work.

No employee/prot?g? will learn to trust a supervisor/mentor who is expected to document everything they see an employee do that does not meet expectations. This type of work environment may say they are mentoring employees but they actually are showing their ignorance about mentoring.

So how does an agency balance the need for leadership in training employees and supervising and monitoring for quality? Good question and there is an answer. The role of mentor is not a part of the supervisor’s role. Mentors are selected because they have the needed knowledge and skills to pass on to others, they are good teachers or guides, and they do not have supervisory responsibilities for their prot?g?s. Mentors then are selected on the basis of their expertise and knowledge of specific content, their facility in applying the content, and their mentoring skills.

So what this is actually saying is - if an agency wants to provide quality mentoring which results in quality services and products - they must set up a mentoring system. The components of this system include:

· defining a mentor application process

· defining mentor competencies

· defining outcomes of mentor process

· defining an application process to identify potential mentor candidates

· selecting from mentor applicants those that meet specific criteria to become a mentor candidate

Mentoring has its own fundamental knowledge base, its own set of skills, and its own set of indicators of success. Many systems feel that a part of a supervisor’s role is to mentor those they supervise - and in some rare cases this can be effective - but too often the role of supervising conflicts with the role of mentoring.

Think about this… the role of a mentor is to understand a prot?g?s strengths and limitations and to create a relationship based on trust. This trust means the prot?g? feels confident they can talk with their mentor about what they are not doing well in their job and what they have actually done wrong without performance repercussions.

Wow, it would take a very special mentor/supervisor who could listen to what a prot?g? is telling them they are doing wrong, to be able to balance their two roles, and not slip into the typical supervisor performance monitoring role. In some work cultures, a supervisor’s role is defined as a micro-manager who is to look for errors in their supervisee’s performance and provide consequences for these errors. In this type of work environment the combining of the roles of supervisor and mentor will not work.

No employee/prot?g? will learn to trust a supervisor/mentor who is expected to document everything they see an employee do that does not meet expectations. This type of work environment may say they are mentoring employees but they actually are showing their ignorance about mentoring.

So how does an agency balance the need for leadership in training employees and supervising and monitoring for quality? Good question and there is an answer. The role of mentor is not a part of the supervisor’s role. Mentors are selected because they have the needed knowledge and skills to pass on to others, they are good teachers or guides, and they do not have supervisory responsibilities for their prot?g?s. Mentors then are selected on the basis of their expertise and knowledge of specific content, their facility in applying the content, and their mentoring skills.

So what this is actually saying is - if an agency wants to provide quality mentoring which results in quality services and products - they must set up a mentoring system. The components of this system include:

· defining a mentor application process

· defining mentor competencies

· defining outcomes of mentor process

· defining an application process to identify potential mentor candidates

· selecting from mentor applicants those that meet specific criteria to become a mentor candidate Advertising at Motorway Services
Britain’s motorway service stations are a secret gem in the UK advertising landscape. The 131 motorway stations enjoy 400 million visits a month from hungry, thirsty families, businessmen or travellers (Source: Mintel Railway and Motoring Retailing UK April 2005).Although many motorway stations started with humble beginnings, they are increasingly growing into motorway shopping centres, housing establishments such as WH Smith, M&, The Body Shop, Starbucks, Burger King, KFC, Little Chef, Shell, BP connect, Barclays and Nationwide. Most motorway service stations have shops dedicated to health and beauty, gift ideas and retail. They offer arcades and betting shops such as Ladbrokes. Professionals will find an environment ideally suited for them: conference rooms, easy access, with hotels and restaurantow, it would take a very special mentor/supervisor who could listen to what a prot?g? is telling them they are doing wrong, to be able to balance their two roles, and not slip into the typical supervisor performance monitoring role. In some work cultures, a supervisor’s role is defined as a micro-manager who is to look for errors in their supervisee’s performance and provide consequences for these errors. In this type of work environment the combining of the roles of supervisor and mentor will not work.

No employee/prot?g? will learn to trust a supervisor/mentor who is expected to document everything they see an employee do that does not meet expectations. This type of work environment may say they are mentoring employees but they actually are showing their ignorance about mentoring.

So how does an agency balance the need for leadership in training employees and supervising and monitoring for quality? Good question and there is an answer. The role of mentor is not a part of the supervisor’s role. Mentors are selected because they have the needed knowledge and skills to pass on to others, they are good teachers or guides, and they do not have supervisory responsibilities for their prot?g?s. Mentors then are selected on the basis of their expertise and knowledge of specific content, their facility in applying the content, and their mentoring skills.

So what this is actually saying is - if an agency wants to provide quality mentoring which results in quality services and products - they must set up a mentoring system. The components of this system include:

· defining a mentor application process

· defining mentor competencies

· defining outcomes of mentor process

· defining an application process to identify potential mentor candidates

· selecting from mentor applicants those that meet specific criteria to become a mentor candidate Implement the Benefit of Business Change with R-pM
Conventional methods implement the costs of change and prevent benefits. Benefit from change through R-pM.Many of us have participated in business change projects. I am sure that we share many experiences with the difficulties in gaining successful business change. We have read about many cases of problems and disasters. Why after all this experience and the many stories of unsuccessful business change, do we continue to have problems? For a start:- We continue to employ bad methods for business change. No one has ever put forward a good method- We do what everyone else is doing, to implement the same problems as everyone else- We employ conventional wisdom, which automatically introduces bad decisions- Our enterprise is not structured to plan and manage benefits, supportre mentoring employees but they actually are showing their ignorance about mentoring.

So how does an agency balance the need for leadership in training employees and supervising and monitoring for quality? Good question and there is an answer. The role of mentor is not a part of the supervisor’s role. Mentors are selected because they have the needed knowledge and skills to pass on to others, they are good teachers or guides, and they do not have supervisory responsibilities for their prot?g?s. Mentors then are selected on the basis of their expertise and knowledge of specific content, their facility in applying the content, and their mentoring skills.

So what this is actually saying is - if an agency wants to provide quality mentoring which results in quality services and products - they must set up a mentoring system. The components of this system include:

· defining a mentor application process

· defining mentor competencies

· defining outcomes of mentor process

· defining an application process to identify potential mentor candidates

· selecting from mentor applicants those that meet specific criteria to become a mentor candidate Quality Prints through Cheap Printing
Stiff competition in the market is very much observed. Everybody is vying for a position that will make their business recognized in the market. Different strategies and advertising propaganda are used in order to grab customer’s attention.However, not all businesses are able to fairly compete because printing jobs are quite expensive and costly. The budget they have for the printing job is just enough to produce the material they need.Moreover the innovations in the printing technology had paved to provide quality prints at a very reasonable price. Cheap printing was provided in order to meet the demands and desired need of every business.Basically with the services that online printing company provides there are several ways on how cheap printing can be availed:Wholesale printagency wants to provide quality mentoring which results in quality services and products - they must set up a mentoring system. The components of this system include:

· defining a mentor application process

· defining mentor competencies

· defining outcomes of mentor process

· defining an application process to identify potential mentor candidates

· selecting from mentor applicants those that meet specific criteria to become a mentor candidate

· training mentor candidates in specific mentoring knowledge and skills

· supporting mentor candidates as they move through the mentor training process, and

· credentialing those candidates that meet mentor competencies.

In order to ascertain whether a mentor candidate receives the mentor credential requires the system to

· provide direct training and technical assistance to the mentor candidate during their candidate phase

· provide opportunities for the mentor candidates to observe and experience mentoring being provided by a credentialed mentor

· co-mentoring with a credentialed mentor and

· being observed by a credentialed mentor while providing mentoring

So becoming a mentor requires that mentor candidates exhibit competence in understanding what mentoring is about and exhibiting the skills that results in competent performance by the prot?g?.

Competent mentor and prot?g? performance is always assessed by whether the delivery of improved or quality services and products.

Steps of Mentoring Process

1. Application – An application process and procedures are defined

2. Selection – qualified personnel review applications and select mentor candidates

3. Content Training & Technical Assistance

· Adult Learning

· Levels of Learning

· Problem Solving

· Strategic Planning

4. Structured Observation – Watch an accomplished mentor work with a prot?g? using a process to observe key elements

5. Co-Mentoring – Plan and conduct a co-mentoring session with an accomplished mentor

6. Independent Mentoring – Conduct a mentoring session with an accomplished mentor observing

7. Initial Credential – When all competencies are achieved become a mentor to prot?g?s

In summary, establishing a mentor system in your agency is a multi-phase process that results in the mentor candidates evidencing expertise in specific content and t

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