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Mentoring Methodology©

In full time, one-on-one mentoring, your behavior, communication and interaction with peers, senior managers, subordinates, and regulatory personnel are observed. Your relationship with these people is determined by interviews with them to validate and understand your strengths and weaknesses. You will be coached on the weaknesses and helped to fortify your strengths. An initial report will be issued indicating the validated Perceptions, Recommended Actions, and Personal Feedback which will discuss the logic of your most significant weakness and how to change it into a strength. Subsequent reports with Recommended Actions and Feedback are issued as necessary.

 Mentor’s Method

The mentor routinely reads and considers philosophy (search for truth) and poetry (kinship with profoundly felt personal experience) in the mentoring process.

The manager to be mentored is interviewed for ~ 1½ hours.  The first five minutes of the interview is to explain the process (you will see this as you continue to read).  The next 25 minutes is for the mentor to tell the candidate who he is.  Where he was born and raised, family and their life, growing up, school, and all the significant things that happened to him including tragedy, triumph, achievement, failure, bringing him to the present moment.  The candidate now knows something about the mentor.  Then, the mentor asks, “Who are you?”  The candidate begins, having heard the pattern.  They find through the course of the interview that they have things in common.  When the candidate is finished, they have a friendly environment for dialogue.  The remaining time is to discuss performance problems: his or the department’s.  The mentor hands him a copy of the manuscript A Practical Guide to Leadership (required reading) and asks him for a date and time when he will have completed the reading.  It is to be treated as a workbook, marking anything the candidate finds important or has difficulty understanding.

The mentor then visits one of the candidate’s direct reports and repeats the same scenario as above, except when they are finished with “who we are,” the mentor asks, “What changes would you like to see in your manager to help him become an excellent leader?”  More questions are asked to clarify what the individual means, the frequency of the behavior, intensity, other pressures, and other concerns.  The mentor doesn’t take any notes.  Salient points are written later, when he is alone.  This individual is also given a copy of the manuscript telling him, “Your manager must read, understand, and agree with this manuscript.”

 The mentor then visits the next direct report and repeats the process.  At the end of the day, the mentor begins to write the candidate’s report.  At some point during the first or second week, a meeting is held with the candidate to discuss the manuscript.  The candidate has become aware of some important points in behavior and actions as a result of the reading.

Interviewing continues with direct reports, peers, workers, senior managers, and regulatory personnel until no one is saying anything new.  The perceptions are now validated.  The mentor does not interview everybody.  The report is revised daily until the validation.  A draft copy is made and the mentor asks someone who knows the candidate well, is intelligent, and forthright, to review the report for objectivity.  This is repeated to get a second opinion.

 The report (3-5 pages) is given to the candidate and he reviews it alone.  He is then asked for his reaction and what he plans to do.  This discussed, he is asked to make copies for his direct reports and anyone else who will give him truth and not comfort.  At a meeting, he tells them he is giving them a copy of his report.  They are to take it to their workspace and read it.  From then on, they are to give him positive feedback for his positive behavior change and respectful counsel when he slips to the behavior of the past.  His team helps in mentoring him.

Then, the candidate arranges an appointment with his manager and gives him a copy of the report with the same request.  His manager has a benchmark of the individual and can see and help the progress.

Subsequently, the mentor has brief encounters with the candidate to give confidence, clarify any misunderstandings, and re-emphasize certain points.  Brief encounters are also conducted with those previously interviewed to encourage participation.

It takes about 2-3 weeks per individual for the report to be finalized.  It takes from about six weeks to three months (depending on the individual) for the workforce to accept that consistency has been demonstrated and their manager really has permanently changed his behavior for the positive.

Desire and commitment is required for success.  About six or seven candidates of 10 succeed.

Models have been developed for the types of managers that are mentored. They are: Performance Driven, Relationship Driven and, Perception Driven. Although each manager has elements of all three, the Driven manager exhibits one as the prime mover of that individual. Which kind of manager you are, is determined by the validated perceptions gained in dialogues with your workers and others.

What Corporate Effects does is help you, with your desire and commitment, recognize and understand the importance of being all three, simultaneously: achieving performance, developing and maintaining relationships and, being concerned with your identity. We help you become Higher Authority Driven.

mentor: a trusted counselor                 corporate effects: a trusted mentor

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