Overview

One of the most important factors in high performance is that every person is connected to a caring mentor who checks in at minimum, monthly, and asks the right questions, offers encouragement, and provides consistent, frequent support. At its best, mentoring is a leadership development process for empowerment, the development of emotional and social intelligence, and task ownership. When mentoring is done effectively, it moves people from awareness to managing behavior in self and the dynamics in relationships. 

Mentoring is best when it transfers responsibility to people while helping them to gain the courage and confidence in picking it up. In this program, participants learn why and how to create and use a mentoring process, template and tools to engage in a mentoring relationship or support others in doing so. The purpose is to enable the development intrinsic motivation and personal responsibility related to recognizing and being moved by meaningfulness, choice, competence and celebrations of success. Effective mentoring enables those mentored to gain skills in applying them so they commit to managing their relationships, productivity, engagement, tools mastery, and progress in a blueprint plan of action.

Why you should Attend

Mentoring is a priority in developing leadership within every person, of every age, title, tenure, and role. You should attend this program to consider an unconventional form of mentoring that can be delivered as reverse mentoring (an executive mentors a direct report and that direct report mentors the executive in return), and peer mentoring because it is not dependent on experience nor uses counseling or advising. Mentoring is essential for continuous growth, improvement and application of concept, skills, expectations, and tools adopted in any organization, in any setting, personal and professional. You should attend this program, so you see a clear alternative path to using autocratic, bribing, shaming or enabling tactics to inspire high performance. 

Areas Covered in the Session

• Harmful Effects of Conventional Mentoring
  
• Responsibility-Based, Values-Based Mentoring
  
• Keep the end in Sight: Task Ownership
  
• Understanding how to Nurture Personal Responsibility 
  
• Adoption of a Mentoring Process, Including Key Components and Tools
  

Who Will Benefit

• Anyone committed to understand and acquire greater awareness and a larger repertoire of responses when communicating 
  with others or helping those they lead to learn the same
• Anyone concerned with the mental wellness and high functioning of people at every age and in every setting
• Anyone committed to find fulfillment and effectiveness in creating successful, productive, and joyful teams
• Anyone challenged with poor behavior in adults or children, in every setting, and who wants an effective solution that 
  preserves the dignity of all involved while improving relationships, maturity in all parties
• Those who want to learn specific systemic shifts needed in thought and behaviors so that effective support of people is 
  made clear, easy to implement, and sustainable over time
• Those who want people to manage themselves and focus on the internal rewards possible when they take responsibility so 
  no one needs to motivate, police, or manage them
• Anyone committed to create consciously from what is most meaningful, successful, and aligned with mission and values that 
  lead to laser focus, clear communication, and self-motivation
• Anyone who recognizes the harmful effects of gossip and is determined to change this toxic behavior
• Those who want effective communication and concepts and tools for creating trust and teamwork
• Those who want to build healthy interpersonal skills so discouragement, struggles, and stress are reduced
• VP and C-Suite Executives, Directors (in, but not limited to, Operations, HR, Agile or Digital Transformation)
• Leaders in Corporate, Education, Government, Non-Profit, where development of people is priority
• Mental Health and Wellness Practitioners
• Those Involved in Mergers and Acquisitions