As a mentor it is important to have the «right» questions in the mentoring session and to become even better at it you can attend a training or a seminar at The Option Institute.
Their seminar «Power Dialogues» is the fundamentals of their core system for personal change. The Option Process® […]
Some mentoring programs simply introduce the mentee for the mentor and leave them to «get on with it».
But people need to know what is expected of them, how to go about it and why it is important and as the coordinater of the program you need to be confident […]
Many people come to me and says I get easily in touch with the attende on my trainings and not at least I get them to open up for me. Many of my trainings are quite personal and you make some «soulsourcing» and we get on a very personal level.
As a mentor you always have to be on top, and you can´t have a «bad» day. If you do, pretend you don´t. One of the best tools for a mentor is to show empathy with the mentee. It is one of the greatest gifts you can give to anyone, the […]
The premier for a new tool, called the MENTOR-model was a success yesterday.
The MENTOR-model is a model for the whole meeting and would help mentors in their meetings with the mentee.
The participants also come up with several different ways to use the tool, and in ways I […]
To support the information on managing the mentoring process, the following GROW model can be used to develop a practical approach to the mentoring session.
The model will help the mentor prepare for the session, and will provide a useful structure to the discussion. A number of questions have been […]
Giving feedback isn’t just a great way to help employees around you perform better. If done properly, it will also make them feel better! Read the 11 simple rules below on how to provide good feedback to a team, employees or fellow workers. These rules came from an article in www.leadership-expert.co.uk
Simple Rule 1: Give feedback the time it deserves. Great feedback isn’t shouted to an employee across the carpark at the end of the day. Try to dedicate time for the sole purpose of giving feedback, whether it’s just a minute or part of a formal meeting. Properly announce your intentions by asking, “I would like to give you some feedback on X, would that be OK?”.
Simple Rule 2: Be Honest. The purpose of giving feedback, (whether positive or constructive), is to align the persons perception of their behaviour with reality. If your idea of feedback is to spoon feed half-truths in an attempt to shift their behaviour to suit your ends, you may be only making things worse.
Simple Rule 3: Use the ‘compliment sandwich’ or more exotic varieties. A compliment sandwich is where you offer a compliment followed by a constructive point, and closed with a further positive feedback point.
The theory is that this approach will help the conversation end on a positive note. However a word of warning to those dealing with savvy employees & especially middle management (who may use this technique themselves); don’t strictly stick to this exact recipe because it is a very transparent strategy.
If an employee actively recognises you are using a compliment sandwich, they may choose to ignore the positive comments in the belief that the ‘true’ purpose of the conversation is for you to communicate the constructive point, and this may cause them to react defensively.
If you want to read more www.leadership-expert.co.uk/how-to-give-good-feedback-employees-team-collegues/
Having all the answers isn’t a good thing, says Tim Hurson, productive thinking and creative leadership expert. “Productive thinking requires us not to rush to answers, but to hang back, to keep questioning even when the answers seem obvious.”
Being OK with ambiguity fosters creative thinking, he says, but acknowledges it’s hard to do. “We are patted on the head for coming up with that one right answer quickly—the faster you answer, the smarter you are,” says Hurson, who’s also the author of Think Better, An Innovator’s Guide to Productive Thinking. “This drive for singularity and speed continues in our adult lives. In business, the successful manager is the one who is decisive and always has the right answer.”
But being able to stay with the question is one of the most powerful thinking skills you can develop. Here’s how he says to do it:
“Question. The more we question and the more we stay in the question, asking it over and over again, the more useful our ultimate answers will be.”
“Remember, initial ideas usually aren’t ideas at all. They are little more than regurgitations of the patterns we already have. The reason they arise is simply that they lie so close to the surface of our consciousness. They have little to do with productive thought. They are merely recalled.”
“Live in your question until you can see the vast panorama of possible answers.”
“Make lists all the time. Ask why things are the way they are. Ask how things might be different. Always be making lists.”
“Your mind is a treasure box of ideas, inspirations and insights ricocheting and resounding through your hundred billion neural connections,” Hurson says. “Sometimes you just have to wait for them to come into view.”
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