With more than 10 years of experience and 500 people through his different mentoring programs, he knows whats best for your mentoring program.
Together with 20 years of business experience, including management, marketing, educational and training, Thor-Erik has a big box of tools for inspiration and personal development.
Answer: Have a face-to-face meeting when you start the relationship
Distance relationships can be very productive. Breaking the ice and establishing rapport is so much easier, face-to-face.
Begin with a function that brings participants together. The investment outweighs the cost of a failed relationship.
If you cannot get together use videocalls (such as Skype), which is better than email or an ordinary phonecall.
Extra work is necessary to ensure the viability of the long-distance relationship. Extra contact and newsletters help. You may wish to provide participants with regular Mentoring Works Articles? You will find a lot of them here at this blog.
Good luck!
What the he… I thought. They didn´t accept my training, seriously it was a good training. But as I was reading the feedback I thought differently, maybe they were on to something. Look here is the feedback:
Dear Thor,
JCI Training Commission evaluated your course and there are suggestions for improvement:
1.
Please, check your course to nbe more accurate prepared: color in notes for trainer does not match –red is activity but its used for instructions for trainers; Different fonts…. Language mistakes
2.
In general more clear instructions and details are needed. Look at your course by the eyes of the trainers who will probably does not know about topic – they will just download the course and will do it.. so it should be as much clear as possible.
4.
Expectations are not only for trainer, but mostly for trainees…
5.
In the active listening part – it does not seems like a lecture.. more like information…. Seems like taken from some book – please, organize it like a lecture. Also the link in the exercise with active listening between activity and debrifieng is needed.
4.
Activity, especially the last one should be related to the development. Last activity is useless… One of suggestions is to add instruction about development of new skill for example..
5.
Last words after last exercise are the same as at the beginning… also its said – you will now learn more tool. And after its summary – please check that you finesh what you want to express.
And one general comment about the course. JCI Training Commission know that the concept of the Active listening part was designed with Kai Roer. So we don’t mind to see the same concept in your course also.
In the same time we kindly ask you to re write it by your own words. So any concept can be presented in different ways and we need to see your own ability to do it.
So, as soon as you do all improvements, we are looking forward to see your application again
WOW, I thought it was pretty rough, but I got it under my skin and started working. And here I am at this very day. Working, working and working…
But da… it is going to be very good….
As you have understand, It`s not easy to get the application through the JCI Training Commission. And I got an email from the leader about my application.
The first email they wanted me to explain why one of my tools “Active listening” (the very first tool in the Big Five) was very alike some other trainings without taking them in as an reference. Or as they said:
"The JCI Training Commission received your application for IG and by checking the course it was detected that a great part of your course is an identical copy of another course submitted earlier by another trainer.
Because you did not mention the other course or trainer in the credits, the JCI Training Commission would like to hear your explanation on this issue".
I should have seen this coming, It was Kai Roer (www.bebettter.no) and his training “Active listening”. That was his application for ITF (International Training Fellow, the highest rank in JCI).
We have been developing some trainings around mentoring together and therefore it has some similarities. And I didn`t think of that when I listed up the credits and references.
After sending an email to explain that, and put the right credit where it belongs. AND upload the trainings once more, they told me that they would look at it again.
The next email from the training commission was some small changes to lift the training to the right level. I can`t wait to start working on the changes when I am back from Tunisia and sitting in Sweden (my wife’s parents).
Reading the last blogpost you got an idea of what a trainer have to do. And go from JCI Prime to CLT (local trainer) to CNT (national trainer) is through at least 50 hours of training, and most of them inside JCI.
After becoming a CNT you have to start train outside your country. For me as a norwegian it is vital to hold a lot of trainings in english. Both for the sake of being better in english but also to learn other cultures. And of course it is different things to think about when holding a training in Norway on norwegian and doing trainings in a different country in english.
I have been around indifferent countries an doing trainings, and the last ones was in Sweden. I was doing both a mentoring training ("The Big Five") and a leadership training together with Kai Roer (www.bebetter.no) and Karolina Luna a whole weekend.
So for my next level in JCI training lather, I have to apply for an IG.
International Graduate (IG)
A CNT seeking certification at level 3 – International Graduate (IG) – is required to:
1. Conduct a minimum of three different training sessions for a total of at least 25 hours of training at the international level, outside the trainer’s own country of affiliation and residency.
A minimum of 15 hours must be conducted in courses organized by JCI local or national organizations officially affiliated to JCI and 10 hours of non JCI training is accepted.
2. Design and submit an original one–hour training course, with full rights to JCI.
The training course must be designed using the official JCI Training Course Templates and include: Trainer’s Guide, Participants’ manual and PowerPointTM slides.
So having designed a new training (Introduction to The Big Five – a one hour training session) and sent the aplication I now have to wait and see what the JCI Training Commission have to say about my training.
Of course I would get it back and have to do some more work on it, but we have to see. I will ceep you posted.
By the way, here is why I am doing all this. Read what JCI Training Commission say about the trainers becoming an IG:
Achieving IG level certification is a mark of distinction and personal and professional excellence in adult learning. IGs are trainers who are willing to go the extra distance to help their peers to become stronger leaders, more dynamic trainers, and more effective managers.
But first: WHAT IS JCI – JUNIOR CHAMBER INTERNATIONAL (WWW.JCI.CC)
JCI is a worldwide community of young active citizens ages 18-40 who share the belief that in order to create positive change, we must take collective action to improve ourselves and the world around us. With over 5,000 Local Organizations in more than 115 countries and territories, JCI forms a vibrant international network with nearly 200,000 members. Engaging in activities ranging from community development to international projects, members demonstrate their social responsibility and improve themselves through participation, leadership and action. The global citizens of JCI are committed to becoming better leaders to build a better future for all.
And for us trainers in JCI we have a guide to follow and a certification program. Maybe the only one in Europe.
For the trainers:
To guide trainers along the path of excellence, JCI Training has established a Certification Program – a road map to achievement in the field of training. The program provides incentives and opportunities for members to improve their technical skills through specialized training, career development programs, and active participation in training efforts in the field.
JCI members are encouraged to seek advanced certification after successfully completing the JCI Trainer course.
JCI Trainer
The first step is to acquire the necessary presentation skills by attending JCI Presenter. With newly learned presentation skills, JCI Trainers are equipped to offer their local organizations a wide range of training sessions available from JCI.
A JCI Trainer seeking admission to level 1 – Certified Local Trainer (CLT) – is required to:
* After graduating from JCI Trainer (Prime), complete 25 hours of training in courses organized by JCI Local or National Organizations.
CLTs will continue conducting training at the local level or higher until they complete the total hours to attend a JCI Designer course.
A CLT seeking certification at level 2 – Certified National Trainer (CNT) – is required to:
A. After becoming a CLT, conduct 25 additional hours of training. A minimum of 20 hours must be conducted in courses organized by JCI Local or National Organizations officially affiliated to JCI and recorded in JCI database and having JCI members as participants. 5 hours of training outside JCI is accepted.
C. After fulfilling item A, attend and graduate from a JCI Designer course.
CNTs have the opportunity to make even more meaningful contributions to JCI by providing regional and national training, and developing new training courses.
(Part 3 of the Series)
In Part 1 of this series last week we looked at what a mentor is and does. In Part 2 we looked at ways to find a mentor. In this article, we will review some of the factors involved in becoming a mentor.
First Mentors
The former CEO of Hewlett-Packard, Lew Platt, believes in the value of mentoring, In a letter addressing HP’s K-12 program, Platt sees "educating our children as both a business and a social imperative. After all, the young faces we see today are the faces of the workforce and customers of tomorrow." He recommends getting personally involved – "Speak to a class. Be a mentor for a student or teacher, either in person or by e-mail."
The State of California’s Resources Agency also has a mentor program that outlines the Qualifications of a Mentor, What Mentors Do, and What Makes You a Mentor that are all worth reading.
Adult Mentors
Mentors are common in educational settings. This University of Oregon site provides guidance in selecting a mentor as well as outlining the role and duties of the mentor.
Business Mentors
So what does it take to be a business mentor? It takes the same level of interest, commitment, and confidence in your own abilities that it takes to mentor a student. It also requires that you be sincerely interested in someone else’s growth. You won’t win any awards, but you will have the satisfaction of having done an important job.
Who becomes a mentor? Why do they do it? The answers are as varied as the people involved. Some of us were lucky enough to have had a mentor and want to repay that. Others just want to help out, be a positive influence, or give something to their community.
What ever your reason for being a mentor, you will find it a special experience. Nothing can quite match the self satisfaction you get from sharing your experience to help others.
Talk About It
Perhaps it is merely semantics, but an underlying problem I find that people have, as it relates to the success in their life, lies in a proper understanding of what exactly it is they manage. Think about it. We have time management (in fact, I present a seminar on this very topic, some of which is excerpted below), and financial management, and relational management, weight management, career management, and many, many more.
The fact is, though, we don’t manage any of those things. What we do manage is ourselves and how we relate to those things. We don’t manage time. Time clicks by, second by second, whether we do anything or not. What we do manage is ourselves, and our activities, as the time passes. We make choices as to what we will do and be involved in. The problem as well as the solution lies not with time, but with us.
So as we live our lives and pursue success, one of the keys to grab onto is the idea that the most important thing we can manage isn’t a thing at all—it is ourselves!
How, then, can we manage ourselves? Here are some thoughts.
Make sure that the above is firmly ingrained in your thinking: I only manage myself. I can choose how I will act and react in every situation. Dwight D. Eisenhower said, “The history of free men is not written by chance, but by choice, their choice.”
Know your priorities. Do you know from top to bottom what your priorities are? Have you decided what the top 10 things are that you want to spend your time on? How about with your money? Only after you know these things can you properly manage yourself into choosing to live in line with your priorities.
Learn to say no with a smile on your face. Here is where most of us fail. We do not choose to say no to those things that are not a matter of priority (the reason why is another article, and probably a few counseling sessions at that). Someone calls us up and asks us to do something for them (usually because they haven’t managed themselves and would like our help picking up the pieces), and we say, “Uh, I guess so.” Then what? We usually kick ourselves for the rest of the day. “Why did I ever say yes?” Instead, practice this: “Gee, I am really sorry, but I am not going to be able to be involved this time. I am sure you will be able to find somebody, though.” Go ahead and try it right now. Weird, isn’t it? That is because we don’t say it very often.
Schedule your priorities into your schedule, budget or whatever structure governs that particular area of your life. For example, do you have a financial budget that you yourself set? Then do you first and foremost allocate your money in that way, say, at the beginning of the month? If you do, you will eliminate even the opportunity to blow your money on impulse decisions and expenses because your money has already been committed to the priorities of your own choosing. The same principles apply to your management of time.
Remember, one of the greatest gifts God gave us is the ability to choose. And we can choose to manage ourselves appropriately according to our priorities. As we do, we will find ourselves feeling less and less of the personal pain and frustration we sometimes feel when we are out of control and not managing ourselves based on our priorities.
by Chris Widener
Working on my IG application within the JCI training. I will post later the criteria.
— Post From My iPhone
Location:Karenslyst Alle,Oslo,Norge
(Part 2 of the Series)
In Part 1 of this series we looked at what a mentor is and does. If you have decided that a business or personal mentor could be a benefit to you, the link below will start you toward finding the right mentor.
Government Resources
Sometimes a government agency will offer to match entrepreneurs, or others in a Mentor Program which seeks to link those new in business with experienced business owners in a non-competing industry.
In the United States you can contact the SCORE Association (Service Corps of Retired Executives) for a free business counselor. The Department of Defense (DOD) has a Mentor-Protege Program too.
Organizations
Sometimes you can find a mentor through a professional or trade organization to which you belong, or that you can join.
- The Oak Ridge (Tennessee) Chapter of Professional Secretaries International has a mentoring program designed to help ensure active participation of all members in Chapter activities.
- Another Australian site is Mentor Resources Of Tasmania, a mentor program sponsored by the Rotary International organization. It is designed for "keeping small businesses in business."
- The Culinary Institute of America also has its own mentor program.
- Another mentor program to assist women is the Mentor Program of the Society of Women Engineers, Baltimore-Washington Section.
- Marisol Productions has a great article that describes the types of relationships between mentors and proteges. It also talks about how to find a mentor.
Referals
Far and away the best place to look for a mentor, however, is right in front of you. Look around you at work. Is there an individual who you admire and respect? Someone who has always impressed you with their insight and preceptiveness?
Maybe your boss or your boss’s boss. Maybe it’s a Vice President in a different division. It could even be the older individual who isn’t currently a top executive of your firm, but who you know has lots of experience.
Approach that individual and ask if they would consider being your mentor. Depending on the individual, and your current relationship, your proposal will vary in the amount of detail and how it is delivered. At the very least, let them know what why you selected them and what you hope to learn from the assocation. If appropriate for the specific individual, you can also discuss amounts of time to be commited and what you will contribute.
Don’t put it off. What can you lose? Even if they decline to be your mentor, and few will, they will be flattered that you asked.
NEXT TIME
Do you have what it takes to be a mentor? Check the next article to find out what it takes to be a true guide and friend to another individual.
The global banking crisis, big business bankruptcies and the share market plummeting, has hit some people hard. It can be easy to succumb to the doom and gloom of the media or become overwhelmed by events. This is when a mentor may step in with words of wisdom, a reality check or a huge challenge.
Having taken a multi million-dollar hit to his business, one CEO thought his business might not survive the latest impact of the global crisis. Telling his mentor what a terrible day it was and suffering the pain of possible failure, he expected sympathy. Instead, his mentor pushed a shift in thinking with a series of sharp questions: How many days have you been in business? How many terrible days have you survived? You have survived the loss of a loved one and rebuilt your life. Was that without pain? After that knee reconstruction, was getting back into sport without pain? Take another look at this situation, how might it just be the best thing that ever happened? There is always an opportunity for the astute during a downturn.
The mentor’s comments were not just spin, hype or motivation. There is truth in the saying: What doesn’t kill you makes you stronger. Who in life cannot look back on an event that was terrible at the time yet shaped a better future? We are inspired by the para-olympians, stories of ordinary people who have done extraordinary things after suffering adversity and everyday heroes who act in the moment of catastrophe. In times of crisis a mentor will remind us of these simple truths.
On a bad day, a mentor will provide empathy rather than sympathy. A mentor will listen and allow you to ventilate your natural emotional response to events. They are non-judgemental and will understand how you feel about your circumstances but a mentor won’t play the pity party game.
A mentoring conversation is not about glossing over, dismissing or ignoring events, pain or emotion. On the contrary, the mentoring conversation allows you to confront issues, process disempowering thoughts and feelings and choose a new response.
The mentoring conversation focuses on stimulating reflection and action. Using questions that stimulate thinking your mentor will challenge your thinking to overcome blame, shame and negativity. They will help you put things in perspective, consider a different point of view and ultimately choose a way to move forward.
Ironically, the current economic situation provides a metaphor. The direct cause and effect of the financial misadventure in sub-prime mortgages is only part of the picture. It is the crisis of confidence in the financial market that may cause a ripple effect to grow into a tsunami. It is how people feel, what they think and what they do in response to any event that produces the real outcome. Panic or despair will exacerbate any crisis.
Likewise in life, it is not what happens to us but our reaction to what happens that produces results. Mentoring enables you to process thoughts and feelings and choose a response. A mentor’s cool head and a warm heart, skilful listening and powerful questions are the reasons why mentoring works.
Books
"The book make me see the path even lighter for the right job and my job for the future" - Lina
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