Keep up-to-date on all things mentoring.
There is a growing need to engage workers in meaningful collaboration and to share wisdom that only comes as the result of experience, which is where mentoring fits.
In conversations with HR practitioners and talent development leaders, people regularly ask me about one thing: the way that different generations view mentoring. Here's what I've learned...
If we want to develop more inquisitive and innovative learners in our companies, we have to start by fostering their curiosity and encouraging them to engage in conversations that ask deeper questions and...
I often write about modern mentoring and how to engage with groups of people for collaborative and generative learning. But this time around, I want to focus on a more traditional mentoring schema—a mentoring pair.
Mentoring is meant to be a learning relationship where both parties benefit from spirited sharing. To get the most from your mentoring experience, you must fully engage...
We all know how difficult it is to find the time to complete tasks associated with our daily work duties, much less to find time for voluntary activities such as mentoring. So why do people do it? And more importantly, how do they do it?
The answers to these questions are as unique as people themselves, yet there are some common factors.
As I talked about in my post “SMART Goals Are Dumb,” SMART goals guide the setting of objectives, not goals. To establish developmental goals, we need REAL goals.
The REAL acronym stands for Relevant, Experimental, Aspirational, and Learning-based.
Most everyone knows about SMART goals: Specific, Measurable, Attainable, Realistic, and Time-bound. Chances are you have used this mnemonic acronym at some point in your career to help you focus in on a performance goal or complete a complex and multifaceted project. I myself have used it and have taught others about it.
Unfortunately, the SMART process is not one-size-fits-all.
As learning and training professionals try to blend technology with learning, it can sometimes leave people feeling confused, directionless, and disenchanted with their learning experience. In order to make the most of learning opportunities, we have to realize that technology exists solely as the enabler for us to bring learning to people in a new and different manner. However, to enact real change and bring real value to our learning efforts, we must...
One of the first projects that I worked on as a budding learning consultant in 1995 was helping a Global 1000 company re-engineer their Performance Management (PM) process. They needed to get their PM bell curve to conform to expectations. It had moved too far forward, and the majority of employees were rated above average. The client decided to change the rating scale so that managers would interpret employee performance more “fairly” and thus move the curve back to the middle (where it was supposed to be).
Over the past 15 years, I have pursued a dream for a new way of mentoring. I have pushed for a modern mentoring approach where everyone in an organization is involved in the practice as both learners and advisors. I have advocated for the creation of personal learning networks where each of us builds a team of learners and advisors whom we lean on and lead forth as needs dictate.