Keep up-to-date on all things mentoring.
Most organizations today have some form of a mentoring program and initiative. I’ve been fortunate enough to work with many companies to assist in the organization and development of an effective mentoring program. However, I hear repeatedly how difficult it is to create, implement, and scale a traditional program that is run through spreadsheets and hand-matching.
Establishing the groundwork for your mentoring relationship is a key element for success. You give yourself and your mentoring partner an advantage by creating a mentoring agreement at the beginning of the relationship, which provides a concrete foundation for what each wishes to accomplish through the mentoring relationship.
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...
While there is no one way to do social learning, I have seen enough over the years to reach the conclusion that in the majority of instances, the pendulum has swung too far in the unstructured direction. The open, organic approach has within it a number of core, faulty assumptions. Here are a few...
Social learning remains a hot topic for organizations, especially as they try to ensure that they are leveraging the latest and greatest methodologies for developing their workforces. To make the most of this trend, your social learning strategy should include collaborative learning as a core element.
Collaborative and social—you might think they are the same thing...
We've all been there—feeling stuck in a mentoring relationship that was not how we envisioned it would be. It's the sad truth that not all mentoring relationships work out. Some fail due to lack of focus. Some fail due to the personalities of the people involved. Some fail simply because of shifting priorities.
At some point in your life, there is a pretty good chance that you will be a mentor to someone, even if only in a more informal relationship. It can be exhilarating to think that you are helping shape someone's development and potentially helping them carve out a career path for themselves.
But that said, it can also feel a bit overwhelming at times to be a mentor ...
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.
Mentoring is one of those rare gems in organizational development that makes people smile when they think about it. It provides a great way for us to give back to and connect with our colleagues, and it makes us feel good when we think about being able to share our knowledge and experience with others. We want to help people learn from our mistakes and successes!
The hype surrounding social learning can sound like an old carnival hawker at times. Social learning: The tonic to ease your troubles! With just a click here and a thumbs up there, everyone can know everything, and your company profits will shoot into the stratosphere!
Unfortunately, we know this is not the case. It takes much more than just a few lazy clicks of the mouse to make learning happen.
In my blog on the book Modern Mentoring, we've explored the concept of modern mentoring and the preliminary steps for a successful implementation of the program (e.g., how to gain buy-in and expose leaders). We talked about the various benefits of the program, the various approaches to "land and expand" the program, and ideas for attaching the concept to existing programs. So once all this is done and achieved, does modern mentoring just...
The idea of latching a modern mentoring program to an existing program or traditional mentoring program is crucial to continuing learning momentum and gaining quick successes. In his book, Modern Mentoring, Randy Emelo emphasizes and stresses the huge opportunity that exists when attaching modern mentoring to an existing mentoring program, either formal or informal.
Connecting modern mentoring to existing programs is not an approach maybe some would have thought of. Many times when we encounter a new and innovative program idea, we think of starting from the ground up. The reality is that sometimes there are barriers that prohibit us to stretch resources for these larger scale projects.
While the concept of the flipped classroom began to emerge in education circles in the 1990s, it has recently picked up steam as an approach to learning worthy of serious consideration in the corporate world. At its core, the concept of the flipped classroom is that the design of the instruction is reversed (or flipped) so that instructional content is provided outside of the classroom...
Bill Fisher, a professor at the International Institute for Management Development (IMD), penned a thought-provoking blog for Harvard Business Review called "The End of Expertise." Fisher attempts to explain the decline of expertise in a world where anyone can Google a keyword and stumble upon information. He uses an interesting formula from David W. Maister, et.al., focused on a trust equation...
In the unending war for talent, one factor that organizations use to set themselves apart is their culture. We're the fun company! We're the place to work if you want to get ahead. We're the company with perks you've never thought about needing and no titles to bog you down. We're the firm where all self-respecting [insert job category here] work.
Whatever their spiel is, companies do their best to tell people what makes them unique.
What does mentoring look like in your organization?
During River's webinar on building your mentoring roadmap, the majority of audience respondents said that mentoring in their organization was either a few small programs run by various groups (32.5%), informal only (27.5%), or a small program for a specific group only (20%).