Are you considering introducing a Mentoring Scheme, or are you just curious about the many benefits. My paper on Workplace Mentoring is a quick-read, well referenced & a good starting point. I do hope that you enjoy reading it & feel free to contact me.
This document discusses mentoring and provides guidance on how to establish an effective mentoring relationship. It defines mentoring as bringing less experienced people up to speed through building professional competence. Benefits include enhanced career mobility and satisfaction. The document outlines what to look for in a mentor, including respect, support, and motivation. It also describes different types of mentoring relationships and provides advice for protégés on preparing for meetings, seeking feedback, and periodically assessing progress. The key roles of protégés are taking initiative, being open to growth, and respecting mentors' time.
Mentoring Employees (Comprehensive) PowerPoint Presentation 155 slides with 7...Andrew Schwartz
This document outlines the objectives and goals of a mentoring program. It discusses defining mentoring as a collaborative partnership that benefits both parties. The program aims to teach participants about self-awareness, social skills, empathy, and how mentoring can help businesses retain employees and lead to personal and professional growth for both mentors and protégés. It provides definitions of mentoring, discusses the benefits and types of mentoring relationships, and outlines an eight step process for establishing a mentoring program.
The document outlines a mentoring training program for mentors and proteges. It provides definitions of mentoring, mentors, and proteges. It details the objectives of the mentoring relationship and program. The mentoring process involves proteges and mentors registering online, completing assessments, attending workshops, setting goals and development plans, having regular meetings, providing feedback, and completing evaluations. Tools and resources are available on the mentoring website to guide the process.
Mentoring PowerPoint PPT Content Modern SampleAndrew Schwartz
144 slides include: 8 steps of mentoring, 29 points on emotional intelligence, slides on organization’s gains, what the mentor gains, what the protégé’s gains with responsibilities, different ways of mentoring, qualifications for a mentor, general rules and guidelines, identifying candidates for protégé, the life cycle of a mentoring relationship, increasing the pool of talented people, reducing recruiting, training costs, how to's and more.
The document provides information about developing an effective mentoring program. It discusses:
- The benefits of mentoring programs for organizations in reducing turnover costs and strengthening talent pools.
- Components of an FBI mentoring program including roles of mentors and mentees, program goals of building communication and leadership skills, and guidelines on meeting schedules and evaluations.
- Forms and resources used in the FBI mentoring program such as fact sheets, agreements, evaluations, and developmental planning tools.
The document discusses the role of mentoring in career development. It defines mentoring as a synergistic relationship where two or more people engage in a process to achieve more than what each could alone. Mentoring involves sharing experience to help mentees develop and advance their careers. Effective mentoring utilizes a contemporary mindset where mentees seek mentors regardless of age or position and mentors act as sounding boards rather than telling mentees what to do. The benefits of mentoring include enhanced training, improved performance, wider networks, and increased self-confidence. Both informal and formal mentoring are discussed as effective approaches.
Mentoring involves a developmental relationship where an experienced person provides guidance and support to help a mentee achieve personal and career goals. The relationship is based on trust and involves coaching, counseling, sharing knowledge, and providing emotional support. An effective mentor acts as a role model, facilitates the mentee's growth, and helps the mentee develop new skills and perspectives over the long term through both directive and non-directive influence. Key responsibilities of mentors include listening without judgment, asking questions to help mentees learn, and supporting mentees as they work to find their own solutions.
Mentoring involves a sustained relationship where an experienced adult offers support and guidance to help a younger person face challenges and correct problems. It encompasses being a role model, teacher, coach, counselor and champion who helps develop a mentee's career. Effective mentoring requires commitment, listening skills, understanding different perspectives, and building trust and a supportive relationship over time to encourage growth and improved performance in the mentee. When done well, mentoring can help a mentee advance their career, gain responsibility and understanding of the workplace, and avoid potential pitfalls.
Counselling provides a way for people to explore their thoughts, feelings, and behaviors with a trained counselor in order to gain a clearer understanding of themselves. It involves listening empathetically without giving advice. Counselling and mentoring services are needed by many students to help with issues like relationships, depression, anxiety, and personal development. Different types of mentoring relationships exist, including peer mentoring between similar-aged individuals and professional mentoring between those with large differences in life experience. Good mentors are approachable, share information openly, provide constructive feedback, and allocate appropriate time to mentoring. Both mentors and mentees benefit from the relationship.
The document discusses developing an effective mentoring program, including defining the roles of mentors and mentees, the various stages a mentoring relationship progresses through, skills needed for mentoring, and tips for setting up a mentoring scheme. Mentoring can help with career development, psychosocial support, and organizational effectiveness when structured programs with goal-setting are implemented. Effective mentoring involves establishing trust, providing guidance and feedback, and supporting the mentee through career and personal growth.
How to Create a Mentoring Program That Works | Webinar 08.18.15BizLibrary
Mentoring can help you address key business issues like succession planning, manager and supervisor development, rapid growth, attracting and retaining top talent, training reinforcement and diversity. In this webinar we’ll discuss how mentoring will help you overcome key business challenges and provide 7 key steps to create a program that will actually work and improve organizational productivity and performance.
www.bizlibrary.com
The document discusses building a successful mentor program. It defines mentor and mentee roles, outlines the benefits of mentor programs, and shares lessons from the Austin Women's Council mentor program. Their program experienced challenges recruiting mentors and engaging professional members. Enhancements included clarifying roles, promoting the program through various channels, and bringing mentors together regularly to improve the program. The presentation aims to help others establish effective mentorship structures and strategies.
The document discusses the history and types of mentoring. It begins by explaining that the concept of mentoring originated from Homer's Odyssey, in which the character Mentor acted as a counselor and teacher to Telemachus. By the late 1700s, the word "mentor" came to mean a wise counselor. The document then defines mentoring as a learning relationship where a more experienced person provides guidance to a less experienced person. It proceeds to describe different types of mentoring relationships, including supervisory mentoring, situational mentoring, flash mentoring, and mentoring circles.
Mentoring involves an experienced teacher providing guidance and support to a new or less experienced teacher. It aims to help novice teachers transition into the profession and continue developing their skills. Some common misconceptions are that mentors have power over mentees, must be older, and take a long time. However, mentoring can be a mutually beneficial relationship regardless of age, last various durations, and involve different communication methods beyond just face-to-face. Setting up formal mentoring programs in institutions can help pair teachers and provide structure to support novice teachers entering the field.
This document discusses the roles and attributes of effective mentors and mentees in clinical placements. It defines mentoring and outlines the values of good mentors, including being supportive, patient, respected, and able to motivate and train mentees. Good mentees are willing to learn, have a positive attitude, and can accept and offer feedback. The document also discusses barriers to mentoring, principles of effective mentoring, different mentoring styles, and the mentoring process.
Every organisation requires proper succession for the continuity of its vision and values. Mentoring helps leaders ensure that the right people are prepared to succeed others in the organisation. Every leader should ensure the sustenance of their legacy by mentoring some person in what they do.
Mentoring in the workplace provides benefits such as increased job satisfaction, improved teamwork, higher staff retention, and stronger professional networks. Effective mentoring programs pair less experienced employees with more experienced mentors within the company and provide training and structured activities. Some keys to implementing a successful mentoring initiative include setting clear goals, focusing on specific skills, choosing the right mentor-mentee pairs, utilizing collaboration tools, and collecting ongoing feedback to evaluate progress.
Mentoring has been widely recognized by top firms as an extremely beneficial career development tool, affecting employees’ success, job satisfaction and turnover rate. Mentoring PowerPoint Presentation Content slides include topics such as: 8 steps of mentoring, 29 points on emotional intelligence, 5 slides on organization’s gains, 6 mentor gains, 5 protégé’s gains and responsibilities, different ways of mentoring, qualifications for a mentor, general rules and guidelines, identifying candidates for protégé, and life cycle of mentoring relationship, increasing the pool of talented people, reducing recruiting and training costs, how to's and much more.
This document provides information on coaching, mentoring, and interventions. It discusses:
1) The goals of coaching and mentoring including acting like a coach/mentor, understanding their roles and techniques, and expanding abilities.
2) Key aspects of coaching including understanding the employee, their skills/goals, and helping them achieve goals aligned with organizational goals.
3) Techniques for different types of interventions including counseling, encouraging, coaching/mentoring, and confrontation.
4) Conflict handling behaviors such as accommodation, compromise, collaboration, competition, and avoidance.
This document discusses how mentoring can benefit employees and organizations at different stages. It provides examples of how mentoring can be used for new hire onboarding, employee career development, leadership development, diversity initiatives, knowledge transfer, and more. Research is cited showing mentoring can increase promotion rates and lower retention rates. The document recommends organizations consider a mentoring program and offers next steps to read more about best practices and how mentoring software can help manage and measure a program.
This document discusses mentoring in the workplace. It defines mentoring as a personal enhancement strategy where an experienced person facilitates the development of another by sharing resources, expertise, values, and skills. It describes mentors as generally being in higher positions than mentees, who are new to an organization. Mentoring relationships can be formal through company programs or informal. The benefits of mentoring include avoiding unnecessary resignations and supporting organizational success. Mentors should be willing to share knowledge, act as role models, and value others' opinions.
How Leaders Can Prepare for the Future of The Workplace: Forbes Mentor WeekDiane Hamilton, Ph.D.
This document discusses the future of the workplace as Baby Boomers retire and younger generations replace them. It outlines the current makeup of the workforce with four generations working together and how Boomers and Millennials specifically impact the workplace. Common myths about both generations are debunked. The future workplace will require embracing change, entrepreneurial thinking, and different types of jobs. Managing and passing knowledge between generations will be important aspects of the changing workforce landscape.
Workplace Mentoring: a literature review (2009)WERDS_NZ
This review was developed with funding from Ako Aotearoa. It focuses on mentoring for apprentices and touches on mentoring to support language, literacy and numeracy development. The review explores traditional and relational models of mentoring and discusses the benefits, issues and gaps raised by the literature in terms of different types of mentoring offered in organisations. The review is also posted on the Ako Aotearoa website where some other publications by Chris Holland can be found
The document describes a mentoring program called WISE. It provides details about the program such as its aims to assist people in their career paths, how mentoring benefits both mentors and mentees, and the key aspects of how the 12-month program will work, including matching mentors and mentees, workshops, and follow-up sessions. Interested individuals are instructed to submit an expression of interest by November 14th if they would like to participate.
This document provides an overview of peer mentor training presented by Shane Young. It defines a peer mentor as another student who can serve as a resource, support, and referral for other students. The roles of a mentor are discussed, including being a friend, coach, supporter, and role model. A peer mentor's responsibilities include weekly check-ins with mentees, attending monthly workshops, and participating in end-of-semester gatherings. The training covers strategies for effective mentoring, such as listening to mentees and allowing them to bring up their own issues and concerns.
Top 26 benefits of workplace mentoring programMutual Force
Thinking of implementing a workplace mentoring program in your organization? Here are top 26 benefits/ real life examples of workplace mentoring programs which can help you get the buy-in.
Peer mentoring involves an experienced student mentoring and advising a newer student. A peer mentor acts as a knowledgeable guide, thoughtful facilitator, and role model for their mentee. They maintain regular contact and confidentiality. Mentees may face challenges with schoolwork, social pressures, or family issues. Peer mentoring programs provide academic and personal benefits like increased attention, understanding of problems, and improved communication skills for both mentor and mentee.
This document provides information on mentoring relationships and programs. It discusses the roles and functions of mentors and mentees, as well as advantages and disadvantages. Mentors provide career coaching, exposure, and psychosocial support to help mentees learn and develop. Formal mentoring programs aim to facilitate these relationships but have limitations compared to informal mentoring. The document advises both mentors and mentees on effective relationship development and avoidance of potential problems.
A training for high school students interested in being peer mentors. The training covers the roles of a mentor, relationship boundaries, communication techniques, and problem solving skills.
The document describes the objectives and process of a buddy program for new employees. The goals are to help new employees feel welcome and understand the company culture, policies, and day-to-day operations. As part of the program, an experienced employee is assigned as a "buddy" to each new hire. The buddy acts as a mentor and guide, answering questions and assisting with introductions, training, and acclimating to workplace norms. The roles and responsibilities of both the buddy and new employee are outlined, along with guidelines for how long the pairing should last and how often they should meet.
“If people in an organization are good at replicating what they already do well, what happens when the environment changes and what is needed begins to change?"
Presentation, created for a Taylor University MBA corporate site client, discusses the key differences between coaching and mentoring and when to use each.
Mentoring & coaching for optimal performanceFaakor Agyekum
This document provides information on coaching and mentoring for optimum performance. It defines coaching as helping individuals realize their potential and mentoring as a long-term relationship that helps proteges advance their careers. The document outlines the GROW model and coaching discussion approach for effective coaching sessions. It also identifies characteristics of good coaches, such as believing in individuals' potential, giving feedback, and creating opportunities for growth.
The document provides guidance for mentors on establishing an effective mentoring relationship. It recommends that mentors:
1) Be patient as mentees may initially be hesitant and insecure in the relationship. Their attitude will become more positive over time.
2) Establish clear methods of contact and set realistic expectations and goals to encourage mentees' personal and professional development.
3) Understand their role is to be a consistent, dependable friend and not assume roles like parent or therapist. They should empower mentees to make their own decisions through constructive feedback.
Employee mentoring a training and development technique in enhancing organiz...IAEME Publication
This document summarizes an article from the International Journal of Management about employee mentoring. It discusses mentoring as a training and development technique to enhance organizational effectiveness and efficiency. The document provides an overview of mentoring and examines its benefits to both mentees and mentors. It also explores several theories of mentoring and provides conceptual clarifications of mentoring. The key findings are that mentoring can improve both individual and organizational effectiveness, and that it benefits the mentee, mentor and organization.
This document provides a summary of leadership theories and strategies for developing talent within an organization. It discusses the importance of leadership and talent development in maintaining organizational success. The document outlines key leadership theories and traits of talented individuals, such as intelligence, motivation, and leadership skills. It also discusses the role of current leadership in identifying and developing future leaders through assessing skills, providing professional development opportunities, and replacing chronic underperformers. The goal is to build a workforce with "competitive capacity" through strategic thinking, coaching, cross-functional knowledge, industry knowledge, and collaboration. A variety of leadership theories are presented, but no single theory is identified as best, and a contingency approach is recommended to account for all situational factors.
Personal And Professional Accountability And Opportunities...Dani Cox
Here are the key strengths and weaknesses of leadership based on the information provided:
Strengths of Kirsty's leadership:
- She uses aspects of multiple leadership theories including path-goal theory, LMX theory and transformational leadership theory which allows her to adapt her style to different situations and motivate employees.
- She has built strong relationships with employees through LMX theory which has helped the company succeed.
- Her vision and motivation of employees as seen in transformational leadership theory has also contributed to the company's success.
Potential weaknesses of Kirsty's leadership:
- Relying too heavily on specific theories could limit her flexibility to changing internal and external environments. Strict adherence to theories may not work in all scenarios
1) The document discusses transformational leadership, which involves a collaborative approach where school staff work together rather than being led from above. It requires shared vision, commitment to improvement, teamwork and shared ownership.
2) Transformational leadership involves collaboration, effective communication, and understanding of change. It requires forming collaborative groups and addressing potential problems like lack of commitment.
3) Effective communication is also key, including considering the purpose, audience, and delivery method for messages. Transformational leaders must model good communication and listen to feedback.
Functional leadership theory focuses on tasks rather than people, with the goal of maximizing organizational effectiveness. It argues leaders should ensure tasks are completed rather than focusing on employee feelings. John Adair expanded on this with his three-circle model emphasizing tasks, teams, and individual needs. His eight leadership functions provide a framework for functional leadership, including defining tasks, planning, briefing teams, and leading by example. Research found strong associations between school leaders' functional practices and teacher morale as well as student achievement and belongingness. Effective principals promote teacher learning and accountability through collaboration.
This document summarizes a case study on enhancing lean practices at the Washington State Department of Labor & Industries through establishing a mentorship program. It finds that developing mentoring relationships between experienced and new employees can help transfer important organizational knowledge, engage employees, and build a learning culture. The case study uses Peter Senge's model of the learning organization to analyze gaps in the current structure and propose strategies like mentorship to help the organization adapt to changing needs. If implemented, a mentorship program has the potential to strengthen lean processes, empower frontline workers, and make the agency an even better place to work.
analyzing the best practice points that were addressed. In res.docxlanagore871
analyzing the best practice points that were addressed. In response, offer two additional points that your peer might consider.
This learner had the pleasure of reading multiple posts from Capella students from the IGuide group. The posts were on the best practices in making recommendations for collaborations in regards to the multidisciplinary approach. This learner gained insightful information from her fellow Capella peers regarding the collaboration process, recommendations, and the action plan to help clients with their complex problems in a multidisciplinary approach. This post provides a detailed synopsis of information this learner learned from her Capella peers from the IGuide group. Also, provides additional research-based information of best practices for developing courses of action.
A Synopsis of the Best Practices in Making Recommendations and Developing Course of Action
The Client
According to Rudy and Levinson (2008), the best practice approach is identifying and evaluating the effectiveness of meeting the client’s needs. A good attribute in the course of action process is to consider the client as a whole person and create a plan of action that recognizes that one problem can affect, influence or bring more troubles.
Woodside and McClam (2015), suggest some professionals do not understand their client expectations. Having knowledge the client expectations is a good method of establishing and growing the client-professional helping relationship (Woodside & McClam, 2015). One best practice approach is to have a clear understanding of the client needs, client expectations, and a clear plan of how to meet the client’s needs and expectations. It’s easy for professionals to take over the multidisciplinary process without including the client. Therefore, client participates in the multidisciplinary 4-step process is a vital best practice. The client should never feel abandoned during any part of the multidisciplinary process, and the collaborative team should make modifications to the recommendation and action plan if obstacles arise.
The Professional
Meek & Newell (2005), suggest working together as a team can bring different perspectives to building each step of the framework, as the collaborative team works on shaping the best course of action and suitable recommendations. A collaborative teamwork helps professionals impart their knowledge and maximize their creativity, which helps each professional to focus on own professional disciplines.
Bronstein (2003), suggest recommending a model for interdisciplinary collaboration between human services professionals, which includes five key components
:
Interdependence
- which emphasizes teamwork,
Newly created professional activities
- which refer to the creation of new processes,
Flexibility
- which empowers team spirit and efficiency,
Collective ownership of goals
,
Reflection
on process
-sharing and feedback which strengthens the relationship.
Skills Needed
The work of human.
This document discusses contingency management as a treatment for substance abuse issues. While contingency management has shown short-term effectiveness, more research is needed to demonstrate long-term benefits and sustained results. Relapse is a particular issue for treatments like smoking addiction. Developing schemes to combat relapse and create more effective intervention programs is important. Contingency management is also not as well known as other addiction treatments, so increasing public awareness of it could help more substance users seek treatment. Providing alternative rewards beyond just money or vouchers, like meals or employment assistance, may also help treatment centers while potentially being more cost effective than other addiction treatment options in the long run.
Mgmt 591 entire course leadership and organization behavior kellerlaynepettus
This document provides an overview and purchasing information for an entire online course titled "MGMT 591 Entire Course Leadership and Organization Behavior Keller" from DeVry University. The course materials include several case studies, assignments, and assessments covering topics like building coalitions, resolving group project issues, leadership styles, organizational culture analysis, and leading organizational change. It provides summaries and instructions for several of the assignments, including analyzing a nonprofit and school partnership case study, addressing a "forgotten group member," and assessing differences between a company's preferred and ideal cultures.
Challenges in leading and managing people in educational institutions are worthwhile indicators that require constant checks and adjustments. These verifications are necessary because humans are complex beings and whose thinking faculties are not fixed and often guided by situational and environmental factors. Consequently, they must have divergent views which may pose unpredictable problems to administrators. Only very smart and ardent leaders maybe quick to detect, withstand and overcome such inevitables. The need for such challenges to be identified and controlled before they galvanize subordinates into negative behavioral tendencies cannot be under-estimated. This paper therefore examined possible challenges which may manifest as impediments or hindrances to the effective leading and managing of people in educational institutions in Cameroon. A number of challenges were examined and discussed in the paper. Suggestions for ways of checking and controlling the challenges have been made to serve as a reservoir of checks and guides for school administrators and leaders. The paper cautions school managers to be tactful and apply modern charismatic approaches in the control, directing of staff and managing of their institutions.
Running Head Leadership Responsibility –Preparing Self .docxcowinhelen
Running Head: Leadership Responsibility –Preparing Self 1
Leadership Responsibility –Preparing Self 2
Leadership Responsibility- Preparing Self
James Smith
MBA 6026 Unit 4 Assignment 1
5/8/2016
Leadership Responsibility- Preparing Self
Accepting responsibility is actually a measure standard of one’s self-worth, security level and also indicate the true sign of courage and strength of taking charge of one’s actions. Possessing this ability can inspire an individual to grow in ways which would create good rewards and even achievements in one’s life and it is also a sign of maturity and personal growth and not a show of weakness (Kramer, 2005).Considering responsibility earns one respect having in mind that human beings can never be faultless all the times and therefore are prone to making mistakes which creates way for an appropriate ground for considering leadership via making improvements on the regions of weakness.
Lack of the ability to take responsibility for behaviours and actions in our everyday lives is triggered by the sense of insecurity of surrendering to being powerless, weak, or exposes them to a possibility of losing the respect they had gained from others therefore, leading to a lost sense of dignity and value (Kramer, 2005). A person who takes personal responsibility garners greater respect for owning up and is thus likely to perform much better in facilitating the accomplishment of the set goals and success in life.
As a way of taking responsibility, one must learn not to blame others for the decisions they make for themselves and they also need to understand that making a mistake is a normal incident and should be treated as an opportunity for betterment. One should instead seek on ways of improving on the self-esteem and avoid the pretending to be what you are not but reasonably build your confidence in the abilities you possess. Developing self-centeredness by offering yourself in service to others is another key step forward to ensuring a good preparation for self (Andriessen & Drenth, 1998).
Architectural development in leadership is a key perspective in improving corporate leadership capacity which identifies the level of the competence and can be portrayed as an extensive system approach to substantial investment in time, money as well as energy in developing potential leaders (Rosen, 2000). Several initiatives to leadership development do not indicate good and required results because of the approach of observing at leadership development too narrowly and also failures to exhibit thorough development priorities to leadership. There are many ways that can be implemented to improve on the skills for global leadership encompassing taking initiative of indulging into projects which are external to your job description (Rosen, 2000). Thiscan assist in progressing into a leadership responsibility in the workplace.
To become a good and productive leader, one should basically be ...
Reply to TEVA 2No matter where you go or what you do, they are t.docxsodhi3
Reply to TEVA 2
No matter where you go or what you do, they are there, millennials. Not necessarily a bad thing, except trying to figure out their intentions. In any work force you will have multiple generations of people, they all offer something different. Attitudes, beliefs, experience, goals and expectations. What we all want and share a common thing in are the three R’s: Respected, Recognized and Remembered (Organizational Behavior, 2014). Respecting each generation regardless of age goes a long way. We may not understand why they do the things the way they do, however we can all learn from each other. Recognition..as managers, employees at all levels want recognition. Show them they are appreciated for what they bring to the table, to the mission, to the organization. Show them you care about them, how hard they work and that what they do does not go unnoticed. Provide them feedback (Organizational Behavior, 2014). Being remembered is also important as it tells them the organization values them.
Finding out what motivates each generation is not easy, you have to put some effort into it. Get to know them, gain their trust, find out what they are good at, what they desire to know and learn and use it to your advantage. Each generation can help and motivate each other. Millennials are technologically savy, where as the older generation is used to doing things the old fashioned way. Getting the generations to talk to each other, ask questions, break the barriers, can help make a huge difference in productivity in the work place. Telling them what the company vision is and purpose of their efforts. Showing them that working together as a team, that they can reach the same goal in the end to get the job done will help motivate them to work together. Give the younger generation goals to reach and milestones to progress. Give the older generation time and flexibility with how to get the job done (Lloyd, n.d.). In the end the bottom line is get to know your people, appreciate them and what they do and ensure they understand their purpose in the organization.
Reply to LARE 2
With the advancements in technology the speed of how things get done are faster and for any organization to remain sustainable in the 21st Century they will have to embrace technology and globalization. Having a diversified work environment can result in success for an organization by first bridging the “gap” between generational workers. By first, discovering the needs of the employees in order to frame what motivates them, because motivational tactics are not one-size fits all. Trader Joe, was a good example of how they keep their employees motivated through a collaborative environment, Manager’s helping out, and employee empowerment. (Organizational Behavior, 2014, ch 5, p.4)
Another way to motivate an age-diverse workforce is through, mentorship, where experienced workers coach and train the younger employees. Offer opportunities of “reverse mentoring in areas of techno ...
Reverse Mentoring is an emerging program in maximum of developing organizations. Reverse Mentoring is highly practiced and appreciated by mentors, mentees and also the organizations. In this paper an attempt has been made to study what factors among Organization Factors, Job Condition Factor, Rewards and Benefit Factor, Career Development
The document describes TeamEXCEL, a 3-day leadership development program developed by Jarden Consumer Solutions. The program aims to provide skills training in areas like interpersonal skills, leadership, communication, teamwork, and coaching. It uses assessments and modules to teach participants how to create a learning environment, understand personality impacts, improve leadership, enhance performance through feedback, improve output through collaboration, support change management, and present improvement ideas. The goal is to help managers develop skills to promote effective team management, decision making, and leadership.
This document summarizes five sources on self-directed learning. It defines self-directed learning as taking initiative to diagnose learning needs, set goals, identify resources, implement strategies and evaluate outcomes. The sources discuss SDL goals of preparing learners, fostering transformation and promoting emancipation. They also explore SDL applications like leadership development, effects on memory retention, importance of organizational support, and effectiveness of SDL teams. The document concludes by outlining steps to apply SDL in workplaces, like creating a learning culture, coaching learners, and providing online learning opportunities.
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This document discusses the FAPE model of leadership for exceptional student education. FAPE stands for Facilitative, Affiliative, Praise and rewarding, and Experiential and empirical. The FAPE model leader uses a facilitative approach to guide and coach staff, works to build emotional connections between all staff, recognizes and praises staff accomplishments, and bases decisions on empirical research and experience. The document provides details on each component of the FAPE model, including how facilitative leaders empower staff and involve them in decision making, how affiliative leaders focus on caring for the whole person and building relationships, and how praise and recognition is an important part of the FAPE model.
This document discusses how developing emotional intelligence in the workplace can improve employee engagement and retention. It begins with an introduction explaining the importance of engagement and retention for organizations. It then defines emotional intelligence and discusses how skills like self-awareness, empathy, and relationship management can be developed through training. The document proposes a blended learning approach to teach emotional intelligence. Research findings showed that demonstrating emotional intelligence as a leader was linked to higher engagement and lower turnover. The conclusion recommends organizations assess gaps in emotional intelligence and develop a strategy to create an emotionally intelligent culture.
Importance Of Therapeutic Relationship In CounsellingSasha Jones
This chapter provides guidance on how to find and maintain a mentor. It emphasizes that rather than directly asking someone to be your mentor, you should focus on excelling at your work, asking insightful questions, and respecting your mentor's time. Doing excellent work will make you noticeable and increase the chances of gaining a mentor. The chapter advises women in particular, who tend to have more difficulty finding mentors, to showcase their skills and let their work speak for itself to attract mentors. Maintaining respect for a mentor's time is also important to sustain the mentoring relationship.
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Mentoring - A journey of growth & developmentAlex Clapson
If you're looking to embark on a journey of growth & development, Mentoring could
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Research shows that empathy is a whole-body experience: We mirror each other’s physiology alongside the emotion. Negative states, whether it is pain, anger, or anxiety, create high activation & arousal in the body, so when you empathize with someone stressed, you become stressed, too. This is why so many caregivers experience burnout.
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Supercommunicators are rarely the most dynamic people in the room. They are the normies who are blessed with the ability to make those around them feel truly understood. The benefits aren’t only altruistic. Supercommunicators are scarily good at getting what they want.
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We all like to think of ourselves as someone who would give someone constructive feedback, but the study suggests that even in a low-cost situation, most people don’t. People overestimate the negative consequences giving feedback for themselves, as well as underestimate the benefits for the other person.
Microsoft recently reported that in the spring of 2022, the number of videoenabled Teams meetings per week more than doubled globally for the average user
since the start of the pandemic. And there was no evidence of a reversal.
That one question — What did you learn? — changed the way that I view my own missteps — with more compassion & understanding — & how I treat others when they make mistakes. As my experience shows, by making psychological safety a priority, leaders set up their teams for success now & long into the future.
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Advice-giving leads one to think about future actions that the person in need of guidance could take. As such, when asked to give advice, people are more likely to think critically & specifically about strategies the person could use to improve.
Why we need to change the language that we use in relation to allegationsAlex Clapson
The key message is that we ought to stop using the word Disclosure,
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We risk all our efforts gathering evidence for proceedings to be
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Putting the client in control of their own feelings of comfort or discomfort, by making them transparent and adjustable, can provide the confidence boost that allows them to take tentative steps into greater discomfort.
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Once trust is broken in a team, it is hard to recover. Yet the requirement to collaborate remains as strongly as ever.
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Building Psychological Safety is the key to rebuilding trust.
Why Traditional Parenting Logic Doesnt WorkAlex Clapson
Traditional parenting logic is all about rewards and consequences. Good parents use these methods with their children all the time with excellent results. But, what happens when good people are raising a child that has a significant history of trauma?
This brief article offers some practical approaches.
Action Learning focuses on the experience, feelings, & insights of the individual. Rather than jumping to solve a problem as quickly as possible, Action Learning enables deeper enquiry, & results in deeper understanding.
Why walking through the countryside 'tames' our brainAlex Clapson
Exposure to nature decreases amygdala activity & has beneficial effects on stress-related brain regions. This suggests that walking in the countryside buffers the detrimental effects of city life. And, in turn, it potentially acts as a preventive measure against the development of some mental disorders.
Where companies go wrong with Learning & Development by Steve Glaveski -HBRAlex Clapson
Organizations spent $359 billion globally on training in 2016, but was it worth it?
Not only is most of the training in today’s companies ineffective, but the purpose, timing, & content of training is flawed. Want to see eyes glaze over quicker than you can finish this sentence? Mandate that busy employees attend a training session on “business writing skills”, or “conflict resolution”, or some other such course with little alignment to their needs. Like lean manufacturing & the lean start-up before it, lean learning supports the adaptability that gives organizations a competitive advantage in today’s market. It’s about learning the core of what you need to learn, applying it to real-world situations immediately, receiving immediate feedback & refining your understanding, & then repeating the cycle. To begin practicing lean learning, organizations need to move from measuring credits earned to measuring business outcomes created. Lean learning ensures that employees not only learn the right thing, at the right time, & for the right reasons, but also that they retain what they learn.
Negative Mental States Become Negative Neural Traits, by Debbie HamptonAlex Clapson
“Your brain is like Velcro for negative experiences but Teflon for positive ones.” Even though the negativity bias is great for ensuring survival, it’s lousy at promoting happiness, peace, fulfilling relationships, & long-term physical & mental health.
This brief article shares a method to alter the way in which our brain focuses to much on the negative, to the detriment of the positive.
Feedback is a gift that you give to the recipient. If you think that it matters enough to say something about the way in which someone has behaved, then you should be concerned to see that it is both given & received in the best possible way. If you bear the following four points in mind when giving feedback, then they may help to ensure that your message is effectively delivered.
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