LEADERSHIP DEVELOPMENT
Mentoring and Coaching: Developing the Next Generation
Tim Tokarczyk Consultant (303) 398-7222 |
[email protected] 210 University Blvd, Suite 800 Denver, CO 80206 www.fminet.com
March 2013
Definitions Mentoring and Coaching Definitions Mentoring – a relationship between a more experienced and a less experienced person for giving advice and support. Executive Coaching – a one-on-one collaborative relationship between a professional coach and client that focuses on shifting the client’s knowledge and behavior.
2
© FMI Corporation 2012
Models
© FMI Corporation 2012
3
When no one else is watching, people ____________________.
People are ________________.
I have _____% control of my life.
Filters
4
© FMI Corporation 2012
Identifying Mentors and Mentees What are the characteristics of a great mentor?
Describe the ideal mentee.
© FMI Corporation 2012
5
Talent Assessment Matrix Exceptional
Cultural Fit
Key Talent
Opportunities for Improvement Low Exceptional
Low
Strategic Fit
6
© FMI Corporation 2012
Feedback
+
© FMI Corporation 2012
“What I
“I feel you could
appreciate about
be even more
you is…”
effective if…”
7
Giving Feedback Ask _______________________________________. Use good __________________________________. Have a _________________ __________________. Use __________________ ___________________. Talk about the _________________, not the person. Offer _____________________________________. Use ___________________ __________________. __________________________________________.
8
© FMI Corporation 2012
Coaching Styles Critic Behaviors Focuses on difficulties, personalities, or “problems” Proves it won’t work Shoots holes” in ideas Listens in order to argue/judge Interrupts, nitpicks Needs to be “right” Condemns ideas Judges presenter; uses “put-downs” Abuses others by words or facial expressions Sees obstacles as “impossibles”
Coach Behaviors Focuses on solutions or desired results Finds ways to make it work Explores ideas Listens to understand/discuss Is considerate of other’s point of view Wants to find the best solution Supports presenter; finds things to appreciate Sees obstacles as challenges to meet and overcome Allows time for others to express themselves Chooses “kernel” of good idea and expands on that
9
© FMI Corporation 2012
Supply and Demand Number of Live Births, 1920-2005
Source: National Center for Health Statistics, Center for Disease Control and Prevention Mitra Toossi, Monthly Labor Review, November 2006
© FMI Corporation 2012
10
Generational Differences
11
© FMI Corporation 2012
Millennials Attracting and Retaining Millennials Allow for multi-tasking Provide creative and challenging work assignments Create stimulating learning opportunities Provide them an ability to take part in decision-making
Leading Millennials Putting them in roles that push their limits Treating them as professional colleagues Keeping them focused with speed, customization, and interactivity
© FMI Corporation 2012
12
Millennial Scenario You are managing Chris, a 23-year-old engineer, just out of college. He seems to take an overly optimistic and aggressive view of his chances of moving up in the organization. He doesn't understand the time it takes to "pay your dues" and adequately develop before moving on to positions of higher responsibility. He has explained that he took the job because it allows for time for him to spend in competitive mountain-biking, but the pace of the organization is so slow he can’t stand it. You want to keep Chris because he is a hard worker and has great long-term potential with the organization. However, he has grown increasingly frustrated with how things work in the organization.
How can you coach and mentor the Millennials?
13
© FMI Corporation 2012
Action Planning I Will… One to Three Focus Areas Observable Behavior Positive Statements
© FMI Corporation 2012
14
Appendix: Generational Cheat Sheet Leading Boomers Born: 1946 to 1964 Population: 78 million Words that “speak” to them: Consensus, human rights, involvement, relationship, team, tolerance, trust, democratic, equal, fair, humane, interpersonal
Do Strive for consensus when making
decisions
Treat me as an equal on the team Ensure that I understand the
organization’s mission and vision
Assure me that I am making a
difference
Do Not Send a “my way or the highway” message Create hierarchies that interfere with
communication and teamwork
Assume that short term or individual goals
are sufficient
Allow my contribution to plateau or become
obsolete at work—where I derive most of my value
Be diplomatic
Be blunt or curt
Respect the authority of my position
Expect me to continue to prove myself,
Provide me with perks for achieving
Rely solely on verbal or monetary rewards
Create policies and procedures to
Allow people to do work in their own way or
Allow me to use my “tried and true”
Require me to use technology simply
Show respect for the fact that I have
Expect me to treat those who lack
and title
objectives or milestones
enhance consistency and effectiveness
systems and processes
“paid my dues” 15
especially to someone in lower position
that do not communicate status to others
bypass established systems
because it is “cutting edge”
equivalent experience as equals
© FMI Corporation 2012
Appendix: Generational Cheat Sheet Leading Gen X Born: 1965 to 1980 Population: 55 million Words that “speak” to them: Alternative, numbers, operations, reality, results, system, competent, efficient, functional, independent, pragmatic, sensible
Do Reward my efficiency by allowing me to
work the hours necessary to accomplish my job and go home
Do Not Encourage me to stay at the office to accrue
“face time”
Allow me to work independently and
Keep me constantly putting out fires caused
Tell me when I am doing a good job
Rely on the “no news is good news”
Tell me when I am not doing a good job
Wait for a performance review to reinforce
Create opportunities to build my skills
Send me to a training program and then not
View me as dedicated, hard-working,
View me as arrogant or impatient—I just
creatively whenever possible
(specify what I am doing well)
(specify what I am not doing well)
through experience
and loyal when I ask about promotion opportunities Give me a reason to respect and admire you—treat me with respect and demonstrate your competence
by someone else’s failure to plan
management style to reinforce
and clarify expectations
give me opportunities to practice
want to know exactly what it will take to move up Expect my respect due to your title and
years of service
Give me tools and information needed to
Rely on a “sink or swim” approach that
Allow me to find “family” in work
Expect me to derive all of my value from
do my job
relationships and at home
Focus on the results of my work © FMI Corporation 2012
results in a lot of wasted time and energy
my work
Overly concern yourself with the systems
and processes by which I achieve results 16
Leading Millennials
Appendix: Generational Cheat Sheet
Born: 1981 to 1999 Population: 73.7 million Words that “speak” to them: Achievement, challenge, collaborate, community, discovery, future, goals, fun, positive, come together, cutting edge
Do Provide challenging work that really
matters
Offer increasing responsibility as reward
for accomplishments
Do Not Undervalue my education and
experiences (in and out of the workplace) Make me wait until I have earned a
promotion to give me additional jobbuilding experiences and responsibilities
Establish mentoring relationships to
guide my personal and professional development Get to know me personally, as well as
my strengths
Treat me like a human “resource” Assume I have the same goals,
aspirations, and experiences as the last new-hire
Treat me with respect, as a colleague
Treat me like a student, intern, or child
Provide opportunities to try a variety of
Plan my development vertically, in the
Let me work as a part of a true team,
Ask me to spend most of my time
jobs and roles
reward the team as appropriate
Make work fun
Be flexible with working hours and
processes
same department or market sector
working independently
Be cynical, stoic, or formal in your
approach to work and to employees
Insist on a rigid, outdated, process or
custom for getting work done
Let me teach you what I know about
technology and the most up-to-date techniques for navigating the information superhighway 17
Insist on archaic means of
communication or express technophobia © FMI Corporation 2012
