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What the Dalai Lama Taught Daniel Goleman About Emotional Intelligence

What the Dalai Lama Taught Daniel Goleman About Emotional Intelligence | Growing People | Scoop.it
We can all get better at cultivating compassion.
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Mentoring the Next Generation: Michael Benko at TEDxOU - YouTube

Featured on ABC, NBC, and Fox news affiliates Michael Benko is the co-founder of the Amazon Best Selling team the Student Success Academy. Michael's focus is...

Brian Jones's insight:

Michael Benko stresses the importance of a mentor's influence on a young mentee. It could change the trajectory of the mentee's life. Effective mentor coaching is not about a mentor telling a mentee what to do, but rather assisting the mentee to think critically about their decisions/practice/behaviour (Wallace and Gravelle, 2007). The mentor-coach conversation is not about an informal chat, but rather a series of powerful purposeful questions that lead the mentee down a trail of self discovery. Robertson (2005) explains, "When leadership leaders become involved in systematic inquiry about their practice, whether in coaching partnership or in professional learning communities, they gain knowledge of practice that facilities effective leadership." (p.55).

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Mentoring: Recent Research Highlights

Mentoring: Recent Research Highlights | Growing People | Scoop.it
“ Many professions, law and medicine among the best-known, place student apprentices in real-world, clinical situations early in their training. Traditionally, many beginning teachers have entered th”
Via Philip E. Bernhardt
Brian Jones's insight:
Many recent articles on Mentoring focus the communication between the mentor and the mentee being "on-line" mentoring or "telementoring". The white paper from the "Management Mentors" highlights millennial generation mentees feeling comfortable texting, emailing, tweeting and instagraming. 41% indicated that they prefer to communicate electronically at work than face to face or even over the phone. (p. 4, 2014).
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Brian Jones's comment, September 30, 2014 8:17 PM
Recent research on mentoring refers to "on-line" mentoring or "telementoring".
Brian Jones's comment, September 30, 2014 8:27 PM
In Management Mentors' white paper a survey found that millennials "text, tweet, Instagram and email" their mentors. "41% say they prefer to communicate electronically at work than face to face or even over the telephone." (Management Mentors, p. 4 2014)
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Mentoring Methods and Advice http://www.theevansgroupllc.com/published-articles/nurturing-mentoring-and-networking/

Maris Pilkington Mentoring Methods and Advice http://www.theevansgroupllc.com/publish... December 6 - Comment - Like


Via Tom Foster
Brian Jones's insight:

This article relates to Mullen (2005) work entitled "Mentorship Primer", where he reviewed over 600 mentoring sources. He summarized his findings of highlighting co-mentoring, collaborative mentoring and the movement of mentoring within learning communities. The advice given in both articles is solid, but does depend upon individual context of the mentee. Regardless of the content of the mentor mentee conversation the direct of the discussion is steered by the mentee's agenda. Thus can be extremely difficult for the mentor-coach when the essence of the discussion is on the wrong track.  The mentor coach needs to leave the role of mentor coach and switch to advisor/consultant if the conversation is going down the trail of legal or safety issues. Therefore it is important for the mentor coach to know their role in the relationship based on the context of the mentee's situation.

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CEO Coaching and Mentoring Australia - Appreciative Inquiry: Does it work in the workplace?

CEO Coaching and Mentoring Australia - Appreciative Inquiry: Does it work in the workplace? | Growing People | Scoop.it

“TEC – The Executive Connection is Australia's leading CEO and Senior Executive leadership organisation. Find out how you can become a better leader. (Appreciative Inquiry: Does it work in the workplace?”


Via F. Thunus
Brian Jones's insight:

Appreciative Inquiry focuses on the positive in solution seeking scenarios by progressing through four steps: 1. Discover - "What is" 2. Dream - "What might be" 3. Design - "What should be" 4. Destiny - "What will be" This format allows the mentor to direct the conversation with the mentee to solve concerns, challenges, problems from a positive point of view. This growth mindset keeps the dialogue out of blaming and complaining. Perhaps if a mentor coach focuses the mentee's attention on "what might be", the entire discussion is set in a positive future state. Brain research highlights the fact the emotional memory is timeless and can't distinguish between reality and perceptions. Therefore, if a mentee is designing their future behaviour in successes, the the next step is to live into those successes.

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Reverse Mentoring Cracks Workplace

Reverse Mentoring Cracks Workplace | Growing People | Scoop.it

“ In an effort to school senior executives in technology, social media and the latest workplace trends, many businesses are pairing upper management with younger employees in a practice known as reverse mentoring.”


Via ThinDifference
Brian Jones's insight:

The strategy of reverse mentoring has made its way into top performing companies. The success of reverse mentoring depends upon the mentoring culture of the organization. Researcher Lois Zanchary claims that a true mentorship works both ways. The mentor should get as much out of the relationship as the mentee. I have found the when reverse mentoring takes place it usually involves knowledge of content such as technology. The older experienced mentor can offer skill sets about the process of being successful, such as how to delegate, manage time, prioritize, dealing with unions, incompetent employees, etc. Regardless of the topic or skill being taught, it should not matter who is the mentor and who is the mentee. Age should not enter the picture. During my time in Atlanta, while presenting to companies in the importance of mentoring in their organization, I was surprised to learn about the fear of establishing a mentoring program because that might mean that a new employee grows to out job their experienced colleague, causing the older employee to become obsolete in the organization. Truly a lack of trust encompasses the organization.

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Succession Planning Roadmap

Succession Planning Roadmap | Growing People | Scoop.it

How to build a robust succession planning program that aligns current talent development with future leadership needs.

Brian Jones's insight:

Are succession plans operationalized in companies?  This article sights research from consulting firm Booz Allen Hamilton which concluded that "over their entire tenures, CEOs appointed from the inside tend to outperform outsiders" .  If the same is true in other companies then mentoring is the key strategy to ensure success. How are employees groomed and mentored into the role.  If everyone becomes a master expert in their own cubicle, how does one become compendent in a manager role. then when a manger/supervisor position becomes available, there are no qualified applicants internally.  This usually leads to an external candidate being selected.  The internal morale decreases and the new manager is required to spend great energy and time on developing trust within the department. 

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Succession Planning Strategies | Insala

Succession Planning Strategies: challenges to implementation, strategies and solutions, and the development paradigm.

Brian Jones's insight:

The Insala organization connects employee develoment and employee retention with the succession strategies of career development programs and mentor/coaching. Both strategies go hand in hand are job embedded.

In Nanavati's (2011) research cites that there are 8 design elements of quality professional learning with mentor-coaching as the core for these elements:

1) Breadth and Depth

2) Contextualized Learning

3) Self Knowledge

4) Dialogue

5) Inquiry

6) Reflection

7) Collaboration

8) Community

Each element requires the mentor and mentee to engage in professional conversations.  Insala has structured their electronic support for companies using these elements to some extent.

Zachary (2005) defines mentoring as "a reciprocal and collaborative learning relationship betwen two (or more) individuals who share mutual responsibility and accountability for helping a mentee work toward the acchievement of clear and mutually defined learning goals.  learning is the fundamental process, purpose and product of mentoring". The one area that needs more research is the accountability element of the relationship.  How does one know that success of the mentee is directly related to the mentor's influence?

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It Takes a Mentor

It Takes a Mentor | Growing People | Scoop.it

Gallup says successful students had one or more teachers who were mentors, and they had an internship related to what they were learning in school.

Brian Jones's insight:

I am not sure how reliable Gallup polls are when they call themselves research; however, regardless how the information is collected the results of this poll indicate the successful employees who climb the ladder are mentored within the company.  Thomas Friedman indicates that more and more companies are looking for already trained competent graduates to hire.  Training them once they are hired might be a waste of time, especially if the employee moves to the competitor.  This is an opportunity for employer-educator partnerships.  Mentors assisting students as they grow and learn.  

Fischler & Zachary (2009) highlighted what that interconnectedness should include: Learning, Relationship, Partnership, Collaboration, Mutually Defined Goals and Development.  

If schools are going to produce competent and competitive graduates then employers need to take an active role in assisting educators as they develop and grow future employees.

 

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Building the Mentoring Relationship - YouTube

www.mentoringmastery.com - takes a look at Dr Sharon Straus's, "Characteristics of Successful and Failed Mentoring Relationships", published in January 2013.

Brian Jones's insight:

Melanie Wass highlights Dr. S. Strauss work with the characteristics of successful and failed mentoring relationships.  This quick seven minute video describes the components of building that successful relationship.

1) mutual respect

2) clear expectations

3) personal connections

4) shared values

5) reciproscity

The components are aligned with Zachary (2005) findings.  

 

Melanie describes her own experiences as a mentor.  She does make reference to a workshop. Therefore I conclude that this video is a promotional video for viewers to enrol in a mentoring course that is offered by the creator.

 

 

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Sample Articles

Sample Articles | Growing People | Scoop.it

MENTORING & CAREER The Impact of Prior Mentoring... Mentoring Feature Perceived Discrimination Scale Qual.

Brian Jones's insight:

Ellen Ensher has created a repository of her blogs on various mentoring topics.  The reader can access her site and download articles, reference materials and resources from the site.  It is a promotional site for her private practice, selling services, books and giving advice.  The format is clear and concise and allows the viewer a buffet of ideas to further develop.  This can be classified as a mentoring resource; whereby the reader/view may never meet Ellen; however, can learn from Ellen's opinions, reflections, challenges and advice. Perhaps she is more of a consultant with her ideas, than a coach.  Zachary (2005) indicates that a coach deals with the here and now and through deep intentional  questions for the client/mentee.  Ellen Ensher's site contains answers to mentee's questions; however, the mentees did not arrive at the answers themselves and thus have less accountability for ownership over a solution.

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Mentoring Software | Insala

Insala's mentoring software solutions enable mentees to find the most qualified mentor. Administrators set mentor matching criteria and track program success.
Brian Jones's insight:

The essence of this software created by insala reminds me of a "on line dating" service. The new employee (mentee) completes an on line survey asking them several questions about strengths and growth areas.  The survey results are matched with the potential mentors who have enrolled in the program by completing their on-line survey.  The mentee receives profiles of potential mentors and makes contact with the mentor of their choice.  Once all parties agree that the match is a fit, the relationship begins.  The needs of the mentee are at the forefront.  Hargreaves and Fink (2006) describe the value of learning that "is vital in creative knowledge-driven organizations".  It is a bottom-up approach where agendas are created by the the mentee and guided by the mentor.  

This software may be the answer to large corporations/companies where it is up to the mentee to take initiative to self-reflect and have the passion to want to grow.  As soon as mentor-coaching is incorporated into the relationship and is job embedded the application of knowledge increases from 5% to 90% as stated by Joyce and Showers (2002).

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Mentoring Helps Ensure Success of Succession Planning - YouTube


Via The Customer's Shoes
Brian Jones's insight:

Succession planning in a private organization/company vs public industry varies slightly.  One may be a family business and the other may be a 1000+ employee organization built on public funds.  Regardless of the structure mentoring is key for succession planning. This You Tube clip indicates that first generation builds a business, second generation maintains the business and the third generation struggles to keep the business alive.  Without mentoring, coaching, advising or consulting, the successors will struggle.  With retirements,  downsizing, or even deaths, the business must go on. It has a better chance to survive if those now leading have been groomed, mentored and coached into the role. This does not happen overnight, but can take years of preparing. Passing on knowledge to the successor is important for future success.  Zachary (2005) indicates that learning is the purpose, the process and the product of the mentoring relationship.  Without learning, there is no mentoring.  If a family business is handed down to the next generation without the transfer of knowledge and skills, the company/organization/business will struggle to exist.

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Teacher Mentoring - The Impact of Mentoring on Teacher Retention: What the Research Says by Richard Ingersoll and Jeffrey M. Kralik


Via Philip E. Bernhardt
Brian Jones's insight:

This study indicated that there were over 150 research studies that looked at the impact of mentor coaching; however, only ten studies met the criteria in order to examine the true effects. (Qualitative data, comparisons and evaluation of outcomes). They concluded that there were still outstanding questions that needed further research: 1) Who gets helped most? 2) Which components or sets of components are best? 3) Which components are best for which outcomes? 4) Do the selection, preparation, training, assignment and compensation of mentors make a difference? 5) How much contact time is necessary between mentor and mentee? 6) How long do mentoring programs need to be? 7) Does mentoring matter for student growth and achievement? In Ontario, a mentor of a new vice principal, principal, or new teacher receives mentor coach training. Nanavati (2011) emphasized in the learning from the Leadership Project (Wahlstrom et al., 2010) found "principals' sense of efficacy as a key to leadership influence on teaching and learning" (p.15) .

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Articles - The Coaching & Mentoring Network

Articles - The Coaching & Mentoring Network | Growing People | Scoop.it

Via Gabriela Gruianu Gambra
Brian Jones's insight:
Accountability seems to be the glue that holds the relationship together. Why? Isn't it good enough to be professional and agree on a mutually established practices without recording the details. If signed contracts are a requirement if the mentor-mentee relationship, then perhaps it isn't a true mentorship, but rather a legal partnership that justifies to an organization or system that money/time/energy are properly designated. Mentoring needs to move beyond an organization's initiative to a culture of mentoring to allow newly hired admin the opportunity for consulting, collaborating and reflecting, as researched by Lipton, Wellman and Humbard (2003).
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Mentoring and Coaching in the Workplace- Is There a Difference?

Mentoring and Coaching in the Workplace- Is There a Difference? | Growing People | Scoop.it

Via Anne Leong
Brian Jones's insight:

This reference makes the connection that coaching is used to steer the new employee back on track. I beg to differ. Coaching deals with the present situation, but it needs to be the client's agenda. They set the context of the conversation. It is up to the coach to ask powerful insightful questions to advance the actions of the client. The mentor focuses on future goals set by the client. The article talks about a mentor being assigned to the mentee/client. Zachary (2010) claims that mentorship relationships that are effective have the mentee/client select their own mentor, resulting in ownership, accountability and established trust between the mentee and the mentor.

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Mentoring and succession management: an evaluative approach to the Strategic Collaboration Model.

Mentoring and succession management: an evaluative approach to the Strategic Collaboration Model.

Brian Jones's insight:

This is the first article that incorporates a solid evaluation tool to assess the mentoring and succession management. The described SCM (Strategic Collaboration Model) used in succession planning highlights a thorough structure for implementation. I am curious about the validity and the authenticity of the results. Further studies are needed to test the reliability of such a tool. I agree that mentoring is a common practice for successful planning management, but I still need to find research that links directly to an outcome of success as a direct result of a mentoring relationship. Results seem to be qualitative in this area of research.

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Coaching, Mentoring and Succession Planning : HR Tools - Cultural Human Resources Council (CHRC)

Coaching, Mentoring and Succession Planning : HR Tools - Cultural Human Resources Council (CHRC) | Growing People | Scoop.it
Brian Jones's insight:

This easy to use learning tool is a repository of information items organized to allow the viewer/reader to readily find answers to their questions. The tool bar on the left side represents a filing cabinet.  This invites the user to shop for free ideas that are structured in themes. (i.e., challenge & conflict, best practices, coaching, mentoring & succession planning, etc).  Once one clicks on a specific topic it takes you to a teaser description and a table of contents.  All are inviting, worthwhile and motivating to learn more about.

i.e.:

How to be an Effective CoachWhat Do Your Employees Expect From You as a Coach?Do’s and Don't's of Coaching

Then you are invited to pay $99 for the pdf for further information in the toolkit.

The structure of the learning tool captured my eye and suggested a easy format for future created repositories.  

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Mentoring's Role in Succession Planning

Mentoring's Role in Succession Planning | Growing People | Scoop.it

Mentoring figures prominently in many dead-end succession scenarios because corporations default to mechanistic talent approaches for a developmental process that is human in nature.

Brian Jones's insight:

Intentional talent development in companies/organizations grow leaders.  Mentoring is a key component of talent development.  This article highlights "dead-end succession" scenarios as well as successful development plans that assist new employees.  

EQ over IQ is emphasized in this report.  The best employees do not always make the best mentors.  This resource highlights skills a mentor should exhibit to be successful:

A) Accurate self-awareness. B) Self-confidence and steward-like behavior toward colleagues and the world. C)Thorough trustworthiness. D)Transparency and authenticity (perceived by others as being an “open book”).E) Full self-control.F) Flexibility and a welcoming attitude toward change.G) Passion for learning and achieving.H)Consistent optimism and resilience.I) Organizational astuteness.J) Empathy as a teacher/mentor.K) An image as an inspiring role model.

If a mentoring culture is built then, there is a learning stance that allows the mentee to ask questions, seek clarification, reflect, take risks and challenge ideas. 

Stacy Blake-Beard's  (2009) work indicates that mentors and mentees must gain access to alternative perspectives and experiences to truly appreciate, respect and value each other, which leads to a trusting relationship. Without a strong EQ by mentors, their mentees will have difficulty learning and will not value the relationship.  Thomas Friedman (2014) argues that such employees company jump to other opportunities.

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The Top 4 Qualities of Great Mentors

The Top 4 Qualities of Great Mentors | Growing People | Scoop.it

Mentoring ignites boldness by answering doubt with relational learning. 4 qualities of great mentors: #1. Humility: The guide isn’t the star of the show. Fight the urge toward self-importance. Fe...n

Brian Jones's insight:

In 2014 Dan Rockwell appeared on the Inc. list of Top Fifty Leadership and Management Experts. He writes/tweets daily blogs on leadership.  This particular entry focuses on mentoring by listing the top four qualities of great mentors.  His comments seem to be based on his own experiences and not necessarily backed by research. However he would argue that qualitative research is the foundation of his writings.  His metaphors, analogies, quick humour and thought provoking comments engage the reader.  His format is easy to read and he always ends with reflective questions for his readers.

By asking,"

What qualities do you look for in a mentor?

What negative qualities hamper mentors?

**I can’t determine if mentoring or maximizing is the most important word in the leader’s dictionary. Thoughts?"

He is able to invite readers to comment in responses to his blog.  He walks the talk. He fully engages those who want to be engaged.

 
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Mentoring Mastery - How To Master the Art and Science of Mentoring

Mentoring Mastery - How To Master the Art and Science of Mentoring | Growing People | Scoop.it
Brian Jones's insight:

After reading this promotional enticing advertisement how could one not want to purchase the resource, especially if the mentor or mentee are new to the process.....

"Areas we will cover include what is mentoring, mentor program, mentoring programs, mentoring skills, becoming a mentor, business mentor, business mentors, business mentoring, mentoring and coaching, mentor definition, benefits of mentoring, mentorship, how to find a mentor, business mentoring programs, mentoring in the workplace, mentoring the mentor, small business mentoring, business mentoring programs, career mentor, womens mentoring, mentor resources, mentor training programs, training to be a mentor, steps to mentoring, training mentoring, mentoring workshops and more."

I am cautiously concerned with the word "Mastery", which implies a final destination and journey to Mentoring. The "top ten" implies that these are the most important questions, any other question is not important. Whose questions? I believe it depends upon the context in which the mentoring relationship exists.  If one has additional questions about Mentoring, does that imply it is not important because it is not within the top ten?

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