Leadership Academy 3 March 2017 - Gabrielle Consulting, Inc.gabrielleconsulting.com/docs/LeadershipAcademy2-2017.pdf · 2017. 3. 4. · 1430 Managing Change ADKAR Model Application

Leadership AcademyWelcome!

3 March 2017

Gabrielle K. Gabrielli, Ph.D.

Ground Rules

1. Turn any cell phones or anything else thatmakes sound to the off or silent position.

2. Be on time including from breaks.3. Listen actively.4. Keep an open mind.5. Be respectful to everyone; don’t interrupt.6. If you break any rules, you sing.

Updates

• New member introduction• Anything new to share?

• Any positive changes as a result of lastmonth’s session?

• Mentoring application due 4 March(tomorrow)

AgendaFriday 3 March 2017

1230 Working Lunch, Ground Rules, Objectives, Updates

1300 Managing Time AKA PrioritiesImportance of PlanningTime Wasters and Strategies to Save TimeSMARTER Goal SettingSelf-Assessments and Homework

1430 Managing ChangeADKAR ModelApplication

1445 Managing StressStress TestStrategies to Reduce Stress

1515 Mentoring and CoachingTGOROW Model, Guiding Questions

1600 Leadership Academy Mentoring ProgramQuestions and Answers

1630 Adjourn

Time Management?

12

3

6

9

12

Changes

BudgetPersonnel

Time RelationshipsPriorities

Policies Procedures

Weight

Age

Politics

Learning Objectives

By the end of this session, you will be able to:• Identify current inefficiencies in schedules.• Describe effective delegation techniques.• Describe ways generations differ in time and

work management.• Identify barriers that affect effective time

management.• Use the SMARTER model to establish short

and long term goals.• Apply stress management techniques.

A Little Humor about Time...

How Well Do You Plan?

Scoring

• Add numbers and put number inscore box.– 6-10: Very poor planner– 11-15: Below average planner– 16-20: Average planner– 21-25: Above average planner– 26-30: Excellent planner...or candidate

for burnout?

Complete This Statement

• If I had more time, I would....

Time and Priority Self-Assessment

Score Interpretation

• Excellent 80 or above • Needs Some Improvement 51 - 79 • Needs Much Improvement 50 or below

2015 Time Survey- U.S. BLS

• 38% of employed people did some or all oftheir work at home on days that theyworked, and 82% did some or all of theirwork at workplace.

• On an average day, 85% of women and67% of men spent some time doinghousehold activities such as housework,cooking, lawn care, or financial and otherhousehold management.

Time with Media

Detailed Time Per Day

Time Spent Online

Source: ComScore 2012

Average Time Spent on Mobile Functions

Source: AppsFire 2011

1. Failing to keep a to do list2. Not setting personal goals3. Not prioritizing4. Failing to manage distractions5. Procrastinating

Source: MindTools.com, 2012

We lose up to 2 hours per day with distractions!

Top 10 Time Management Mistakes

Top 10 Time Management Mistakes

6. Taking on too much7. Thriving on “busy”8. Multitasking9. Not taking breaks10.Ineffectively scheduling tasks

Source: MindTools.com, 2012

It takes 20-40% MORE time tocomplete tasks when multitasking.

Procrastination Causes

• Waiting for the “right” time• Fear of failure (or success)• Poor decision-making skills• Poor organizational skills• Overworked or tired• Perfectionism• Too “busy” to get important things done• Avoiding work you don’t like

Overcoming Procrastination

• Recognize self-defeating behaviors like fear,anxiety, indecisiveness and perfectionism.

• Discipline yourself to use time effectively andset priorities.

• Modify your environment by minimizing noiseand distractions.

• Set SMARTER goals.

What Are Your Goals?

What is a Goal?

Goals and Objectives Should Be

• Specific• Measurable• Acceptable• Realistic• Time Bound• Extending• Rewarding

Specific

• Answer these questions to make your goalmore focused:– Who is involved?– What do I want to accomplish?– When will the goal be achieved?– Where will this take place?– Are there requirements or constraints?– Why do I need to accomplish the goal?

Example: To help reduce errors, I will help my team better understand how their department’s work affects overall workflow.

Measurable

5 categories of measures to help you stayon track with your goal:1. Quality2. Quantity3. Time4. Cost5. Satisfaction including Customer Satisfaction

Example: We will increase sales in 2017 by 40%.

Acceptable

• In order to truly commit to a goal and takeresponsibility for its pursuit, the goalshould be acceptable to you.

• Some also use actionable or achievable.

Example: I will spend 40+ hours developing the content to prepare to teach the class.

Realistic

• A goal should be challenging butachievable within your current resourcesand constraints.

Example: I will decrease expenditures by 20%.

Time-bound

• Your goal must have a deadline. Theresults should be achieved within aspecific time period.

Example: I will submit the mentor application by 4 March 2017.

Extending

• A goal should stretch a person’scapabilities.

• A goal should help you get out of yourcomfort zone and into your strength zone.

• Often extending goals involve overcomingfears or conquering dreams.

Example: To conquer my fear of public speaking, I will join Toastmasters.

Rewarding

• It should feel satisfying to complete thegoal.

• You should take the time to celebrateachieving a SMARTER goal.

Example: I will complete my first triathlon in 2017!

Write Your Own SMARTER Goal

• Spend 5 minutes preparing a SMARTERgoal that is most meaningful to you.

• Be prepared to discuss.

The Value of Measurement

• People who track their calories burned andconsumed lose more weight.

• People who track their spending save moremoney.

• People who track their emotions throughjournaling have a greater awareness of theirgrowth and progress.

• What happens to people who track the waythey spend their time?

Homework• Using the time log, keep track of your time

for a typical 24 hours period, with theamount of time spent on each.– Include sleeping, driving, work tasks, etc.

Prioritize Tasks

• A= High Priority (Critical, must be done)• B= Medium Priority (Important, should be done)• C= Low Priority (Trivial, could be done)

0700 0745 .75 Wrap up Project A1

0745 0815 .5 Email, Correspondence B1

0830 0900 .5 Staff Meeting B3

0900 1030 1.5 Organize Files C1

0815 0830 .25 Return Phone Calls B2

Ask Yourself

• Does the total equal 24 hours?• How do you feel about how you spent your

time? Was time used for priority goals?• What was not accomplished?• Was time wasted?• Were there interruptions?• Did you spend too much time or not enough

time on some things?• Is there a balance between work and

personal time? Scheduled and free time?

Prioritized Task List• Working on tasks in the order of their priority is

one of the key elements to good timemanagement.

Step One: Brainstorm

• Write down everything you would like toaccomplish on Monday, including tasksthat are not important.

• Don’t assign any value yet.• Instead brainstorm about all tasks

including work, family, professional,volunteer, organizations, etc.

Step Two: ABC Valuing System

• Give a value to each item on the list.• Put an “A”, “B”, or “C” after each item

based on:– A= High Priority (Vital, must be done)– B= Medium Priority (Important, should be

done)– C= Low Priority (Trivial, could be done)

Step Three: Prioritize

• Finally, rank prioritize A tasks, B tasks and Ctasks from 1 to 3 (or to whatever number oftasks you have).– A1 is most important, critical.– C3 is least important, trivial.– Create A1, A2, A3 then B1, B2, B3, then

C1, C2, C3.

Summary: Prioritized Task List

• Give a value to each item on the list. Put “A”,“B”, or “C” after each item based on:– A - Vital, must be done– B - Important, should be done– C - Trivial, could be done

• Give a numeric value to each item on the list.• Now go back and prioritize your A tasks, your

B tasks, and your C tasks from 1 to 3.

Keys to Time Management

• Perform tasks in the order of importance,always starting with the “A”s theprogressing through the “B”s and “C”s.

• Do what works best for you. As long asyou know you can meet deadlines, domundane tasks in low energy times.

Time Exercise

• Close your eyes and bow yourheads....

Generations and Time

• Traditionalists (1900-1945) - hard workersbut their eyes are on the prize: retirement

• Baby Boomers (1946-1964) - love to havemeetings; work long hours

• Generation X (1965-1980) - hate meetingsbut work hard independently

• Generation Y (1981-2000) - hate work (not really, but they value their time outsideof work more than any other generation)

Time Killers

• Technology• Phone calls• Office chatting• Meetings• Equipment issues• Other inefficiencies?

Time Killers

• Indecision• Inefficiency• Crisis management• Micromanagement• Poor organization• Failure to delegate• Poor planning including contingency• Cyberslacking

The Importance of Delegation

Tips on How to Delegate

• Equip people to be successful.• Plan carefully.• Clarify what is required.• Explain what is to be done and why.• Discuss what the results should be.• Say what authority the person has.

Tips on How to Delegate

• Tell others what authority has been given.• Allow discretion as to what time and

methods the person will use.• Check progress at agreed intervals.• Be prepared for mistakes.• Give feedback, both positive and negative.• Provide support; you are still responsible.

DECIDE• Determine all possible choices presented by

the situation.

• Evaluate and brainstorm possible solutions.• Choose a solution that makes sense to you.• Identify and visualize the outcome.• Develop a plan and a schedule to follow.• Examine the outcomes and celebrate success!

Decision Making

GROW a DecisionG = Establish the GOALDefine desired outcomes.

R = Identify the REALITIESList resources, what is happening now.

O = List all the OPTIONSExplore benefits and constraints of each.

W = Decide the WAY (and the who, what, when)Establish the “will” by gaining commitment.

Cyberslacking

• 60-80% of employee time on the Internetat work is spent on non-work relatedactivities.

• 9 out of 10 of us admit to cyberslacking.• When the atmosphere feels like “big

brother,” employee morale drops.• Some psychologists say that positive

distractions with cyberloafing can actuallylimit boredom and increase productivity.

#1 Time Killer: Clutter

• Physical Clutter• Brain Clutter• Process Clutter• Technology

Clutter

Physical Clutter

• Desk, closet, etc.• Solutions:

– Organize!– Create a tickler file.– Create action files.

• Could include files like upcoming travel,expenses to submit, papers to file,upcoming meeting agenda and documents

Organization Strategies

• Devote time to organizing.• Designate a place for things you access

frequently (like keys).• Make punctuality a habit.• Start and end each day with 5 minutes of

organizing clutter.• Tackle the worst first.

Organization Strategies

• Make sure that everything has a home.• Keep like things together.• Put things near their point of use.• Ask yourself if you should keep or ditch it.

– Do you have to keep for legal reasons?– When is the last time you used it?– Can you store it electronically?– Are there consequences for not keeping it?

Brain Clutter

• Watch your language! What you say toyourself about what you “have to” do isimportant.

• Use your mind for thinking and not forremembering.

• External cues are for remembering:– Calendars– To-do lists– Checklists– Tickler or action files– Electronic reminders

Process Clutter

• Every minute spent planning saves asmany as 10 minutes in execution.

• Many people work hard but not smart.• What can you do to improve your

processes?

PLAN AHEAD

Technology Clutter

• Use filters and folders to organize email.• Only respond to emails that are sent directly

to you unless otherwise requested.• Don’t respond to email unless your response

is necessary.• Don’t stop what you are doing to respond to

technology alerts.• Don’t keep files that you don’t need.

Suggestions for Technology

• Turn off all alerts including beeps andvibrations. They have a Pavlovian effect.

• Set limits on how often you check youremail (i.e. 4 x per day or once per hour).

• Use technology to help manage yourcalendar and priorities.– Example: “Remind me when I am at my office

to pick up the books for tomorrow’s class.”

Use Time-Saving Technology Tools

Example: Outlook 2013Turn off email notifications.• File>Options>Mail>Display a Desktop Alert.Add a calendar entry quickly.• Drag a message to Calendar in the lower-left.Ignore a conversation.• Press Ctrl+Delete.Track meeting responses.• Open invite>Meeting tab>Tracking.


Example: Outlook 2013Add a button to the Quick Access Toolbar• Right-click a button>Add to Quick Access Toolbar.Use Quick Steps• Click Create New in the Quick Steps part of the ribbon.Set vacation messages in advance• File>Automatic Replies>Send automatic replies>Only

during this time rangeSearch your email to find something• Type in the Search field above your mail.


Example: iPhoneUse Siri for scheduling.• Press and hold the home button, then say

commands like “What’s on my calendar today?”OR “Add meeting with Ben to my calendar forTuesday at 9am.”

Use Siri for directions.• Ask, “How do I get to?• Ask, “What’s the nearest (examples: Subway

restaurant, hospital, gas station)?

Pareto Principle: 80-20 Rule

• In anything, 20% are vital and 80% aretrivial.

• 80% of unfocused effort generates only20% of results.

• The remaining 80% of results areachieved with only 20% of the effort.

• The key is to focus your energy on the20%.

Maxwell’s How to Get More Done

• Know you purpose.• Set your priorities.• Apply the 80/20 principle.• Develop efficient practices.• Just say no.• Create large chunks of time.

John Maxwell (11 January 2013)How to Get More Done in Less Time: Purpose, Priorities, and Practices

Meeting Management

• Doodle research- 2,500 admin andmanagement staff from UK, US, France,Germany, Nordic region

• Planning meetings takes an average of 5hours per week.

• Professionals organize 7 meetings a weekaverage, mean length 2:45.

• Most meetings have 4-5+ participants.

When is the Best Time to Meet?

• Tuesday at 1500 is the day and timemost people are available to meet.

• Worst time to have a meeting is firstthing in the morning.

• Flexibility increases at 1000, dropsslightly at lunch, then increases later inthe day but drops greatly near the endof the day.

What Makes a Meeting Effective?

• Has a clear purpose• Has a respectful atmosphere• Achieves meeting's objectives and

outcomes• Is efficient and productive• Makes participants feel confident in a

logical process

MeetingsPrior to the Meeting

• Purpose• Attendee List• Agenda/ Schedule• Materials

Following the Meeting

• Minutes• Outcomes, Action Items• Assignments• Follow-up

22 Tips for EfficientPriority Management

1. Spend the first or last 15 minutes of everyday making a prioritized to do list.

2. Reevaluate your priorities and progressevery day.

3. Decide what times of day you are mostproductive, and schedule your tasksaccordingly. Work on less important tasksduring your low energy times and moreimportant tasks during your peak energytimes.


4. Use wait time effectively by planningsmall tasks to bring with you.

5. Build flexibility into your schedule so thatyou can adapt when things don’t goaccording to plans or when new prioritiesarise.

6. When you return a phone call, minimizephone tag by including a good time whenyou can be reached.


7. Use email for routine distribution ofinformation.

8. Don’t let non-productive tasks consumeyour time.

9. Spend your lunch breaks away from yourdesk.

10.Ensure that all goals are SMARTER(specific, measurable, acceptable, realistic,time-bound, extending, rewarding).


11. Divide a difficult goal into smaller tasksto allow you to fit them into yourschedule and make them moremanageable.

12. Set completion dates for tasks to avoidprocrastination.

13. When you find yourself procrastinating,determine what you are avoiding.

14. Reward yourself after completingchallenging tasks.


15.Delegate routine tasks, but be sure thatyour designees are trained and equippedto handle any tasks that you delegate.

16. Get plenty of rest and eat healthy(including complex carbohydrates) tomaintain energy levels and productivity.

17. Value your time, and ask others to dothe same.


18. Schedule down time including vacations torejuvenate and replenish your energy soyou will be more productive when youreturn.

19. Schedule exercise. Physical activity andendorphins boost your energy level andenable you to be even more productive.

20. Take advantage of technology to setreminders, synchronize calendars, andkeep you on task.


21. Make meetings as efficient as possible byhaving agendas beforehand and leavingwith action items including who isresponsible and by when.

22. Purge things from your calendar that don’thelp you toward your goals or bring you joy.

What else?

Managing Change

During Times of Change....

• Gossip goes from 19% of our day to 40%• We drop from being 60% efficient to 15%

efficient• Organizations lose, on average, 2 hours of

productivity per employee per day

Bureau of Labor Statistics

82

Human Change Management

ADKAR Model

• Awareness of the need for change• Desire to participate and support the

change• Knowledge on how to change• Ability to implement required skills and

behaviors• Reinforcement to sustain the change

Awareness

Do you know the reasons for changing? Youwill need to know before you can decide tomake the change.•A person’s view of the current state•How a person perceives problems•Credibility of the sender of awarenessmessages•Circulation of misinformation or rumors•Contestability of the reasons for change

How Does Awareness Arise?

• Communications from others• Access to information• An event• An observable condition

Potential Resistance Factors

• Comfort with the status quo• Credibility of the source or sender of the

message• Denial that the reasons for change are

real• Debate over the reasons for change

Rumors or misinformation• General perception of the people closest

to me (if different than the public message)

Desire

Do you want to make the change, and doyou have support from others while makingyour decision?•What the change is and how it affects eachperson•Organizational or environmental context forthe change•Each individual’s situation•What motivates a person

Knowledge

You must learn new skills needed to makethe change.•Current knowledge of an individual•Capability of the person to gain additionalknowledge•Resources available for education andtraining•Access to or existence of requiredknowledge

Ability

You must be able use and apply the newskills learned in the knowledge phase.•Psychological blocks•Physical capabilities•Intellectual capabilities•Time available to develop needed skills•Availability of resources to support thedevelopment of new abilities

Reinforcement

Are there systems in place that will keep youproficient in the new way of doing things toprevent you from reverting back to the old way?•Degree to which the reinforcement is meaningfuland specific to the person impacted by the change•Association of the reinforcement with actualdemonstrated progress or accomplishment•Absence of negative consequences•Accountability system that creates an ongoingmechanism to reinforce the change

Applications of ADKAR to Change

1. Making sense of change2. Guiding change management plans3. Measuring progress4. Diagnosing gaps5. Developing corrective actions6. Enabling managers and supervisors

Stress Test

Progressive Muscle Relaxation

• Sit in a comfortable chair with your feet flaton the floor. Rest your hands

• on your legs.• Tense each muscle group 10 seconds as

you inhale, and then exhale as you relaxfor about 20 seconds.

• Imagine breathing the stress out of yourmuscles as you picture a place that bringsyou joy.

4-7-8 Breathing

1. Exhale completely through your mouth,making a woosh sound

2. Close your mouth and inhale quietlythrough your nose- count 4

3. Hold your breath- count 74. Exhale through your mouth, make a woosh

sound- count 85. Inhale and repeat for a cycle of 4

Dr. Andrew Weil

Reduce Stress

Remember the positive things in your life.Exercise, or just take a walk.Don’t sweat the small stuff.Understand that goals must be reasonable.Create an atmosphere of joy.Eradicate the negative and learn to forgive.

Smell the roses, and remember to breathe.Talk through your issues.Reflect on your emotions and life.Eat healthy foods and get enough sleep.Show gratitude.Save time for YOU and have fun!

Reduce Stress

Learning ObjectivesBy the end of this course, participants should be able to:

• Describe the roles and responsibilities ofmentors and mentees.

• Explain how a mentor can positively influence amentee.

• Differentiate between coaching and mentoring.• Discuss strategies to develop successful

mentoring and coaching relationships.• Demonstrate effective mentoring techniques

including active listening, trust building, andchallenging and encouraging improvement.

Business Case for Mentorship

• Promotion• Productivity• Development• Retention• Morale

Mentorship and Promotion

• 75% percent of executives point tomentoring as playing a key role in theircareers.

• 44% of CEOs list mentoring programs asone of the three most effective strategiesto enhance women's advancement intosenior management.

American Society for Training & Development, 2011

Mentorship and Productivity

• 71% of Fortune 500 companies usementoring to assure that learning occurs intheir organizations.

• Managerial productivity increased by 88%when mentoring was involved, versus onlya 24% increase with training alone.


Mentorship and Retention

• 77% percent of companies report thatmentoring programs were effective inincreasing employee retention.

• 35% of employees who do not receiveregular mentoring look for another jobwithin 12 months.


Mentorship and Development

• More than 60% of college and graduatestudents listed mentoring as a criterion forselecting an employer after graduation.

• 76% of Fortune's top 25 companies offermentoring programs.

• 96% of executives say mentoring is animportant development tool.

MMHA, 2011Fortune Magazine, 2011Accountemps, 2011

Mentorship and Attrition

• 880 high-potential employees surveyed byCorporate Leadership Council of theCorporate Executive Board (2010).

• More than 25 percent said they planned tochange jobs within the next 12 months -potential attrition 2.5 x greater than 2005.

• Among the dissatisfied, 64 percent saidtheir current employment experiences arehaving little impact on their development.

Society for Human Resource Management, Aug. 2011

Mentorship and Talent Gap

• There is a disparity between confidence ingrowth and access to talent.

• Only 30% of CEOs believe they have thetalent they need.

• 25% of CEOs said they’ve had to cancelor delay a strategic initiative because oftalent constraints. Most say it is due to adeficit of qualified candidates at a timewhen more CEOs expect to expand theirworkforces than to reduce

PricewaterhouseCoopers, 2012

Mentoring and Coaching

Mentoring and coaching must be infusedinto all levels of leadership in anorganization to remain competitive.

Differences Between Coachingand Mentoring

Coaching

• Focuses on core competencies, aptitudes,and skills

• Relates to performance on the job

Mentoring

• Mentoring is a mutually beneficialrelationship where one person (thementor) shares knowledge, experience,insight, and perspective to foster thepersonal and professional growth ofsomeone else (the mentee or protégé).

• The word “Mentor” dates back to acharacter in Greek mythology whoimparted wisdom.

Different Kinds of Mentoring

• Individual formal• Individual informal• Group formal• Group informal

Mentoring and Coaching

Mentor

Mentee

Coach Mentee

Mutualand

Shared

Oneway

Mentoring vs. Coaching

Mentoring and Coaching Benefits

Individual OrganizationMaximize individual strengths Increased employee satisfaction

Overcome personal obstacles More productive work groups

Reach maximum potential throughlearning

Expanded organizational capability

Gain new skills and competencies tobecome more effective

Greater trust between managers andemployees

Prepare for new responsibilities Reduces turnover

Improves performance results through feedback

SystematicMentor-Coach-Protégé Model

Which Person is the Mentor?

Mentor Responsibilities

• Acts as a sounding board• Shares knowledge and experience• Takes required training• Provides honest and open communication• Completes mentoring program survey• Gives constructive feedback• Challenges mentee to take things to the next level• Builds trust• Ensures confidentiality

Mentee Responsibilities

• Arrives fully prepared for meetings• Asks questions• Listens carefully and respects the mentor• Wants to improve, learn, and grow• Never withholds information that would help the

mentor• Puts what was learned from the mentor into action• Documents meetings• Completes mentoring program survey• Has gratitude to the mentor and reciprocates

TGOROW Model

• Topic• Goal• Outcome• Reality• Options• Way Forward

Maxwell, 2012

Topic Question

• What is it that you’d like to discuss today? (the topic is always theirs)

• What is it that you'd like to achieve (in 3, 6,12 months)?

• What does success look like?

Goal Questions

Outcomes Questions

• What is that you'd like to achieve from ourtime together today that helps you movetoward that goal?

• How will you measure the success ofwhat accomplished our tasks?

Reality Questions

• What’s happening now?• How is the current situation affecting you?• What are the factors that you need to consider?• How will your success or failure at addressing

this affect you?• What prevented you from achieving your goals

in the past?• Is there anything holding you back?

Options

• You help them brainstorm ideas andpossibilities.

• There is no judgment.

• What are the actions that you are willing totake to help achieve your goals? On a 1-10 scale, how committed are you toachieving each of your goals.

Way Forward

5-Phase Mentoring Relationship

Cooper & Wheeler (2007)

Mentor Program Benefits

What Is In It for YOU?• Personal satisfaction• Knowledge sharing• Reciprocal learning• Professional relationship cultivation• Leadership skill development

5 Reasons You’ll Benefit from Helping a Mentee, 2011

Mentor Program Benefits

What Is In It for Your Mentee?• Professional guidance• Early career development• Broad career development• Ethical and moral guidance• Networking opportunities

American Psychological Association, 2006

Characteristics of a Successful Mentor

• Knowledgeable• Experienced• Committed• Honest• Motivating• Supportive• Nonjudgmental• Communicative• ...What else?

Characteristics of a Successful Mentee

• Honest• Committed• Action-Oriented• Grateful• Communicative• Receptive to Feedback• ...What else?

Discovery Questions

1. What's new or different?2. What’s the gap?3. What's the current reality?4. What's the unspoken truth?5. What's possible?6. Where should we begin?7. How brave do you need to be to tackle this?8. What will happen if you do nothing?

Keys to Successful MentoringRelationships

• Get acquainted

• Set clear goals and expectations

• Monitor progress and success

• Provide developmental feedback

Get Acquainted

• Start strong during first meeting– Discuss:

• Background and experience• Professional and personal goals• Strengths and weaknesses

• Relationship will naturally grow over time

Set Clear Goals and Expectations

• During your first meeting with yourmentee:– Get to know each other– Set clear goals (short and long term)– Define expectations– Identify high value topics and activities– Set communication and meeting schedule

• Determine frequency, method, and location

Activity: First Meeting Preparation

• Imagine that you are about to meet withyour new mentee for the first time (if youhave already met, use that experience).

• Outline your first meeting agenda.

• Include a few questions that you plan toask.

Monitor Progress and Success

• Track key activities– Maintain log

• Activities• Topics of discussions• Reflection on key success factors, challenges, suggestions

• Monitor success– Discuss mentee’s development– Ask about personal wins/accomplishments

• Modify mentoring plan as needed

Provide Development Feedback• Feedback should be:

– Specific– Constructive– Frequent– As immediate as possible

• Purpose:– Positive feedback: To reinforce your mentee’s actions– Corrective feedback: To alter your mentee’s actions

• Allow mentee to ask questions or for clarification aboutfeedback

• Ask for feedback from your mentee

FOCUSed Feedback

When giving feedback, remember to FOCUS:•Focus on key issues•Offer opportunities for development•Create care and empathy•Understand and have unconditionalacceptance•Support strengths

Gatto, Rex. (2001). Mentoring Process for CPAs

Focusing Questions

1. What would be the best use of our time today?2. How much time do we need to accomplish our

task?3. How should our time be organized?4. What are the issues you want to deal with?5. What procedural agreements should we make?6. Are you wanting to make a decision, close a

gap, vent, get feedback, etc.?

3 Keys to Success

• Discovery• Awareness• Choice

Activity: Self Assessment

• What are (or do you think will be) yourstrongest strengths as a mentor?

• What have been (or do you think will be)some of your biggest challenges as amentor?

• What characteristics or skills do you thinkyou need to develop to succeed as amentor?

Mentor Guiding Questions

• What motivates and inspires you?• If money were no object, what would you

dream of doing?• What qualities do you seek in the people

you hire?• What do you want to be and do?• Where do you see yourself in five years?• What are you doing well now that will help

you achieve your goals?


• What is holding you back? Why?• What do you fear the most?• What are you doing to overcome your

fears?• How can I best help you?• How committed are you to achieving

success?


• How do you deal with any setbacks,failures, or roadblocks?

• How receptive are you to constructivefeedback?

• How willing are you to implementsuggestions I offer?

• Are you happy?• What are your expectations for an

effective mentoring relationship?

Mentor Question Infographic

Mentee Guiding Questions

• What motivates and inspires you?• How did you get where you are today?• What do you like most about what you do?• What skills or characteristics set you apart

from others that have helped you be sosuccessful?

• How do you manage work and life balance?• What do you like to do most when you are

not working?


• What is a typical day like for you?• Who is your hero? Why?• How do you deal with any setbacks,

failures, or roadblocks?• What makes you most proud?• What books do you recommend I read or

activities do you recommend I take part in?


• With what organizations or people do yourecommend I connect?

• What are the most important skills orcharacteristics I should work to develop thatwould help me achieve success?

• Who are your mentors?• What can I do to help you?• What are your expectations for an effective

mentoring relationship?

7 Key Unlearning Points

1. You do not need to know how to dosomething, or be experienced at it, in orderto coach someone to improved results in it.

2. The coach is not an expert (only in how tofacilitate the coaching process). We hearwith our ears, we listen with our emotions.

3. The power is in the process, NOT in thecoach.

4. The answers are ALWAYS in theindividual.

7 Key Unlearning Points

5. Non-directive is more powerful for lastingchange than directing. They will own it andthey will change their behavior if they arenot instructed. Our behaviors will neverchange unless we change our beliefs.

6. Coaching brings clarity, responsibility,awareness, and intelligent action (increases conscious participation).

7. The heart of the coaching process isdiscovery, awareness, and choice.

Questions?

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