Mentoring is not about WOW!...

Leader to Leader: How the “New” Mentoring is Growing the

Next Generation of Leaders

The SCNetwork, February 26, 2009

Leader to Leader: How the “New” Mentoring is Growing the

Next Generation of Leaders

The SCNetwork, February 26, 2009

THE STRATEGIC PLANNING GROUPStrategic Advisors to Executives Since 1992

With: Catherine Mossop, Partner, The Strategic Planning Group

Panelists: Glain Roberts-McCabe, President, The Executive Round Table

Katherine Rethy, President, KAR Development Corp.

Gabriella O’Rourke, National Director, Functions and Industry Marketing, KPMG

Tony Redmond, Manager, Canada Revenue Agency and Mentoring Program Coordinator – Leadership Development

February 2009

©The Strategic Planning GroupAll Rights Reserved

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Mentoring is not about WOW!...


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Mentoring

is about a-HA!


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What is mentoring?A relationship that is focused on the process of learning what can not be learned any other way

Mentors help: Explore complexity in problem analysis Develop political awareness “hold up the mirror” – push accountability –

confront behaviour that doesn’t work


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Why mentoring now?Market issues Organizational Issues

Different dynamic in available talent pool Shortage of internal Mentors

Millennial generations expect Mentors Insufficient talent in the succession plan to effectively fill key positions with internal talent

Rare talent areas Integration of diverse talent into the organization

10 year investment gap in leadership development

Attraction and retention of diverse talent

Cost of hiring & developing talent 40-75% of eligible retirees today are in senior leadership positions


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Coaching and Mentoring Continuum

Coach Mentor Executive Mentor/Coachskills/performance potential whole person

finite/concrete roles/competencies

complex & evolving issue exploration

short term medium term longer term

authoritative directive

context driven non-directive exploratory


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Mentoring addresses 4 organizational initiatives

Delivers a solid Return on Investment by Enabling:1) Attraction: get the best

2) Retention: keep the best

3) Continuity/succession: have the best in key roles and have them develop others to be even better

4) Growth: with the best talent, we can capitalize on opportunities


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Career Development Pipeline – where mentors make a difference

Manage Self

Transition from “Specialist”Manage Others

Transition to “Generalist”

Manage Managers

Transition to “Strategists”

Executive/Group Manager


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Recent ROI impact Current leadership mentoring:

280% based on outcomes: team effectiveness

High potential development:

180% based on group mentoring project outcomes

Engineering company:

1,200% derived from: reduced overtime; quality improvement; conflict resolution

Intrinsic ROI:

Improved decision making - reduced “worry factor”

Speed to productivity - reduced time to integrate in new role

Promoted vs leaving


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What is in it for me?Mentors: Better leaders

Protégés: accelerated development - preparing for the

next level/stage smoothing integration into more complex roles Improved awareness of impact on others


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What is in it for me?Manager of participants: More effective team work

improved business performance

Organizational Impact: leverages internal development

initiatives

attraction of talent

improved top and bottom line business results where program linked to business strategy

builds a culture of learning


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Mentoring link to Strategic Objectivesbe recognized by our clients as supplier of choice within our sector

provide high quality XXX services to all of our clients

provide a culture of continuous Learning for our staff

Service our clients with high quality professional staff


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Best practices for implementing mentoring


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Welcome Our Panelists

Glain Roberts-McCabe – The Executive Round Table

Gabriella O’Rourke – KPMG

Katherine Rethy – KAR Development Corp.

Tony Redmond – Canada Revenue Agency


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Question:

What processes would you put in place to support or

gain buy-in from the managers and colleagues of the

participants in the mentoring initiative?


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Making mentoring work for you Make it work: Take the time to build

trust Know what you want to

learn Be willing to share Get trained Keep in touch Keep a learning journal Follow-up on how you

used recommendations

Avoid pitfalls: Set boundaries Bring real issues to the

table Feedback is tough –

learn to use it well Access resources Learn how to reflect and

integrate learning


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“The greatest good you can do for another is not just to share your riches, but to reveal to him his own.” Benjamin Disraeli, 19th-century Prime Minister of Britain


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HOW TO REACH USKey Contacts:

Dobri J. Stojsic 416 366-4774 x 22

Senior PartnerEmail: [email protected]

Catherine Mossop 416 366-4774 x 25

PartnerEmail: [email protected]

[email protected]

The Strategic Planning Group258 Adelaide Street E, Suite 201

Toronto, Ontario M5A 1N1Tel: (416) 366-4774 Fax: (416) 366-4775

www.tspg-consulting.com

Sage Mentors Inc. Mentoring resources, tools and support

www.sagementors.com

Mentoring is not about WOW!...

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