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Transcript of Empowerment
Barriers and Obstacles
Opportunities What is your Management Style?
Team Sports Keys to Empowerment:
Understand your Value
Claim your Power
Share it with Others:
Have the Courage to Lead Mentoring Mentoring vs Coaching - What's the difference? Coaching source: http://www.coachingandmentoring.com/Articles/mentoring.html Mentoring is a process that focuses specifically on providing guidance, direction, and career advice. In contrast, coaching is a specific skill that can be used in a variety of situations and settings. A mentor uses coaching skills during the mentoring process. Mentors will share their knowledge in a way that helps people take greater control of their lives', whereas coaches take a 3 step approach:
Build on strengths,
Tackle weaknesses (areas for improvement), and
Facilitate ongoing success.
source: http://www.ipma-hr.org/content.cfm?pageid=324 Many people use the words "coach" and "mentor" synonymously. The fact is there's a clear distinction between them. In my book, Coaching Salespeople into Sales Champions, here's how I differentiated between the two.
An expert on people and personal development. Typically a skilled specialist regarding a certain topic, competency, or industry. A coach's role is to provide structure, foundation, and support so people can begin to self-generate the results they want on their own. Coaching is a process of inquiry, relying on the use on well crafted questions, rather than continually sharing the answer to get people to sharpen their own problem solving skills. Learning and growth are achieved by both parties involved. In coaching, the relationship is objective, and the focus is not only on what the person needs to do to become more successful but also who the person is and how he thinks. A coach works on the whole person and is multidimensional, rather than focusing only on what the person is already doing. The coaching relationship is built on choice rather than necessity.
An expert in a field, industry, or at a company who typically acts as an internal advisor. Usually this is done on a professional level to advance the mentored person's career. Often mentors have their own approach already in mind and use the system that has worked for them in the past, without taking into consideration the style, values, integrity, or strengths of the people they mentor. As such, the mentor offers more solutions and answers to the person they mentor, rather than questions that challenge people to change their thinking and behavior; making this more of a one way, training-driven vs. collaborative (coaching) relationship. Mentors may also have something to gain professionally and, as such, have their own personal agenda. Often, mentors are not trained, and their guidance is based more on their experience rather than the skills or proficiencies needed to mentor. Often, the mentoring relationship is need-driven rather than driven by choice.
Source: Keith Rosen
http://www.allbusiness.com/company-activities-management/sales-selling/6786729-1.html source: Claudia Woody http://www.coachingourselves.com/ Types of Mentoring Relationships
Mentor to Protégé
Protégé to Mentor (“mentoring up”)
BYOM: Be Your Own Mentor how to find a match Mentoring Programs (google search results)
En in Nederland (google search results)?:
http://www.mentoringwijzer.nl/ (voor scholen)
http://www.islandnet.com/~rcarr/findamentor.html GETTING A MENTORING PROGRAM OFF THE GROUND
by Dr. Linda Phillips-Jones
We receive a lot of questions about starting (or improving existing) formalized mentoring programs. Examples: “I want to start a mentoring program for new employees. Where do I start?” “We’ve had a mentoring program for a while, but it isn’t working very well. Any suggestions?”
Following are some key considerations for new programs. Let’s assume you’ve concluded that formalized mentoring makes sense for your organization. For example,
you have support from top officials and the target audience; you and your task force have time and resources to spend;
the organizational climate is healthy (business is good, you’re hiring or at least not laying off, and people have expressed interest in developing and learning);
some informal mentoring is already happening, and people speak well of it;
you have some specific goals in mind for the mentoring effort;
mentors and mentees have time to meet and work on development activities together (even if most of their exchanges will be by telephone).
If you aren’t certain about what to do, order The Coordinator’s Guide (listed in Product List) for many more details to consider.
As you plan a new initiative, here are some musts:
Start small. You want to be successful in all respects, so focus a pilot effort on a group (and part of the organization) that is likely to do well. Two good targets are new hires and budding leaders.
Consider postponing a formal program (with matched pairs or groups) in favor of what The Mentoring Group calls “Enhanced Informal Mentoring.” Conduct orientations on what effective mentoring looks like, make mentoring self-study materials available, provide some informal coaching for people seeking mentors and to be mentored, circulate anonymous examples of effective mentoring activities, and watch the progress of this less formal effort for a time.
Plan ahead. Take at least six months to plan your initiative and get “buy in.”
Link goals to the mission and values of your organization. As organizational and mentoring expert Dr. Kathy Kram has emphasized, mentoring efforts that aren’t linked to the goals of the organization will not be taken seriously and will fail.
Don’t do everything yourself. Create a dynamic task force that’s excited about mentoring. Be sure everyone has a key role and set of tasks.
Don’t re-invent the wheel. Good materials for designing programs and for training mentors and mentees exist. Check out listings on the Web. Consider bringing in one or more consultants to help you think through your strategy, train everyone, and evaluate the impact of the mentoring effort.
If you opt for a program with mentor-mentee pairs (or mentoring circles), plan a great deal of structure. Have a formal application process, clear roles for participants, competencies on which mentees will focus, forms to turn in, formalized training, materials, scheduled ongoing activities, etc. You can always loosen up, but it’s harder to tighten up if a formal program begins with a too-casual approach.
Evaluate everything you do. Don’t wait until the year is over and try to pull together some results to decide if you’ll do it again. Go beyond “feel good” data that say the training was enjoyable. Try to get some baseline data before you begin on mentees’ competencies, knowledge, attendance, satisfaction with the organization, etc. Then measure changes.
Mentoring initiatives (and formal programs) take much time and effort. They look deceptively simple, yet they’re not. Mentoring isn’t rocket science, and yet it’s far more than common sense. It’s better not to organize formalized mentoring unless we can do it right. You and I will kill an incredible concept if we contribute to giving mentoring a bad name.
source: http://www.mentoringgroup.com/08_98_PG/ideas.htm How to.....
Setting up a new mentoring program from scratch How to Set Up a Company Mentoring Program
Mentoring programs are actually a great way to improve worker performance and morale. Employees who are involved in mentoring usually strive for excellence, because they want to show others they are worthy of guiding young people toward their goals. Even the smallest mentoring program you set up can benefit all parties involved.
Set Up a Company Mentoring Program
Step1 Decide on the type and intensity of mentoring you want. Some programs can be as simple as guiding newcomers in everyday tasks. On the other hand, programs can be very involved and intensive, allowing for one-on-one meetings, guidance and counseling between experienced workers and beginners.
Step 2 Don't just wing it: Establish the rules of the system long before you decide to implement it. Establish clear rules of what is expected of the people involved, what the limits are and how long the program is expected to last. Let everybody involved know these protocols beforehand so there are no surprises along the way.
Step 3 Pair or team up the people involved in the program. In larger companies, a single executive may become mentor to a group rather than a single individual. While this is not the optimal setup, it can still be inspiring and helpful for proteges and mentors alike.
Step 4 Choose the mentors properly. You want a mentor with an impressive background and experience, but also someone who is open and willing to share. Mentors should be comfortable with becoming both teachers and partners in the learning process.
Step 5 Set up a system for monitoring progress, whether it be through formal, written progress reports or informal meetings. Adjust your mentoring program based on the feedback you receive. Consider handing out anonymous questionnaires, so that mentored employees and mentors can freely answer questions about their experience with the program.
source: http://www.ehow.com/how_2076455_set-up-company-mentoring-program.html Why should you? Using mentoring to boost employee performance
Een gilde was een belangenorganisatie van personen met hetzelfde beroep. Deze gilden hebben vanaf de middeleeuwen tot eind 18e eeuw bestaan.
In een gilde werd kennis en ervaring uitgewisseld. Nieuwe gildeleden werden opgeleid in het vak. Na een gedegen opleiding kon een leerling erkend worden als vakman met de titel "gezel" en uiteindelijk de titel "meester" verkrijgen na het doen van de gilde- of meesterproef.
A guild is an association of craftsmen in a particular trade.
The earliest guilds were formed as confraternities of workers. They were organized in a manner something between a trade union, a cartel and a secret society. They often depended on grants of letters patent by an authority or monarch to enforce the flow of trade to their self-employed members, and to retain ownership of tools and the supply of materials. A lasting legacy of traditional guilds are the guildhalls constructed and used as meeting places.
The guild was made up by experienced and confirmed experts in their field of handicraft. They were called master craftsmen. Before a new employee could rise to the level of mastery, he had to go through a schooling period during which he was first called an apprentice. After this period he could rise to the level of journeyman. Apprentices would typically not learn more than the most basic techniques until they were trusted by their peers to keep the guild's or company's secrets. MentorMatch.Biz URL is owned by MuldiMedia.com (me) Circles
we all are part of multiple circles
je bent, vrouw, moeder, manager, dochter, vriendin etc Mintzberg "rebuilding companies as communities" article Starfish and the spider boek! Communities "Matching Supply and Demand for Mentors in a 2.0 way"
Easy to use
Focus on matching Business Professionals in Corporates, SMEs and ZZP-ers who like to advance each other's careers ... in business Role Modeling spiegelen en optrekken aan.... No more Ms Nice Chick!
http://www.vmc.nl/kennis/?page_id=718 Female Leadership Training Direction (Esther Mollema)
http://www.femaleleadership.nl/ http://www.coachingourselves.com/en/blogs/article-rebuilding-companies-communities-henry-mintzberg http://www.nyenrode.nl/facultyandresearch/PSI/Documents/Rebuilding%20Companies%20as%20Communities%2010%202009.pdf http://www.starfishandspider.com/ Morale waarden van een groep - Naomi Ellemers http://www.knaw.nl/akademienieuws/pdf/169.pdf Liever 'het goede' dan 'het slimme'
Winnaar eerste KNAW Merianprijs voor vrouwen in de wetenschap, door Hans van Maanen
Als bankdirecteur ondanks alle protesten toch je dikke bonus innen, is net zoiets als meedraaien in het kookrooster van je studentenhuis terwijl je helemaal niet lekker kan koken. De morele waarden van de groep waartoe we (willen) horen, geven de doorslag bij ons gedrag, zegt de Leidse hoogleraar Sociale Psychologie van de Organisatie Naomi Ellemers, aan wie de eerste KNAW Merianprijs voor vrouwen in de wetenschap is toegekend. "mensen passen hun gedrag aan aan de morele waarden die kenmerkend zijn voor hun groep"
people adapt their behaviour to the moral values that signify their group starfish standing on 5 legs:
2) Catalyst ("aanjager"/ "geleider")
3) Ideology ("what makes you want to join"
4) Pre-existing network
5) Champions ("relentles in promoting the idea") Circles don't form on their own; you need a catalyst
- no hierarchy or structure
- no rules but not lawless
- NORMS Rules = someone else's idea of what you should do
Norm = what you as a member have signed up for and what you've created operates well in non-hierarchical environment As norms of a circle develop, and as members spend more time together, they begin to TRUST each other Catalyst Ideology Champion Catalyst Tools
Genuine interest in others
Mapping people they know & can contribute but also think about who could become a champion
Desire to help
Meet people where they are
Tolerance for ambiguity
Receding Rules for the NEW WORLD
1) Diseconomies of scale
2) The Network effect
3) the power of chaos
4) Knowledge at the edge
5) Everyone wants to contribute
6) Beware the hydra response
7) Catalysts rule
8) The values ARE the organisation
9) Measure, monitor and manage;
"better to be vaguely right than precisely wrong"
10) Flatten or be flattened Is relentless in promoting a new idea.
Catalysts are charismatic, but champions take it to the next level. Are inherently hyper active
more like salesmen than organisers or connectors What makes you join? Why spend time and the effort to participate. Usually tere inst' much money in it
It is the glue that holds decentralised organisations together Inspire, naturally connect people, charmismatic - with subtlety
Put nitrogen & hydrogen together, nothing happens. Add Iron and you get ammonia
Chemistry: any element or compound that initiates a reaction without fusing into the reaction
Open Organisations: the person who initiates a circle and then fades away into the background; gets the organisation going and then cedes control to the members. Once the catalyst leaves, however, his or her presence is still felt.
Inspiring figure who spurs others to action
like an architect of a house: essential to the long-term structural identity, but doesn't move into the house (Perceived) Moral Values & Norms Categorising brain patterns lion = danger "Normal" normal = conform to norm?
normal = mayority? if you have something to offer to others, you are a rolemodel how do you ...... grooming your successor http://www.managementboek.nl/boek/9789047003069/connect_menno_lanting 1) Embrace the Swarm. As power flows away from the center, the competitive advantage belongs to those who learn how to embrace decentralized points of control.
2) Increasing Returns. As the number of connections between people and things add up, the consequences of those connections multiply out even faster, so that initial successes aren’t self-limiting, but self-feeding.
3) Plentitude, Not Scarcity. As manufacturing techniques perfect the art of making copies plentiful, value is carried by abundance, rather than scarcity, inverting traditional business propositions.
4) Follow the Free. As resource scarcity gives way to abundance, generosity begets wealth. Following the free rehearses the inevitable fall of prices, and takes advantage of the only true scarcity: human attention.
5) Feed the Web First. As networks entangle all commerce, a firm’s primary focus shifts from maximizing the firm’s value to maximizing the network’s value. Unless the net survives, the firm perishes.
6) Let Go at the Top. As innovation accelerates, abandoning the highly successful in order to escape from its eventual obsolescence becomes the most difficult and yet most essential task.
7) From Places to Spaces. As physical proximity (place) is replaced by multiple interactions with anything, anytime, anywhere (space), the opportunities for intermediaries, middlemen, and mid-size niches expand greatly.
8) No Harmony, All Flux. As turbulence and instability become the norm in business, the most effective survival stance is a constant but highly selective disruption that we call innovation.
9) Relationship Tech. As the soft trumps the hard, the most powerful technologies are those that enhance, amplify, extend, augment, distill, recall, expand, and develop soft relationships of all types.
10) Opportunities Before Efficiencies. As fortunes are made by training machines to be ever more efficient, there is yet far greater wealth to be had by unleashing the inefficient discovery and creation of new opportunities. http://www.kk.org/newrules/contents.php connect! New Rules for the New Economy -
10 radical strategies for a connected world - Kevin Kelley Glass Wall The Challenge to make a Difference Intrinsic Motivation Connected World Autonomy - urge to direct our own lives
Mastery - desire to get better and better at something that matters
Purpose - the jurning to do what we do in the service of something larger than yourself Daniel Pink on the surprising science of motivation