Training Industry Quarterly - Winter 2009 - (Page 17) As professionals, we have developed several “power bases” over the years, including positional power, expertise power, connection power and charisma. The most beneficial of these, as you coach and mentor a legacy, is your connection power. The successes you have earned over the years have provided you with several connections throughout your industry. In fact, you may already be doing several of the following, without considering how each would be impacted without you. Have you ensured your leadership pipeline has become professionally acquainted with all of your contacts? Look at your resume over the past five-plus years, what have you accomplished, what awards have you received, what groups are you working with, both personally and professionally, and what positions have you held or are you holding that would benefit from the coaching and mentoring for your transition? Although your individual accomplishments may be more extensive than those provided below, each is worthy of consideration as you coach and mentor your staff. Primarily through educational and professional exposure, you will further enrich the reputation of your staff as well as enhance the reputational capital of your organization. Assist in placing members of your staff, based on their level of experience and competencies, into one or more of the following opportunities: Serving as a member of a professional association, e.g., American Society of Training and Development (ASTD). ■ Serving on a board of directors or advisers for a learning organization. ■ Serving as a chair or co-chair of a charitable organization. ■ Serving on an editorial board of a publication, e.g., Training Industry Quarterly e-zine. ■ Serving as an associate editor for an academic journal or learning magazine. ■ Writing an article(s) for an academic journal or learning magazine. ■ Speaking at conferences. ■ Organizing and planning all learning and/or knowledge events within your organization. ■ ■ Exposure to senior executive meetings, ei- ther strategic or operational, including at all strategic learning meetings. ■ Attending learning workshops to determine their viability for your organization ■ Applying for learning awards. ■ Engaging in a professional learning certification and/or an advanced academic degree – lifelong learning is the key to “leading by example” for others to witness and follow. ■ Vocally championing learning inside and outside your organization. ■ Developing a cadre of learning professionals through informal or formal communications, e.g., blogs or social networking. ■ Attending leadership conferences regardless of the host organization’s connection to learning or your own organization – exposure is the key. ■ Review your resume for opportunities to introduce your staff to both internal and external professionals who will provide additional coaching and mentoring connections. Whatever the involvement, the objectives should remain constant: educate and motivate rising leaders; leverage the competencies of your staff to assist both your organization and your community, thereby further enhancing your organization’s reputation internally and externally; and increase the value of succession planning within your organization. Alan A. Malinchak is vice president and chief learning officer for ManTech International Corp., where he has led their corporate university since January 2006. E-mail Al at Alan.Malinchak@ManTech.com. Jeneen Baret is global operations manager/IT learning group, Cisco Systems, Inc., and has been with Cisco since 1997 when she launched the IT learning center in Research Triangle Park, N.C. E-mail Jeneen at jbaret@cisco.com. Table 3: General Guidelines for Mentoring There are many best practices and guidelines for mentoring, including some that are organization-specific. However, here are some basic guidelines that should be understood and followed in order to reap the full benefits of the relationships: Establish Goals: There are many reasons why mentoring relationships are established, and it is important that both individuals have the same understanding of what the end or goal is. The goals will determine the specific actions and behaviors of both individuals. Some examples are: succession planning, guidance for career advancement, addressing performance weaknesses, transitioning to a new job role, team or organization. Make a connection: It is important to establish a connection with the person you are mentoring because that leads to trust. Successful mentoring relationships require both parties to have open, honest dialogue for which trust is the essential component. Listen: Active listening fosters a more meaningful relationship. As the mentor, you should listen with an open mind, seeking to understand, not looking for the chance to be understood. Minimize internal and external distractions. Ask for clarity when appropriate and probe when sufficient details are not provided. Give Feedback: Everyone has a preferred method of giving and receiving feedback. This should be established up front in the relationship. When feedback is given, do it in the moment, provide examples and discuss an alternative course of action as opposed to giving immediate answers. Identify Opportunities: Help identify education, experience and exposure opportunities where appropriate. This can be anything from books to conferences, classes, special projects and professional associations. 17 Training Industry Quarterly, Winter 2009 / A Training Industry, Inc. ezine / www.trainingindustry.com/TIQ http://www.trainingindustry.com/TIQ
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