Managers As Mentors: Building Partnerships for Learning by Chip R Bell

By Chip R Bell

Mentoring in latest company group calls for that leaders act extra like companions towards coworkers. during this booklet, advisor Chip Bell offers suggestions to assist leaders keep away from the dangers of hierarchy and concentrate on forming relationships with coworkers during which everybody learns from the interaction--and advantages the association.

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Numerous techniques are provided for helping protégés learn to use tools and equipment. Chapter 20: Managing Sweet Sorrow: Life after Mentoring. Almost every mentoring relationship eventually comes to an end. The protégé outgrows the wisdom of the mentor; the protégé's learning needs shift to an area requiring a different mentor; the protégé or the mentor moves to a new role or place. How the relationship ends affects the readiness of both to establish new mentoring relationships, so the parting is a potent platform for continuing growth.

Stories about employeesespecially in the employee's presence. People like affirmation; people need affirmation; people grow with affirmation. Great relationships start with an affirming attitude and end with an affirming expression. Show employees that you're their biggest fan. Leader-partners look for ways to celebrate that let employees know clearly why they are being affirmed. My wife and I stopped in a small restaurant for breakfast. Our waiter Page 19 had on a name tag and an "Employee of the Month" pin.

Push Employees to Take Risks When managers discuss empowerment, they lament that employees have far more power and authority than they useand this is generally true. But if you bring together a group of employees, they will gripe about their lack of authority. Why this paradox? Because empowerment (or lack of it) is often coded communication for fear of failure. " The residue plays out in adult days as a timidity about making mistakes. For many people, erasing concern over authority-figure disapproval can take a lifetime.

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