Topic Teasers Vol. 41: Mindful Mentoring

Question: I think I’m a pretty decent project manager and now I’ve been asked to mentor three new hires that are also going to be in our department. They are CAPMs, but this is their first job out of college so management wants me to prepare them for our environment. I don’t want to scare them or discourage them, so how honest can I be about the project manager’s role?

A. Working with CAPMs will take precious time away from your own project. Ask someone from human resources if they can step in and do this organizational orientation for the new people. That’s what they get paid to do.

B. CAPMs, or even some PMPs, will know the processes and the formulas of the job, but not the peripheral tasks that often determine success or failure on a project in your organization. Find a straightforward way to make them aware of the additional responsibilities they will encounter, but don’t make it list of horror stories from your own past.

C. In order to keep this training positive, you may be too close to the negative parts of the company process surrounding projects to be effective. Ask your lead team member to work with these three and have him/her recount objectively what you do on a daily basis.

D. Despite management’s concerns regarding the new hires, anyone with a CAPM is prepared to hit the ground running. It will sap time from their projects and your own for the four of you to meet. Let them know that if they need you, they can e-mail you and you will send a quick response.

Pick your answer then Test Your Knowledge!

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Why Not Mentoring?

In a recent ASTD/i4cp research report, “Learning in a Down Economy,” only 23 percent of learning professionals admit that their firms currently use mentoring and peer coaching to a high or very high extent, while more than 67 percent of learning executives say that they should be using mentoring or coaching to a high or…

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A Corporate Mentoring Program Won’t Do Much for a Company Unless It’s “Well-Leveraged”

(From PRWEB) — Management Mentors, a mentoring consulting firm that designs and implements world-class corporate mentoring programs, announced its latest thought paper “The Well-Leveraged Corporate Mentoring Program: Understanding How to Leverage Yours in Order to Attract, Develop, and Retain Top Talent.” The thought paper will serve as a resource for companies and organizations that have–or are considering–a formal mentoring program. People can download the white paper for free by visiting the Management Mentors corporate website. As for what inspired this topic? Rene Petrin, president of Management Mentors, says, “Most organizations have a decent understanding of corporate mentoring and its benefits. In fact, 70% of Fortune 500 companies have a formal mentoring program. But what we’ve noticed is that many of these companies don’t leverage their programs to get the biggest bang for their mentoring buck. This thought paper shows companies how to get the biggest ROI through practical steps using social media, the company’s website, and PR, just to name a few items.” In addition, the thought paper provides information on how to use a mentoring program to recruit new employees and develop mentoring behaviors in all employees, not just those in the program. The paper also talks about how to keep employees engaged once they’ve cycled through a mentoring program through things like speed mentoring and reverse mentoring. Read more.

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Structured Mentoring: A Performance Approach

Mentoring is a powerful way to retain talent, support employee development, and improve job performance. This issue identifies critical success factors for setting up structured mentoring programs that focus on the acquisition of specific skill sets in specific contexts. It explores the value of structured mentoring programs and their capacity to quickly get employees up-to-speed on new tasks significantly and measurably improving performance.

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