PAPER making! g FROM THE PUBLISHERS OF PAPER TECHNOLOGY Volume 7, Number 3, 2021
As we explain in our white paper, Truth and Courage: Develop Conversational Skills to Implement a Coaching Culture, any conversation can be a leadershi p development opportunity when it’s candid. Senior leaders and managers can apply the following foundational skills: x Listen to understand. When supervisors listen to colleagues, they should be aware of their own agenda. Instead of trying to promote that agenda, listening to understand involves listening with an open mind for facts, feelings, and values. x Ask powerful questions. As 2 people delve into a conversation, they can uncover new insights by making inquiries that stretch the other person’s thinking. Encourage “coaches” to begin their questions with “what” or “how” to tap into feelings and values that encourage reflection. x Strike a balance between challenge and support. Listening to understand doesn’t mean listening to agree. Supervisors can show their support by restating the facts and values they hear. When 2 people have a shared trust built on psychological safety, they are able to ask tough, challenging questions that uncover unexamined assumptions. x End your conversation with clear next steps. Supervisors can establish a sense of accountability by agreeing to next steps. That can be as easy as committing to one small action item that moves the issue forward and demonstrates the supervisor values the facts and emotions shared by the individual being coached. Our research shows that when people are in the early stages of their careers, they often feel it’s risky to speak up. When supervisors and informal coaches throughout the organization use these conversational skills, they demonstrate that they value the thoughts and perspectives of even the youngest members of their teams. Our emerging leaders report also encourages senior leaders to facilitate meaningful discussions about sensitive issues like diversity, equity, and inclusion in order to glean an accurate picture of their team and the challenges and opportunities they face. What Makes Mentoring Successful Whereas coaching is intended to address a current challenge, mentoring looks to the future. Therefore, the most successful mentoring programs include careful, strategic planning. According to our guidebook, Seven Keys to Successful Mentoring , mentoring is an intentional, developmental relationship between a more experienced, knowledgeable person and a less experienced, less knowledgeable person. Often, but not always, this means an older person mentoring a younger one, although reverse mentoring arrangements flip this model around, but work in much the same way. When creating or improving an organizational mentoring initiative, use these strategies and questions as a guide: x Be purposeful and strategic . Before you begin pairing mentors and mentees, consider your goals and how these goals fit into your overall development efforts. Think about how your demographics might change in the next 5 years: Who will retire, and who will backfill those roles? How will this mentoring program fit into your overall business plan and human resources strategies? x Engage leaders . The most effective mentorship programs have buy-in at the executive level. Once you’ve outlined your goals, clearly articulate and communicate those goals. What role can the CEO and senior team play in the process? Who else in the organization will help make the formal mentoring program work? x Start small . It takes time to recruit and brief the right mentors and mentees, and lessons learned from the beginning of the program can prove beneficial when it’s time to extend it to more people. Be sure your program includes a diverse group of leaders (all genders, people of color, different levels/career stages, etc.) and establishes clear rules about confidentiality to establish trust. x Train mentors and mentees on skills for developing the relationship and holding mentor conversations. You can’t assume senior people will have the right skills for men toring. Investing time and resources in training also shows that the company leadership values the program. Along the way, offer support for mentors; this support should be included in the program’s design. x Measure and share . What is most important for the organization and those participating? Consider the specific needs of the mentoring partners, HR, and business leaders. How can you publicize any early wins in order to build momentum?
Article 11 – Leadership
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