Companies, especially those with a clearly defined long-term strategy, are interested in keeping and further developing their expertise and culture, and passing it over from one generation of unique leaders, managers, specialists and other key players to the next one. These tasks are almost impossible to complete by merely providing those chosen talented or high potential managers with just trainings and coachings, or the opportunity of learning by doing. Trainings may not “hit the point” of a company’s development needs, while coachings would help the coachees individually but not necessarily the company as a whole. Finally, learning by doing can take too long time and, anyway, not lead to the results expected.
To sufficiently facilitate the development of future company leaders, project managers and specialists it takes a more individualized, “non-standardized” approach. A “human-to-human” approach is required to pass complex personal experience with a company and its culture, differentiated know-ledge of the business and its key players/partners. Finally, it takes responsibility to advise younger people, self-assurance to connect them with useful colleagues, and courage to create a trustful, non-hierarchic atmosphere within a hierarchical system. This is what Mentoring stands for.
Many companies still live in the paradigm of separating their (hierarchic) corporate life from everything that reminds of a friendship-like way to deal with colleagues or “subordinates”. They still underestimate the strong impact of a real personal, human and authentic approach to one another.
- To make company leaders and HR professionals aware of Mentoring as a unique method to develop future generations of leaders and top managers
- To incorporate Mentoring in the company’s approaches to targeted individual development in line with the company’s long-term strategy and corporate culture
- To establish a proper system of interaction between the stakeholders of the Mentoring process (Superior of Mentee, Mentor, HR, Mentee)
- To prepare Mentors (and Mentees) to professionally conduct Mentoring
- To purposefully “cultivate” unique qualities among those chosen, most talented managers and employees, necessary for solving future tasks
- To encourage future leaders and top managers to actively engage in the further, strategic development of their company’s business and culture
- What is Mentoring? The difference to other methods and the unique specific of Mentoring
- Why can’t the immediate superior to a mid-level manager be the Mentor to his subordinate?
- Areas of application of Mentoring
- Roles, tasks, techniques and tools in Mentoring
- Planning and implementing of Mentoring sessions
Expected effects aside from the goal:
- Increase in both Mentees’ and Mentors’ inspiration and motivation
- Personal growth of Mentees (and Mentors) towards authentic communication and mutual support – in line with the corporate values
- Future company leaders and top managers with necessary set of abilities and skills
- Increased potential of successful business development according to company’s strategy
- Increased loyalty and dedication/motivation of promising mid-level managers
- No need to hire the right people from the labor market or through expensive head hunting
Top-Managers (Mentors) and managers on middle level (Mentees).
2 + 1 for days – if part of a more complex project;
3 blocks of 4 days: 2 + 1 + 1 days – if used as stand-alone solution