Managers As Mentors. Building Partnerships for Learning

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Marshall Goldsmith. Managers As Mentors. Building Partnerships for Learning

Beginning Our Journey

PART 1. MENTORING IS …

1. Panning for Insight

2. Mentoring in Action

3. Assessing Your Mentoring Talents

4. CASE STUDY. Every Knock’s a Boost

PART 2. SURRENDERING – LEVELING THE LEARNING FIELD

5. Kindling Kinship

6. The Elements of Trust Making

7. The Person in the Mirror

8. Inside the Mind of the Protégé

9. CASE STUDY. Fail Faster

PART 3. ACCEPTING – CREATING A SAFE HAVEN FOR RISK TAKING

10. Invitations to Risk

11. Socrates’ Great Secret

12. The Ear of an Ally

13 “Give-and-Take” Starts with “Give”

14. CASE STUDY. Simply Listen

PART 4. GIFTING – THE MAIN EVENT

15. Avoiding Thin Ice

16. Reporting on Blind Spots

17. Linking Proficiency to Purpose

18. The Bluebirds’ Secret

19. Inviting Your Protégé to Enchantment

20. CASE STUDY. Grace Under Fire

PART 5. EXTENDING – NURTURING A SELF-DIRECTED LEARNER

21. Beyond the Relationship

22 “If You Want Something to Grow, Pour Champagne on It!”

23. Managing Sweet Sorrow

24. CASE STUDY. Fly High, Dive Deep

PART 6. SPECIAL CONDITIONS

25. Unholy Alliances

26. Arduous Alliances

27. CASE STUDY. Respect Everyone

PART 7. THE MENTOR’S TOOLKIT

Tool #1. Quick Tips for Mentors and Protégés

Tool #2. Mentoring Competence Measures

Tool #3. Mentoring FAQs

Tool #4. More Reading on Mentoring

Tool #5. Elements of a Learning Plan

Tool # 6. The Eagle: An Inspirational Story

Bibliography

Thanks

About the Authors

Отрывок из книги

What is mentoring? At its most basic level, it is simply the act of helping another learn. However, the relationship between helper and helpee changes significantly when performed as a learning partnership rather than the traditional teaching “parentship” (master teaches apprentice).

The concept of mentoring as a learning partnership is one rather foreign to many. They rely on the stereotypical approach, using their expertise to teach rather than facilitate; demonstrate instead of enabling discovery. Lecturing to their protégés, they leave them temporarily capable but unwise in the long run. What comes from a capability-adding approach is only compliance; however, what emanates from a wisdom-building approach is creativity – the foundation of innovation. Competitive organizations today need “learning entrepreneurs.” Today, curiosity almost always trumps conformity.

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Organizations scramble to attract and retain skilled employees. Mentoring can be a powerful weapon useful in winning the war for talent. And both the flattening of organizations and the transformation of the role of boss have left many managers in an identity crisis. Having risen up the hierarchy by virtue of their command and control skills, they enter a world where bossing is now about coaching and partnering. This book offers a new perspective on roles and competencies for bosses as an alternative to what it has meant historically to be in charge.

Organizations have always operated in a competitive arena. Whether vying for a share of an economic market, a share of the customer’s loyalty, or a share of the resources doled out by some governing body, organizations operate in a contest mode. In today’s race, the winners are those that prove themselves more adaptive, more innovative, and more agile. These are the organizations populated by employees who are always learning, led by managers who are always teaching. So at a macro level, this book is about achieving organizational success.

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