News
Most companies hold performance (processes of figuring out the worth, amount, or quality of something) every year, but (reactions or responses to something/helpful returned information)during these sessions isn't always helpful if for the rest of the year you leave workers without the useful things/valuable supplies and coaching they need to address areas of growth and improvement. The good news is that providing teaching assignment opportunities doesn't have to be a full-time job. We've put together five effective (success plans/ways of reaching goals) --based on what we've learned from teaching and talent development (service business/government unit/power/functioning) Chronus Corporation and E. Wayne Hart, author of Seven Keys to Successful Teaching -- that lay the foundation for employee development. They aren't things you have to do every day, nor do you have to set aside hours to do them. Trust us, investing the time and effort to do this produces long-term results, loyal workers, and (in the end), a boost to your business's bottom line.
Commit to a plan.
Loyalty to/promise to (state of always working or appearing the same way) is key. There's no value in offering your services to mentees if you can't dedicate the time and effort to see it through over a long time, according to Management Respected teachers. So, if you're willing to commit, choose the person you want to teach, start by setting goals and scheduling regular check-in meetings, and then work on charting progress. It helps to match up/make even mentee goals to the company's organizational (list of things to deal with/desire to reach a goal) to drive results toward shared goals and keep workers engaged by feeling like they're directly adding/giving to the business's bottom line.
Lead by example.
E. Wayne Hart and Management Respected teachers talk about something they call model behavior -- making sure that your (point of view/way of behaving) and actions (show or prove) the(related to the rules and beliefs of doing the right thing), values, standards, and procedures that define your company and that you want your mentees to clearly show/include. Depending on your company size, it may not be possible to shoulder this heavy load alone. That's when it's important to create layers of respected teachers throughout the company. You set the tone for your managers, and in turn, they do the same for their teams. In other words, make teaching part of the whole company's DNA. Another way to set the tone is to create opportunities to teach the whole company at one time. Sound impossible? It's actually pretty easy. Just schedule quick weekly or monthly sessions in the form of something like a town hall to update workers on how the business is doing, ask for/encourage (reactions or responses to something/helpful returned information), and share success stories.
Look for teaching and guiding moments.
As respected teacher, you get to play teacher by sharing your knowledge and experiences and by recommending assignments to your mentees that will help them grow and develop professionally. Hart cautions against giving your mentees all the answers straight out. Part of your job as a respected teacher is to lead your mentees to thinking critically and solving problems on their own. He suggests thinking of yourself as a sounding board and personal advisor who helps guide mentees to their own ends/end results.
Foster connections.
Hart also talks about the respected teacher as sponsor. Always look out for opportunities for your mentees, (related to fighting for something) for them in management meetings, and connect them with people in your network.
Survey the scene and act from above.
As a respected teacher, you can also act as protector. Hart says to keep a watchful eye by looking out for both threatening organizational forces and positive opportunities. And from your position higher on the food chain, you have the (like nothing else in the world) ability to identify low-visibility against/compared to/or (easy to be seen) projects and help your mentees get lots of attention for their work.
Commit to a plan.
Loyalty to/promise to (state of always working or appearing the same way) is key. There's no value in offering your services to mentees if you can't dedicate the time and effort to see it through over a long time, according to Management Respected teachers. So, if you're willing to commit, choose the person you want to teach, start by setting goals and scheduling regular check-in meetings, and then work on charting progress. It helps to match up/make even mentee goals to the company's organizational (list of things to deal with/desire to reach a goal) to drive results toward shared goals and keep workers engaged by feeling like they're directly adding/giving to the business's bottom line.
Lead by example.
E. Wayne Hart and Management Respected teachers talk about something they call model behavior -- making sure that your (point of view/way of behaving) and actions (show or prove) the(related to the rules and beliefs of doing the right thing), values, standards, and procedures that define your company and that you want your mentees to clearly show/include. Depending on your company size, it may not be possible to shoulder this heavy load alone. That's when it's important to create layers of respected teachers throughout the company. You set the tone for your managers, and in turn, they do the same for their teams. In other words, make teaching part of the whole company's DNA. Another way to set the tone is to create opportunities to teach the whole company at one time. Sound impossible? It's actually pretty easy. Just schedule quick weekly or monthly sessions in the form of something like a town hall to update workers on how the business is doing, ask for/encourage (reactions or responses to something/helpful returned information), and share success stories.
Look for teaching and guiding moments.
As respected teacher, you get to play teacher by sharing your knowledge and experiences and by recommending assignments to your mentees that will help them grow and develop professionally. Hart cautions against giving your mentees all the answers straight out. Part of your job as a respected teacher is to lead your mentees to thinking critically and solving problems on their own. He suggests thinking of yourself as a sounding board and personal advisor who helps guide mentees to their own ends/end results.
Foster connections.
Hart also talks about the respected teacher as sponsor. Always look out for opportunities for your mentees, (related to fighting for something) for them in management meetings, and connect them with people in your network.
Survey the scene and act from above.
As a respected teacher, you can also act as protector. Hart says to keep a watchful eye by looking out for both threatening organizational forces and positive opportunities. And from your position higher on the food chain, you have the (like nothing else in the world) ability to identify low-visibility against/compared to/or (easy to be seen) projects and help your mentees get lots of attention for their work.