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Articles by Randy Emelo
Finding time and energy for mentoring
Questions to ask yourself to make the most of the mentorship you are starting or continuing. We all know how difficult it is to find the time to complete tasks associated with our daily work duties, much less to find time for such additional activities as mentoring. So why do people do mentoring? And more importantly, how do they do it? The answers to these questions are as unique as people themselves, yet there are some common factors.
Black Belt Mentors
When the U.S. Government Accountability Office decided to develop a mentoring program in 2016, organizational leaders knew they wanted to integrate it seamlessly into their learning environment. But to be successful, they also knew it couldn’t just be the learning department’s job to carry out. “GAO is a learning organization,” said Gus Crosetto, chief learning officer at GAO. “However, the Learning Center is not the center for all learning at GAO.
Mentoring: More Than Just a Match — Chief Learning Officer - CLO Media
Leading a mentoring program means more than just matching people and calling it a day. That single task barely scratches the surface of what it takes to effectively run a mentoring program. Mentoring administrators are part coach, part facilitator, part support network and part matchmaker. Learning leaders must consider these various aspects and take part in the mentoring program in multiple ways to make the programs work.
Expert Advice
When US LBM, a collection of building material distributors across North America, took shape in 2009, organizational leaders knew they wanted to create a culture where success was driven by the knowledge, effort and passion of their colleagues. One element of this focused on operational excellence, and the Buffalo Grove, Illinois-based organization designed ways to encourage its growth through Lean Six Sigma, which became even more important as the company grew rapidly through acquisitions.
Expert Advice
When US LBM, a collection of building material distributors across North America, took shape in 2009, organizational leaders knew they wanted to create a culture where success was driven by the knowledge, effort and passion of their colleagues. One element of this focused on operational excellence, and the Buffalo Grove, Illinois-based organization designed ways to encourage its growth through Lean Six Sigma, which became even more important as the company grew rapidly through acquisitions.
Ask Me Anything: The Power of Questions in Learning
Netflix viewers spend 60 seconds – 90 seconds for those strong-willed enough to keep scrolling – searching for a movie or television show to watch before giving up and moving on to something else. Just one minute, that’s all the time people give to searching for entertainment. Now think about how long people would search for information and answers at work so they could do their jobs. It likely won’t be much more than 60 seconds.
Ask Me Anything: The Power of Questions in Learning
Netflix viewers spend 60 seconds – 90 seconds for those strong-willed enough to keep scrolling – searching for a movie or television show to watch before giving up and moving on to something else. Just one minute, that’s all the time people give to searching for entertainment. Now think about how long people would search for information and answers at work so they could do their jobs. It likely won’t be much more than 60 seconds.
Finding Time for Mentoring
We all know how difficult it is to find the time for our daily work duties, much less for voluntary activities such as mentoring. So why do people mentor? And more important, how do they do it? The answers to these questions are as unique as people themselves, yet there are some common factors. People become involved in mentoring so that they can learn a new skill, advance their career, share their experiences and knowledge, and expand their personal networks, just to name a few examples.
Why SMART Goals Are Dumb
In its 2012-2013 “Talent Management and Rewards Survey — U.S. Report,” researchers at human resources research and advisory firm Towers Watson & Co. revealed several common problems with performance reviews. Among the findings were: Only 22 percent of managers effectively use performance results to determine development plans. Only 24 percent of managers effectively give employees regular coaching and feedback on their performance.
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