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Innovation Management - Forcing Inspiration
Most people, when they have to complete a creative endeavour, often tend to wait for inspiration. It is not unusual to find, therefore, that most people take inordinately long to complete projects or never finish them at all. Look at the infinite...
Just Think ...
If you're a salesperson (not only because it's a job but, you actually happen to be good at it), just think. How many sales did you make last year? Last month? Last week? A lot? Probably, you would have sold more in a better economy. Though still,...
Managing With Vision
Managing with vision Harnessing the power of strategic planning
By Mark Wardell
Strategic planning is one of the most powerful tools available
to today's managers. Simply put, it is the process of deciding
where your business intends to...
Selling Your Database
By Ed Pudol
When you're in selling database business, you must consider and remember the
following points before selling or start building your precious
database. Does your database saleable? Where to sell those database? You sell
them...
The Expert Advantage: Why It Pays to Establish Yourself as an Expert
Copyright 2005 UpLevel Strategies
Have you ever felt a jolt of envy to see a competitor - or even
a friend - grinning up at you from a newspaper or trade
publication?
It kills you, doesn't it?
And you know why: you need to become...
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Coaching and Mentoring (using one)
Once you've been hired to do a job, particularly if it's a well
paid and/or high-flying job, you're supposed to know everything,
be able to handle everything with ease, deal with other people's
problems and in general be super-person. Right? Well, not
exactly.
There are loads of people who get hired for, or promoted to,
really good jobs because of the skills and capabilities they
have demonstrated. Yet six months later they are floundering and
don't appear to be up to it all.
You may be one of those people.
It's not unusual for people, even at the beginning of their
careers, to feel they are supposed to know more and be able to
do more than they are currently able to. A common and recurrent
nightmare is the feeling that somehow they will be 'found out'
as not being up to the job and thrown out on their ear.
What can get left out when people are hired for a job - wherever
they are on the career ladder - is that they will need some form
of guidance and support along the way. Some companies know this
and part of their employee care is to have a coaching and/or
mentoring programme in place. Unfortunately, many do not.
For people who do work for such a company, it may feel
uncomfortable or embarrassing asking for support internally, and
so they go without. This is where the 'I should know it all
already' belief kicks in, and the offers of coaching or
mentoring go unheeded because:
"I'll look weak." "I won't want people to know I've asked for
help." "My staff won't respect me if they know I'm seeing
someone." "It's counselling isn't it - I don't need
counselling." "I think it's great our company has this terrific
programme, I'll recommend it to my staff - not my kind of thing
really." "If they thought I needed coaching I wouldn't have been
hired in the first place." "They must think I'm not doing so
well if they think I need coaching." And so on.
Let's take David Beckham (we know, we know, there's plenty of us
who'd like to take David Beckham), who obviously got hired for
his manifest talent but also his potential. He brought a lot of
his innate ability with him, but what has developed his talent
has been careful, consistent and constant coaching. This has
been both for his skill as a footballer and his maturity as a
human being. He didn't start out as England's Captain, but got
there through his hard work and the hard work of many others. No
embarrassment there in having coaching.
See, if you were a sports person, you'd know what to do: you'd
have a coach who'd work with you on your fitness, your training
and eating regimens, your attitude, your goals. You'd be
supported by someone who had your best interests as a priority.
You wouldn't even question that coaching was part of the deal;
it would be integral to your development.
Coaches help us get better at what we already do. All of us need
guidance and motivation at different times in our lives: someone
to 'coach' us into the corporate equivalent of swimming those
extra laps or helping us make those crucial adjustments to our
golf swing.
Good coaching is unbiased, objective support that sees and
identifies the best of your qualities and abilities and helps
you develop them; it sees and identifies which hurdles are hard
to get over and finds ways to get over them or circumvent them
when appropriate. Good coaching comes from someone on the
sidelines who has your best interests as a priority.
A coach or mentor is a guide; an advisor, someone on your side;
loyal, interested, trusted and most importantly, experienced in
areas that you may not be.
This person can be someone senior to you or on an equal footing,
but who helps steer your career through both the good and the
difficult times. They provide motivation and inspiration and
help you find ways to deal with immediate difficulties as well
as helping you plan a long-term career strategy.
That all makes sense, doesn't it?
So why don't more people have coaches and mentors? Why don't
people just see it as 'normal' and expected, rather than
something out of the ordinary?
Indeed, many companies tend to call us in when someone is on
their knees, gasping for breath and going down for the third
time, to mix a few metaphors. Not at the beginning of their
career, or when they've got promotion. No, only when they can't
possibly hide for one minute more that they are in trouble,
might they moot that a spot of help might possibly be OK.
What a shame.
It is possible for all that floundering to be avoided. This is
how it could work. When you go for a new job or get promotion
ask for coaching up front, as part of your package. At the
moment you've been given a new project or extra
responsibilities, make sure you let people know that in turn you
expect extra support. During your next appraisal, put coaching
and mentoring support high on your agenda.
What you're looking to do with any of these suggestions is to
normalise the idea of mentoring and coaching; almost to assume
that 'of course coaching is part of the deal' not something you
need only when there are no options left.
You see, all the 'big people' have someone around. Remember that
old phrase: "Behind every successful man, you'll find a good
woman"? The truth is, behind every successful person, you'll
usually find a coach, mentor, counsellor/therapist, 'guru' or
wise person. Why? Because the smart ones know that good support
just makes life a whole lot easier.
Where do I begin?
First off, if you work for a company that doesn't have a
coaching/mentoring programme, you're going to have to create
one.
Here's how you can go about doing that.
Look around for someone senior, who's doing what you'd like to
be doing and cultivate them: ask their opinion and advice a lot;
pay attention to the things they do and give them lots of
acknowledgement for their successes; ask to pick their brain and
don't be shy about letting them know you admire their work.
If it's genuine it won't come across as toadying!
Be up front about asking for formal and informal appraisals and
feedback on your work from a number of people.
This person may not technically be called a coach, but that
doesn't mean you can't use them as if they were.
Now, whether you're lucky enough to work for a company that has
a coaching/mentoring programme, or you find you have to create
one, here are some tips on how to make the relationship work
well.
What to look for
Try not to get too hung up on hierarchy and where your
prospective coach/mentor sits within the company. What you want
is someone who:
* knows what they're doing * has a broad experience and knows
the ins and outs of the organisation * has a good understanding
of your role * has good listening skills * will make time to
support you * makes you feel as though you'll learn lots from
them * mentors other people
Compatibility
On top of all that you do need to like the person who's going to
work with you. Some companies assign someone right at the
outset, and others let the employee choose if possible. For the
relationship to work you do need to get along with each other;
otherwise it becomes a duty, a 'going through the motions',
rather than a mutually enjoyable process.
Wisdom doesn't always come with age or seniority. Having said
that, try not to be too intimidated if you do end up working
with someone very senior. It might help to remember that
mentoring is a two-way process and your coach/mentor will be
getting a lot out of the relationship as well.
Set Boundaries
Set really clear parameters at the beginning. How often you'll
meet, for how long. We recommend that in the initial stages you
keep things relatively formal, in the sense of regularly
scheduled meetings for at least 30 minutes each, or longer.
After that you can negotiate whether to keep a formal structure
or to make it more ad hoc, on a needs basis.
The point isn't the frequency, but what you want to get out of
the sessions.
Identify Needs
That's the next crucial bit: what you want. It helps for you to
be as clear as possible so your coach knows how best to support
you. It's OK to have a long list of questions, concerns, issues,
doubts, etc. The one thing you don't want to do is pretend you
know more than you do. That would defeat the whole purpose, and
yet we've seen this happen time and time again.
People don't want to appear too vulnerable or out of their
depth, so they fake it - even to their mentors. Not a good idea.
Where the clarity is important is in identifying what's making
you feel out of your depth:
Are there additional skills you need? Have you been given a new
challenge that feels daunting and you don't know where to begin?
Are you avoiding conflict with someone so things remain
unresolved? Are you afraid to speak your mind for fear of
appearing ignorant and humiliating yourself? Does it feel as
though you don't have enough time? Are you, indeed, afraid of
being 'found out'?
You know how some managers say, "Bring me solutions, not
problems." With a coach you can bring them all the problems
you've got! Then between the two of you, you can discover some
solutions.
Own Up
It really is all right to make mistakes. You can't and won't
know it all and you will screw up every once in a while -
everyone does. When you do, try not to make excuses, point the
finger of blame at someone else, sweep it under the carpet and
hope it will resolve itself on all its own or justify your own
behaviour.
Humility and maturity go hand in hand. When something goes awry,
take responsibility for what went wrong and use your
coach/mentor to debrief. Let them offer suggestions as to what
you might have done differently and what you could do now to get
things back on course.
Constructive Complaining
One thing we don't think is a good idea is to ask, or expect,
your coach/mentor to gossip or agree with you just how awful
someone else is. Yes, their job may be to be on your side, but
not to take sides. Don't look to them to encourage 'stirring' or
'colluding'. That simply doesn't help create solutions.
It's fine, of course, to have a good old moan, and to off-load
some of your gripes and annoyances. Just don't expect lots of,
"Well, everyone thinks so and so is a total waste of space, so
you're not alone."
What both your aim needs to be, is to actively find ways to
resolve any difficulties or differences you are having, not to
feed the problem.
Dreams and Aspirations
Be bold! Don't necessarily wait for someone else to say, "You
know, you'd probably make a good manager/director/team
leader/etc." If that's something you want, one of the best uses
of a coach is to let them know. It's thrilling to help someone
plan an exciting and motivating strategy to develop their career
and watch them achieve it.
About the author:
Jo Ellen and Robin run Impact Factory a training company who
provide Coaching and
Mentoring, Public Speaking, Presentation Skills,
Communications Training, Leadership Development and Executive
Coaching for Individuals.
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