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Success is simply a matter of luck. Ask any failure.

Earl Wilson

Mentoring at Work
Clarity, Perspective, Visibility, Growth
Realise Your Potential - Fast.

Mentoring is different from coaching, though coaching skills continue to be very useful.

In coaching, the coach's role does not allow him to deliver "answers" to the client. The emphasis is on helping the client to find their own answers, and the coach is not necessarily even knowledgeable in the subject area being coached.

But as a business mentor, I am an expert in the area I work in. You are paying me to share my expertise - to teach you how to apply what I know in your environment.

My many years of training and experience as a successful manager of people and projects in blue-chip multi-nationals make me a valuable resource which you can tap, in the following areas:

  • Supervising Staff
    I learned two powerful lessons early on in my career as a manager:

    Lesson 1

    Finding the right technical approach is 10% of the solution. The other 90% is making it work in the real world - and that's down to people.
    Lesson 2

    are a manager's only real asset, yet often they seem to be the biggest problem too!

    If you're struggling to set up a happy and effective work team, then I can certainly help you. Here are some pointers:
    • The most important decision any manager can make is hiring the right people. I can give you a strategy to get it right. I can set you up for a successful recruiting campaign and guide you through its implementation.

    • Defining job specifications is an essential ingredient to any efficient supervision plan. I have lived through and learned from all the major pitfalls.

    • Daily supervision is a powerful and essential activity. Staff effectiveness doesn't just happen. I can give you techniques to make a world of difference.

    • Problem staff can do far worse than simply not contribute their share. They can wear you out, poison the working environment, and undermine your best efforts. I can show you how to address this difficult area.

    • Here are some tasters on other key areas I can help you with:

    Horses for courses - make sure you have the right people in the right positions

    Freeing up Futures - why "letting someone go" can be an all-round good thing

    Real-world job specifications - job specs to live by - not dust off and smirk at once a year

    Performance Reviewing - Fact-based, fair and honest is the only honourable way to go, and it needn't be expensive on your time

    Sensible staff reporting strategies - where micro-management meets empowerment

    Cultivating personal accountability in your staff - ever heard of the "management monkey"?

    Personal Integrity - do it right, or do something else

    Discipline - balancing a friendly and professional working environment

    Delegation - it might seem easier to do it yourself, but DON'T!

    Careers Management - where personal and organisational goals dovetail

    Fun! - Making the work place a great place to be

  • Customer Service Management
    Setting up and running a customer support function is far from easy. Too often, these groups are given low status and poor resourcing. I did this so successfully in the UK that my company asked me to duplicate those results in the USA, Europe and India. Amazingly, across all these continents the problems are exactly the same, and so are the solutions.

    • I can give you techniques to help you win the support and the resources you need from your management.
    • I can give you clear guidance on how to grow a healthy customer-focused culture within your team.
    • I can show you how to win recognition, gratitude and admiration for your team from your customers and your managers.
    • I can show you how to recognise where your efforts are going, and how to ratchet the efficiency and quality of the work your team does.
    • Here are some more key areas I can help you with:

      Dare to examine fundamentals - Be prepared to walk away

      What are you for? - Write down a cast iron, agreed charter

      Cogs - How does your group fit within the broader company context?

      Resourcing - How can you force management to see reason?

      Metrics - How to measure support performance

      Scoping - Setting limits on your loading

      AWOOGAH! - What to do when you simply can't cope. Again.

      Alligators - How to re-build the fence whilst not getting eaten alive

      Weeding - Understanding root causes of support calls & removing them

      Morale - Sad people don't do a good job

      Trumpets - Buy one and blow it often

      We're OK - You're OK - Removing the Villain mentality

      Status Building - Putting your team where it deserves to be
  • Process Engineering
    Looking explicitly at how we do what we do is the beginning or how organisations grow into efficiency and maturity. It allows us to find opportunities to improve things permanently. Yet process engineering is often seen as being a luxury that can't be afforded, or a tedious exercise in futility. It's neither! Organisations can become more stable, more professional, more relaxed and friendly as they walk the process engineering road - moving from process observation to process documentation, refinement and automation. Here are some areas I can help you with:

    Costs & benefits - how to decide when to proceed

    Opening minds - more people factors! Overcoming resistance

    The Drudge factor - how to motivate and reward process documentation

    Staying Flexible - in the face of a changing world

    Group documentation - managing joint ownership & responsibilities

  • Strategic/Change Management
    Managing a static organisation is a challenge, but building a new one is more difficult - and guiding an existing one through major change - is much harder still. People naturally fear change and they resist it. Planned change is often a response to a critical situation, yet it is also an opportunity for expensive mistakes to happen at the worst possible time. Things to think about include:

Where now? - How do you move from a problem statement to a plan of action?

Hymn Books - Building a popular plan

Eek! - Assessing and minimizing risk

Compass - Keeping the goal in mind

How Much? - Estimating costs accurately and management drift

Divide and conquer - Spread out the eggs

And - as they say - much much more!

So if you could use a boost up the career ladder, contact me for an informal (and free) initial discussion.

You may also be interested in my page on executive coaching.


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