The value proposition for mentoring v7 copy

© John Sjovall and Valerie Smith Pease, 2015

Creating the Value PropositionFor Mentoring©JOHN SJOVALL & VALERIE SMITH PEASE


Welcome

John P. Sjovall JrPresident, Board of Directors | LTENFormer Executive Director, Training & Development | Daiichi Sankyo, Inc.

Valerie Smith PeaseOwner | Valerie Smith Consulting


Let’s start with an activity!

How do we get to the

Value Proposition

Strategic reasons why your organization / client might adopt a mentoring process?

Realistic outcomes to expect from a mentoring process?

Hurdles you might encounter when you introduce a mentoring process at your company / client?


What is a Value Proposition?

A Value Proposition reveals the connections between what you are suggesting the organization do and its goals, in essence, the WIFFM. It enables stakeholders to take the steps to implement an intangible with faith that the promise will be delivered.

Another definition: A value proposition is a promise of value to be delivered and acknowledged and a belief from the customer that value will be delivered and experienced. A value proposition can apply to an entire organization, or parts thereof, or customer accounts, or products or services.


Guiding Principles

Begin with the end in mind and Start

where the organization is

Know what you’re doing and do your homework

Put a framework together so you have something understandable to share

Solicit commentary and opinions and adapt the plan to what you learn


Guiding Principles

Know the culture Speak to it respectfully

Assess the organization’s appetite for change and ‘development fatigue’

Know and understand the implications of territorial disputes

Don’t punish the organization for its faults


Guiding Principles

Engage Stakeholders

“I never met a senior leader who hadn’t had a Mentor somewhere

along the way”

Piloting & Baby Steps Flag-waving senior leader Leverage their personal

mentoring experiences Anticipate stakeholders’

motivations and past experiences


Guiding Principles

What’s it going to cost?

Cost is Multifaceted: money, time, effort and

productivity

Balance cost of external vs. time and effort of internal staff

Focus on how mentoring enables productivity

Year One development costs reduce substantially in subsequent years


Guiding Principles

Engage Participants

Make it an honor – VP nomination

Define criteria for participating & preparation

OK to not participate Assist invitees with

discernment Make it fun!


Activity #2

Speed Dating

You have been nominated to be a Mentor or a Mentee.

Think of two questions you can ask the other candidates to help you find an effective Mentoring Partner.

Each of you will have 2 minutes each to determine whether this individual will be an effective mentoring partner for you.


Facilitated Mentoring“SOME PEARLS FOR A SUCCESSFUL MENTORING PROGRAM”


Goal of Facilitated Mentoring

Create a Mentoring Culture - ‘how we do things around here’.

Development opportunities for strong performers and HiPos.

To engage and showcase senior leaders to actively develop and engage valued staff and lead by example.


Facilitated Mentoring Steps

Engagement Preparation Kickoff Support Wrap Up Reinforce


Facilitated Mentoring Processor “How we did it”

Engagement

Establish criteria: for length of service performance ranking band and any other culturally

relevant criteria

VP Nomination Briefing Sessions and

Briefing Documents Discernment Conversations



Preparation

Mentor Workshops Mentee Workshops Look Book Meet and Greet



Kickoff

Special event, offsite VP welcome lunch Speed Dating Mentor and Mentee

selection Pairing Partnership Launch



Support

“The Mentor’s Guide” &“The Mentee’s Guide” Workbooks

Three Month Check-Ins Check-In calls “Finish Strong” strategies

and meeting with three months to go

Reading list and resource sharing




Wrap Up

“Tie a Bow Around it”

Evaluation conversations – no happy sheets – and report to company

Final Celebration Workshop and Party including the Journey of the Mentor and

Mentee Success Stories Pay it Forward Circling back with VP’s



Reinforce

The Value Proposition, continued

Prior participants present the program to incoming

Incorporate feedback from each year’s participants to ‘sell’ what’s needed

Invite VPs to be Mentors Invite VPs to the Briefing

sessions each year


The Challenge of Measurement and Evaluation

Key: Be willing to truly debate Measurement and Evaluation Why you are doing it? What do you want to do with the results? What measures are valid? Can one particular development initiative in isolation

predict or be causal to an employees’ success?


How we knew we were CREATING A MENTORING CULTURE

100% VP (stakeholder) participation: As Mentors Proactively nominate team members throughout the year Three VPs initiated a mentoring process within their own team’s while fully participating

in this one During a substantial business downturn including two large layoff processes this

program was labeled a ‘do not touch’ with no budget cuts. Other supportive programs started: Mentoring Circles, Internal Internships, and

Executive Shadowing Mentees sought to Mentor in the program as soon as they eligible Another company division has adopted the same process Participants labeled the experience as the most significant development

experience of their entire careers


Summary

Mentoring happens everyday Facilitate it for organizational benefit Take baby steps: piloting and stakeholder

engagement


Contacts

John P. Sjovall Jre: [email protected]: (203) 313-0234

Valerie Smith Pease535 Raymond DriveWest Chester, PA 19380e: [email protected]: (484) 999-8279c: (610) 246-8821


Your Feedback Is Important

Please take a moment to complete the workshop evaluation located in the mobile app. L-TEN looks to your feedback to help improve the program each year.

- Open the mobile app- Click on agenda- Select the session you are evaluating- Select the rate and review button

If you do not want to complete the evaluation in the mobile app, you may collect a hard copy form at the registration desk.

4


Appendix & References


Selector


How you know you areCREATING A MENTORING CULTURE

100% Stakeholder participation: As Mentors Proactively nominate team members

Stakeholders initiate mentoring process within their own organizations in addition to fully supporting organizational program

Other parts of the organization or divisions adopt similar programs

Program labeled a ‘do not touch’ with no budget cuts.

Mentors actively seek senior stakeholder mentoring on their own

Mentees seek to Mentor in the program as soon as they eligible

Participants labeled the experience as the most significant development experience of their entire careers

Other supportive programs start to establish, such as: Mentoring Circles, Internal Internships, and Executive Shadowing

“Pay it Forward” activities start to exponentially increase


Date post:	07-Apr-2017
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The value proposition for mentoring v7 copy

Leadership & Management