Initiation is the first phase of the Project Management Life Cycle. In the initiate phase you define the project objectives, purpose, scope and deliverables, and get people and other resources for your project.
1. How will you know if your project is a success? Can you state the success criteria in a few words or sentences? In other words, how will you know when you are done?
2. Are you doing a project? A project is a temporary endeavor with a specific result or objective. If your project has no end in sight and/or no clear scope, then what ever it is you’re doing may be important, but it’s not a project. You’ll have a hard time showing your team that they’re being successful.
3. If you’re project has no end in the next 3 to 6 months, can you split it into multiple projects?
4. Are you thinking about the triple constraint ?
5. Do you have a project charter/project definition? If not, write one for your own benefit. Having a charter can eliminate many opportunities for confusion during the project.
6. Who are your primary stakeholders? Who are your other stakeholders?
7. If you have more than one stakeholder, how will differences between stakeholders in regard to the project scope, timeline, budget or deliverables be resolved? If you’re not sure, then this is a good discussion to have with them.
8. Do you have a roles and responsibilities chart? Who’s on the team? Who’s not on the team?
9. Do all core team members understand their roles and agree to them?
10. Do you have a portfolio of templates? If not, start one.
11. Do you keep a collection of really good project documents written by you and others? If not, start one.
12. How are the project deliverables, documents and notes being managed on your project? Is there one master place where things are being kept? Does everyone on the project team know this?
13. Are backups being done (documents, deliverables, code, etc.)? When was the last time you tested the backup? Try it today and see what happens.
14. What’s your approved budget? If you don’t know, how can you find out?
15. Who’s responsible for tracking the budget? If it’s not you, can you negotiate access to invoices as they are submitted and payments as they are made?
16. What’s your method for reporting spending against budget?
17. How much have you spent? If you think you’ll be more than 10% over budget by the end of the project, what are you doing about it? Can you get more money? Can you trim scope? Have you told your stakeholders?
18. Is your budget up to date?
Planning is the second phase of the Project Management Life Cycle. You’ll set the plans needed to manage time, risks and issues, changes, quality and everything else that will be done during project execution.
19. Do you have a signed project scope?
20. Does your scope include what’s not in your project?
21. Is the scope written in language that anyone of reasonable intelligence can understand? Are all acronyms explained?
22. Do you have a risk log or register? This is one place where you are tracking potential events which would have a positive or negative impact on the project if they were to occur. If not, why not? (Email me if you would like a sample template of a simple excel based risk log.)
23. Are you spending a few minutes with your team every week or two identifying new risks and working to mitigate or otherwise handle the existing ones?
24. Are you communicating significant risks (high likelihood, high impact) to your stakeholders well in advance so that they are never surprised?
25. Are you keeping records of everything you and your team plans to do, is doing, or has done in regard to the risks and issues on your project? This is extremely valuable information for use on future projects.
26. Have you identified all of your deliverables for the project?
27. Are you including your team in identifying the steps needed for each deliverable?
28. Did you use PERT (Program Evaluation and Review Technique) or another method to come up with your time estimates? Did you come up with time estimates? Did you validate them with the people who will actually do the work?
Projects in controlled environments defines the project management plan as, “a statement of how…a project’s objectives are to be achieved.”
29. How will important project information be collected? Disseminated? Email? Meetings? Wiki? Twitter? Casual conversation? This is sometimes known as a communications plan.
30. How will risk be identified, quantified, monitored and managed on your project? Will you have a risk log? When will you inform others? How will they be informed? This is sometimes known as the risk management plan.
31. How will changes to the project requirements or scope be handled? If there is an overall change management process, how do changes to the project relate to that process? This is sometimes known as the change management plan.
32. How will purchasing decisions be made on your project? How will you identify potential sellers? Will you use a Request for Proposal (RFP) process? Does your organization have a set standard? This is sometimes known as the procurement or vendor management plan.
33. How will team members, clients and stakeholders be brought to competency level on project’s product? Do any team members need support to complete their project responsibilities? How will training be delivered? Online? Through printed guides or manuals? Train-the-trainer? Classroom training? This is sometimes known as the training plan.
34. How will the solution be moved to production or otherwise delivered? Will there be a go/no go checkpoint? What are the steps? Who does what? What other groups or organizations will need to be involved? Are there time windows which must be honored? This is sometimes known as the implementation plan.
35. How will ongoing support be addressed after the project has completed? Who will be responsible to maintain the project’s product? Who will help with any user issues or concerns? How will enhancements or fixes be reported and incorporated? What preventive maintenance will be needed? This is sometimes known as the maintenance transition plan.
36. What issues are likely to arise after the product is deployed? Are there any steps which can be taken to minimize likelihood and/or severity of these potential issues? This is sometimes known as the disaster recovery plan.
37. Do you have some sort of grouped requirements for your project?
38. Do you know when what you are expected to deliver expands? How do you handle this natural event?
39. Are these requirements used as the basis for design and testing? If not, why not?
40. Is the whole project team involved in and kept informed about the requirements? How can you involve development? How can you involve testing?
Execution is the third phase of the Project Management Life Cycle. This is where the actual work of the project gets done. This is the longest and most costly phase (or should be).
41. Are you keeping your meetings as small as possible? Past a certain point, the more people, the less work gets done.
42. Do you allow people the right to opt-out of meetings? (Hint: use optional in the invite whenever possible.)
43. Do you have a clear agenda for every meeting? Do you send it out in advance, include the purpose of the meeting, intended outcome, expectations of participants, content and reference info (if needed)?
44. Do you make sure everyone understands the purpose of the meeting?
45. Do you make it easy for people to participate?
46. Is there an appointed note taker for every meeting?
47. Is there a clear facilitator for every meeting? Few people are naturally good facilitators. If your meetings are generally less effective than you think they could be, what are your plans for getting trained?
48. Are meeting notes sent out within 3 days. A week? Ever? Do they include all decisions reached and tasks assigned? Are they sent to everyone in the meeting and who will be impacted?
49. Do you schedule meetings for 30mins?
50. Do you schedule (or change days and times) a week in advance except in case of emergency? (Emergencies happen once or twice a year.)
51. Do you always start on time? Starting late rewards latecomers and disrespects those who arrive on time.
52. Do you always end your meetings on time? If not, why not?
53. Does your status reporting communicate anything of value?
54. Is your status report read? How do you know?
55. If you have one status report, is it aimed at the level to satisfy your project team, your active stakeholders, or executives? Would it make sense to create different reports for different groups?
56. If you expect reports from your team members, vendors or others, are you getting them?
57. If you’re getting them, do they tell you anything of value? If not, how can you change them such that they are of value to you?
58. Do you have weekly status meetings? Can you structure them such that people can be released without staying for the whole meeting?
59. Are your test cases completed prior to development beginning? This can greatly shorten the test cycle. If not, are you willing to try this on a future project?
60. Do your stakeholders know how to conduct user acceptance testing? What are you doing to facilitate a speedy UAT?
61. Can you outline the testing strategy and work with them to define exactly what will be tested?
62. Can you agree with your stakeholders as to specifics needed for a successful UAT before UAT testing begins?
63. Is your project susceptible to the terrors which come from the two fatal philosophical testing errors: (a) In search of the bug free release and (b) Good testing means finding the highest number of bugs?
64. Do your developers communicate with your testers? (This applies even if you have an outsourced test team.) In the least effective software shops quality assurance (QA) and development never communicate before testing begins. Don’t let this happen to you.
Close is the last phase in the Project Management Life Cycle. Here you formally close your project and report the overall level of success to your stakeholders.
65. Do you look at lessons learned as a means to improve future project efforts? Or rather is it a way to get justice by beating up on the guilty parties?
66. Can you create an open, safe place for people to give honest and sincere feedback on the project? If not, is there someone else in your company or outside who could do the lessons learned for you?
67. When was the last time you did a lessons learned?
68. Why not start on this project?
69. Do you ask for feedback from your customer, client or stakeholder? An example question might be, “What could have been done better on this project?”
70. If you ask for feedback, are both basic and loyalty questions included? An example of a basic question is, “How satisfied are you with what the project team delivered?” An example of a loyalty question is, “How willing would you be to work with this project team again?”
71. Would you be willing to send out an anonymous survey to your project team? Some questions to ask: What went well on the project? What could have gone better? What would improve your experience on future projects? How could the project leader be more effective?
72. A project closeout document is a formal, signed email or one page document which officially closes the project and releases the team. Have you ever seen one? What will you do to make sure that you use one on your project?
Who? What?, When? Where? Why? How?
1. Why have a meeting? What are your objectives and expectations?
2. What type of meeting do you want to have?
3. Who do you want to attend?
4. What kind of involvement and participation do you want?
5. How many people do you want? What size of meeting?
6. Where are you going to meet? How should the room be arranged?
7. What roles and responsibilities should individuals have during the meeting?
8. Who will have the power and authority to make decisions?
9. What methods and techniques of discussing, planning, problem-solving and
decision-making are you going to use?
10.How much time will you allow?
11.How will the agenda be determined? Can it be prepared and sent out in
12.Will there be presentations?
13.Will there be some kind of record?
14.What are the desired outcomes of the meeting?
15.How are you going to determine tasks, deadlines and responsibilities?
16.How will you publicize the meeting?
17.How will the meeting be evaluated?
1. If possible, plan the agenda ahead of the meeting. If very few agenda items areknown before the meeting starts, try to anticipate by thinking about the peoplewho will be there and what kind of process will be helpful for them.2. Agenda review: Have the agenda written on large sheets of newsprint or ablackboard so that everyone can see it. With the participation of the whole groupreview, revise, and list items in the order in which they will be discussed.3. Main items: If more than one item needs to be dealt with, set prioritiesa) If possible, start with something which can be dealt with easily. It will give thegroup a sense of accomplishment.b) Place the more difficult or lengthier items, or those of most pressingimportance next.c) Break a big item into several issues and discuss one issue at a time to make itmore manageable. It may be helpful to have a presentation of the item withbackground information and clarification, break into small groups fordiscussion, and then return to the main group.d) Finish with something short and easy to provide a sense of accomplishment.e) Leave time for announcementsf) Evaluation: can serve to provide a quick opportunity for people to expresstheir feelings about the proceedings and to learn how to improve futuremeetings.Estimate the time needed for each item and put it on the agenda. This will:
Strategic management relies on a proven process comprising five key elements: goal-setting, information analysis, strategy formulation, strategy implementation and evaluation and control. The strategic management process is more than just a set of rules to follow. It is a philosophical approach to business. Upper management must think strategically first, then apply that thought to a process. The strategic management process is best implemented when everyone within the business understands the strategy. The five stages of the process are goal-setting, analysis, strategy formation, strategy implementation and strategy monitoring.
The purpose of goal-setting is to clarify the vision for your business. This stage consists of identifying three key facets: First, define both short- and long-term objectives. Second, identify the process of how to accomplish your objective. Finally, customize the process for your staff, give each person a task with which he can succeed. Keep in mind during this process your goals to be detailed, realistic and match the values of your vision. Typically, the final step in this stage is to write a mission statement that succinctly communicates your goals to both your shareholders and your staff.
Analysis is a key stage because the information gained in this stage will shape the next two stages. In this stage, gather as much information and data relevant to accomplishing your vision. The focus of the analysis should be on understanding the needs of the business as a sustainable entity, its strategic direction and identifying initiatives that will help your business grow. Examine any external or internal issues that can affect your goals and objectives. Make sure to identify both the strengths and weaknesses of your organization as well as any threats and opportunities that may arise along the path.
The first step in forming a strategy is to review the information gleaned from completing the analysis. Determine what resources the business currently has that can help reach the defined goals and objectives. Identify any areas of which the business must seek external resources. The issues facing the company should be prioritized by their importance to your success. Once prioritized, begin formulating the strategy. Because business and economic situations are fluid, it is critical in this stage to develop alternative approaches that target each step of the plan.
Successful strategy implementation is critical to the success of the business venture. This is the action stage of the strategic management process. If the overall strategy does not work with the business' current structure, a new structure should be installed at the beginning of this stage. Everyone within the organization must be made clear of their responsibilities and duties, and how that fits in with the overall goal. Additionally, any resources or funding for the venture must be secured at this point. Once the funding is in place and the employees are ready, execute the plan.
Strategy evaluation and control actions include performance measurements, consistent review of internal and external issues and making corrective actions when necessary. Any successful evaluation of the strategy begins with defining the parameters to be measured. These parameters should mirror the goals set in Stage 1. Determine your progress by measuring the actual results versus the plan. Monitoring internal and external issues will also enable you to react to any substantial change in your business environment. If you determine that the strategy is not moving the company toward its goal, take corrective actions. If those actions are not successful, then repeat the strategic management process. Because internal and external issues are constantly evolving, any data gained in this stage should be retained to help with any future strategies.
What is difference between Sales & Marketing ?
Marketing is the first & broad step to make sales effective. before making sales marketing plan is prepared and when marketing plan is prepared, 4 P's i.e. ( Product, Price, Place & Promotion) are used to make marketing effective.
Sales of goods is done when buyers buy those goods as per their willingness to buy.
Today’s consumers are re-defining value and changing the way an organization’s strategic sales solutions & processes work. This shift is a game-changer for everyone in the organization. Modern trends require an approach that augments sales skills with visionary strategies, tight methodologies, compelling incentives, powerful support materials and the irresistible force of unshakable brand enthusiasm.
Are your key players ready for their new roles?
The equation is simple: With the cost of acquiring new customers far exceeding the cost of retaining current ones, your built-in base for future sales is already in house.
It has therefore become more important than ever before to find customer experience solutions to maintain and reinforce customer loyalty. SS Strategies has the expertise to make this a reality:
Capable and equipped partnerships can mean the difference between success and failure. The difference lies in getting all your channels effectively selling before, during, and after the actual sale.
At SS Strategies, we can make your sales channels, including installation and support, more effective through our full range of dealer development process services:
Sales Department – SS Strategies-designed training to help your sales consultants improve their skills, increase sales, and boost customer satisfaction
Service Technical and Non-Technical – Specialized non-technical training (e.g. warranty, product specification and positioning training) and technical (e.g. product configuration, repair, troubleshoot) to help service consultants, managers, and technicians be more effective in their interactions with customers
Business Operations – SS Strategies comprehensive solutions cover the areas of management, profitability, expertise, systems, customer satisfaction, and customer relationship management. Specialized training gives your business office an understanding of your operating system and reports, and the skills to apply that knowledge to business improvements
Product Launch/Training – Optimize your product launch with SS Strategies’ cascading approach to implementation that maximizes worker effectiveness and improves employee performance in technologically complex work environments. Get the most out of your product launch by timing and customizing messages to the appropriate wholesale, retail, and consumer audiences
Everyone knows there are top, average, and lower end reps. At the same time, most businesses want to close the gap and get more sales out of the same resources. However, most mistakenly think the solution lies in simply hiring more top reps.
At SS Strategies, we believe that with Sales Enablement strategies that get the whole organization aligned and working together, and sales force excellence methodologies that focus on what really matters and will shift the curve to get more out of your existing sales reps, your workforce can deliver dramatically better results than you are currently achieving; methodologies designed to help sales leaders tackle critical components of sales enablement and organizational change. These include:
A bad system will beat a good person every time
- W. Edwards Deming
Overcoming the barriers to relevant sales conversations requires a strategic approach that
supports salespeople with the right content, skills, and tools they need to appeal to the right
buyers. As a learning leader, you can help:
• Implement a forward-looking human capital strategy. Clarify future-state
requirements by using sales conversations as the design point. Start by analyzing
where the organization is going and helping leaders understand the roles of people in
• Create a set of standards for each key role. Once roles are clarified, help leaders
create the “spec” for each role. Use input from the field and reach out to buyers to
determine what they need from salespeople.
• On-board new people that meet defined criteria. Once roles are defined, build a
solid on-boarding program to help customer-facing, revenue-generating employees
understand the problems your company can solve for buyers. Help them achieve
desired proficiency and put them on the path to achieving your defined future state.
• Develop current employees to achieve those standards. Explore the gap
between the current state and future state in each of your customer-facing
employees. Identify the behavior shifts that need to happen in these roles, and work
with your peers to align the content, skills, and tools necessary to change that
• Create and manage a reinforcement strategy. Work with front-line managers to
anchor new behaviors and move employees toward the future state.
With a strategic and dynamic sales enablement solution in place, your customer-facing,
revenue-generating employees will have the agility and tools they need—and your
organization will have the sales teams it needs—to remain competitive.
The creation of a coaching culture can transform the way people work, learn, develop, and perform, thereby improving engagement, retention, and competitive advantage. Research shows that when people are coached on a regular basis, their level of engagement increases, creating a positive impact on performance.
SS Strategies can partner with you to determine the best and most effective ways to create a coaching culture in which productivity, innovation, growth, and sustainable change can be achieved.
Our approach addresses the needs of executives, managers, and teams as well as develops in-house coaches and mentors, through:
· Executive Coaching
· Leader as Coach Programs
· Coaching Supervision
· Developing a Coaching Culture
Inspire. Mentor. Supervise. Manage. Cultivate. Perform. Deliver business results. From top executives to front-line managers, leaders need many skills.
We understand the need for leaders at all levels to inspire commitment, achieve business results, and generate transformational change. Executive coaching provides insight into interpersonal communication, increasing a leader’s capacity to better lead high-performing teams, influence others across the business, and engage external stakeholders. We provide one-on-one executive coaching and team coaching to some of the largest organizations across six continents, and our faculty includes some of the world’s leading and most experienced coaches.
Each coaching engagement is unique, and we tailor our approach to meet the needs of each individual within a best practice framework. This is grounded in our unique coaching research, process, and approach, proven to deliver tangible outcomes. The process includes matching the coach with the coachee, determining measurable outcomes for the business and the individual, gathering information, creating and implementing a developmental strategy, holding transformational coaching sessions, reviewing business results, and closing with clarity about forward development. Generally, coaching happens face to face, but there is also the option for virtual coaching sessions.
Our extensive global network enables us to draw from a diverse cadre of coaches with experience across industries and business contexts. Our coaches bring experience and expertise as senior executives and organizational development, human resources, and talent management professionals. All are qualified and experienced. All are supervised by an accredited coach supervisor. And many have credentials in a wide range of leadership assessments and psychometric tools.
Our Executive Coaching Service (ECS) offers globally consistent, high-impact, supervised coaching to your key leaders. With SS Strategies, you can outsource the management of your coaching without losing the direction—we partner with you to align the coaching with your business strategy. Key benefits include:
We can also offer:
Executive coaching delivers many organizational benefits, including:
SS Strategies has been a thought leader in leadership development, organization development, and coaching for over 25+ years. In rapidly changing markets and flattening structures, and with key people increasingly demanding to be engaged and developed, the capacity to coach others is integral to leadership. It has always been central to our approach in growing the capacity and contribution of leaders. We know that when you release the potential of others to collaborate and find a solution, great things happen. People feel heard, new ideas and innovative approaches are uncovered, and ownership and accountability increase. Our Leader as Coach programs are designed to provide leaders with the opportunity to learn coaching concepts, and to practice and experience coaching so that it becomes a more natural part of their leadership approach.
A coaching culture can create an environment where individuals feel trusted and empowered. Productive coaching cultures emerge when leaders strive every day to turn ordinary interactions into generative, developmental opportunities. When coaching becomes part of the fabric of interactions in the organization, higher levels of performance, satisfaction, and innovation could be achieved.
Coaching is not something leaders do in addition to their job. Good leaders incorporate coaching directly into the way they lead. SS Strategies designs custom coaching programs that match the precise needs and priorities of your business, build on any previous coaching investments, and accommodate existing coaching models that have currency in your business.
We have successfully developed leaders as coaches globally, from performance and development coaching to transformational coaching. Our approach is flexible, and we can develop and adapt programs to grow capabilities in virtual coaching, coaching for change, and coaching through challenging situations. Because leaders face a range of coaching opportunities, we tailor our approach to the culture and priorities in your organization.
We also offer various standard approaches to coaching development:
Helping Others Succeed is a comprehensive, process-based coaching experience for organizations that are beginning to explore the power of coaching.
Everyday Coaching Conversations
is a faster-paced approach for organizations that are looking to use coaching in a more flexible way.
is for experienced leaders and coaches to stretch their development as a coach.
Career Coaching has strong benefits such as engaged employees, reduced turnover, and a better understanding of individual strengths. We offer a distinct Career Coaching workshop that gives leaders the competence and confidence to engage in career-building conversations.
A flexible leadership coaching training process that incorporates exclusive feedback, analysis, planning and dialogue tools. Helping Others Succeed equips leaders at all levels to actively engage employees in individualized, high-performance, engagement and career coaching.
The workshop experience is modular; participants begin with two foundational experiences. The first includes a coaching assessment that is part of the pre-work experience. It allows individuals to get a baseline assessment for their coaching skills and to begin to prepare for engaging in the coaching process. The second module introduces the CLEAR model, developed by Professor Peter Hawkins, as a framework for a structured coaching interaction. Several follow-on modules with specific areas of focus include Impromptu Coaching, Coaching Through Difficult Situations, Performance Coaching, and Virtual Coaching.
Leaders leave the leadership coaching training workshop with an understanding of the importance of helping others and a concrete plan for conducting Coaching Partnership Discussions with specific direct reports. The organization benefits from:
As leaders gain experience as coaches, they need to stretch and develop their ability to really bring about transformation and development of their people. Many years of experience in developing coaches based on Peter Hawkins’ work has allowed us to develop senior leaders as transformational coaches, using the practicum process.
Increasingly, both individuals and organizations recognize the importance of coaching supervision as an essential process to ensure the quality and increase the transformational impact of coaching.
GP Strategies knows that individuals succeed when they are being coached, and it is our goal to support coaching wherever possible. Our support extends into your organization, and we can provide expert coaching supervision for group coaching, mentoring, and consulting to ensure your coaches have the quality, development, and support necessary to deliver impactful coaching.
Having on-site coaches within your own organization can be a cost-effective way to make sure your employees always have access to the support they need. Individuals need to be equipped with specialized skills that allow them to effectively coach. In addition, matching coaches and coachees and tracking their relationships, progress, and outcomes to ensure you are maximizing the value from your investment is key. We can assist in advice of the setup, offer skilled supervision, and provide administrative support to your coaching community.
Make coaching an indelible part of your culture, mission, and strategy to improve performance and build a sustainable competitive advantage.
As the pioneers of coaching supervision, GP Strategies is uniquely equipped to ensure your individual and team coaching quality and capacity continually improve over time. Having expert coaching supervision for your pool of internal and/or external coaches can substantially raise their impact by developing their capabilities, resourcing them, and raising the quality of their coaching. External supervision can also increase the transformational effects of your coaching, as it is invaluable in harvesting organizational learning across the coaching pool on a confidential basis. This can help surface hidden issues, patterns, and leadership development needs that are impacting performance.
Many of our leadership programs focus on creating peer-to-peer coaching skills that help embed the development. This typically involves peers coaching each other on real issues as part of the workshop, then they go on to meet after the workshop and continue the peer-to-peer development. To share experiences and deepen the coaching skills, we provide virtual group coaching sessions. Within these sessions, the group may focus on coaching one person and work through a given coaching model or take turns coaching with observation and feedback from the rest of the group. These are highly effective development sessions that create learning on many levels, as coach, coachee, and observer.
Embedding coaching into your culture can transform your organization. While most organizations develop their coaching in a haphazard way, truly creating a coaching culture requires an integrated approach. In a world of accelerating rates of change, organizations need to be increasingly agile. A highly developed coaching culture can increase responsiveness, as everyday interactions become opportunities to explore questions, increase collaboration, and encourage higher levels of performance.
GP Strategies helps you embed coaching into the strategic foundation of your organization, including your:
All the research points to coaching as a preferred method of development, with companies increasing their investments. And yet, why is it that so few companies consider whether they are facilitating the strategic shifts they need or seem unable to identify the return on investment?
Are you one of them?
From strategy to results, GP Strategies invites you to consider how adopting a coaching culture throughout your organization can make a significant shift in the way your organization—and the people in it—work together, as well as with your key stakeholders.
We will help you develop an organization-wide coaching culture that can help your company:
But how do you know it’s working for you? How far have you reached? How do you move to the next stage in developing and implementing your coaching strategy? How does coaching support the development of sustained competitive advantage for your division, or for the entire organization?
Each organization will be at a different point in evolving to a coaching culture. Our consultancy support can help you understand where you are now; whether you are using external coaching to best effect; how to develop your leaders and internal coaches to maximize their contribution; and where to invest to raise change agility and business performance.
Through our consultative process, we can help guide your organization to a more cohesive coaching culture with the following tools:
Access hard data on your current coaching culture, and determine where you’re getting value and how best to use the skills you have. From here, we can identify gaps between your current state and desired state, and then provide recommendations to close that gap. This will give you the information you need to identify the return on your investment and where to invest next to get maximum return.
Our transformational coaching approach and coaching supervision expertise can develop and resource your internal coaches to become more impactful and effective. Organizations often find this to be a smart way to increase the number of people receiving coaching at a lower cost. If you don’t currently have an internal coaching capability, we can help you develop one through both training and continuing supervision.
Mentoring can be a cost-effective and powerful way to develop leaders and transfer expertise across your organization. SS Strategies helps develop managers and specialists in your organization to provide support and guidance based on their professional experience in your industry and your organization. Our mentoring workshop readies both the mentor and the mentee to engage in a productive mentoring relationship.
Mentoring is a powerful learning alliance between people outside the reporting line. The mentor helps the mentee with the quality of their thinking about their self-development and career management and, in doing so, learns themselves. While the mentor is usually more senior than the mentee, this is not always the case. Peer mentoring and reverse mentoring, in which the more junior person brings experience that the more senior does not have, are increasingly common.
The mentor may take many roles—being a sounding board, helping build networks, and sometimes simply being there to listen. Most mentoring around the world is relatively non-directive and learner centered; however, some forms, particularly in North America, may be more hands on and place more emphasis on the mentor using their authority on behalf of the mentee.
Effective developmental mentoring has remarkable positive effects on employee retention and talent management. The core theme is learning dialogue—this helps individuals, teams, and organizations become more effective through learning conversations.
SS Strategies has world-leading consulting capabilities in the design and implementation of mentoring schemes in global organizations. This can include the full design and deployment of mentoring solutions or specific services such as mentor training or online support materials. Our services include design, launch and communication, training, continuing support, supervision, evaluation, and train-the-trainer sessions.
We will use our experience and intellectual property to work with you to design your mentoring program so that it meets business, mentee, and mentor needs. This will include:
We can provide you with all you need to communicate what is expected from mentors in terms of skills, knowledge, experience, and attributes, in order to facilitate the nomination of mentors. It is important to be very clear about the criteria that will be used to select mentors. We can help with the criteria that you will use for matching. We can also do the matching if you would prefer to outsource this activity.
We have over 20 years of experience delivering best practice training for mentors and mentees. We recommend a one-day mentor workshop for individuals who are new to mentoring and a half-day briefing for all mentees. The workshop will develop the competence and confidence to provide excellent mentoring.
Our workshops are:
Most mentoring relationships are self-managing and do not require any additional support. Experience suggests that, from time to time, there are issues that arise. We recommend you have a local mentoring champion at each major location. The role of this person will be to answer any questions or deal with issues quickly and locally. We can provide guidance on selecting these individuals. In addition, we can establish an online platform to provide extensive background and toolkits for mentors and mentees.
Supervision is a process to reflect on the mentoring role and how to optimize the benefit for the mentee, the mentor, and the organization. It is highly important for participants to review their practice and relationships to increase the quality of outcomes. Mentors strongly appreciate being reminded of good practice.
We have extensive experience evaluating mentoring programs across both private and public sector organizations. We will work with you to customize a questionnaire that assesses the mentoring program satisfaction and business outcomes. It is best for the evaluations to be completed soon after the mentoring has finished. Evaluation includes all key elements of the mentoring program, including matching, contracting, training, frequency of mentor meetings, the benefits and value of mentoring, challenges, and improvements needed.
Depending on how many mentors and mentees are expected in future years, you may find it cost effective to train internal resources to deliver the mentor and mentee training. This is usually only for implementations of more than 100 to 200 mentor-mentee pairs. Other organizations prefer to have the experience and credibility of an external specialist to provide the training. We are happy to partner with you in whatever way works best for your firm.
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