Michael Barbolla, COO, Level Group When I started in the real estate industry 15 years ago, my manager paired me with a more experienced broker who worked closely with me for several months. This high achiever had detailed information on the real estate industry and gave me the “low down” on how to negotiate. I […]
Mentoring for Improved Performance, Engagement and Retention Read More »
Bill Bartlett, THE SALES COACH’S PLAYBOOK: Breaking The Performance Code During my twenty-two years as a training/development consultant and executive coach, I have interacted with thousands of CEOs who represent businesses that are diverse both in size and function. Most are quite adept at getting the job done as they define it, however, they seem to
If you played sports in school, did the coach play everyone equally? Create an egalitarian form of governance in which each person had a say? Or, did the stars, the one who had the innate athletic ability and drive to put it into action receive a disproportionate amount of playing time and the coach’s attention?
Identifying and Developing Leaders and Future Leaders…Yes, the Need for Succession Planning There are no strong companies, without having strong current leaders and a strong bench of emerging leaders. Although this has always been true, never in recent history has the need for outstanding leaders been more acute than it is today. In today’s challenging
John Hope Bryant Leadership is not just about making businesses profitable. As a part of their community, business leaders have the ability and an obligation to help their communities thrive. When community members feel a sense of hope–because they have an opportunity to participate fully in our free enterprise system, build savings, and care for
Creating Financially Strong Communities Is a Leadership Obligation Read More »
Linda Drumright, General Manager, Clinical Trial Optimization Solutions, IMS Mentoring has been one of the most rewarding aspects of my career. Over the years, I have learned a tremendous amount about myself from my work with some of my most determined mentees. Regardless of whether we had similar industry affiliations or career disciplines along our unique paths
There is nowhere to hide. Not even the executive suite is safe from the changes sweeping business today. In fact, the impact of those changes is felt most keenly at the executive levels. CEOs, COOs, CFOs and senior vice presidents — like everyone else — have to hit the ground running and keep running fast.
Teachable moments abound, and the mentee’s level of vulnerability determines the mentee’s teachability. The mentee must be willing to learn through formal and informal lessons. You and the mentee should identify learning opportunities from which the mentee can glean meaningful insights and then implement the lessons learned in a way that produces tangible results. A
To gain your respect and admiration, and to maximize the relationship and your time, the mentee must account for his or her actions (good or bad) to you because you are in a superior position to judge the mentee’s actions, provide encouragement or initiate correction. Flying solo without regard to others and the rules that
Let the mentee know that the first step to establishing an effective mentoring relationship is for the mentee to slowly expose his or her weaknesses to enable you to focus your efforts on better equipping the mentee for independence and success. In other words, the mentee’s guard has to come down to enable the mentee
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