Great Mentors Do More Than Give Advice- They Ask These Questions

Great Mentors Do More Than Giving Advice- They Ask These Questions

Being a good mentor is very important, but the question of how you become a good mentor is always up for debate. It’s about being so much more than just someone that tells you how they achieved success. One of the most common and important characteristics of all good mentors seems to be their ability to ask insightful and meaningful questions.

Asking questions to your protege’ will allow you to be more insightful and offer better solutions tailored to their specific situation. You will begin to build a genuine relationship with this person where trust can be established and a mutual partnership will grow. Here are some of the questions all the good mentors ask.

1. What Are You Reading?

Finding out about your mentee’s reading habits, interests, hobbies, and other personal questions will help you build a lasting relationship. This will also give you insight into their lives and the way they respond to situations. When your protege knows you are someone they can trust, they will open up to you more allowing you to help them in the best way possible.

2. What Obstacles Are You Facing?

Mentors can provide valuable insight to overcoming obstacles when they understand just want their understudy is going through. Sometimes, the person may not have even thought about their obstacles and need to be prompted to dig deep. This will also give you an opportunity to find their strengths and weaknesses.

3. What Options Have You Come Up With?

Pointing out the exact solution to your protege’s problems isn’t always the best way to go about things. You should allow your mentee to come up with potential solutions to their obstacles. There will be a time when you need to fill in the gaps to trigger a solution, but doing all the work for them will not help them grow.

4. What Do You Want To Be Different In 3 to 5 Years?

This is a great question to help your understudy look forward to the future while determining what they can course correct now to get there. A 3 to a 5-year window is perfect since it’s not so far in the future that they get distracted by how much can change by then.

5. Tell Me More

While this technically isn’t a question, this bold statement will prompt your mentee to provide more information on their opinion or the conclusion they came up with. Biases or blind spots that they couldn’t see before will become more obvious. You as a mentor can help expand their mind around the situation and find new ways to help.

We would love to hear your comments. Please email or call today!

Gary Brunson
gary@myclearfocus.com

Debra Rider
debra@myclearfocus.com

574.361.2674

Sustainable Growth & Profit Consultant, Coach, Mentor and Counselor/Therapist for Business Owners and Professional.

A Corporate Board Member’s Toughest Job – Setting Company Leadership

A Corporate Board Member’s Toughest Job – Setting Company Leadership

Being a part of a company’s board sounds like a daunting job, and it truly is. And while it may be extremely tough to do, the simplest job lies here – hiring and monitoring the leadership teams, starting with the CEO. Staying focused on this task will mean more time to oversee the culture, strategy, and performance of the company.

Yet even the simplest job comes with difficult tasks to keep up with. It would be too easy if you could just hire the leadership team and watch the company grow. The board also has to figure out how to assess performance, find a new CEO in case the current one leaves, and find the best leadership structure for the company.

Assessing Performance

By completing an annual review, the board is able to accurately track and assess the performance of the CEO. Some companies even hold an off-site retreat over the span of a few days to go over strategies for staying competitive in an ever growing marketplace. Focusing on leaders that have the future of the company in their mind is crucial.

The CEO Succession

There comes a point in everyone’s career that you will either stay with a company and retire or leave for a better opportunity. In any case, the board must have a plan in place to fill the vacant CEO role when it happens. According to Forbes, the average tenure for a US CEO is 9.7 years.

With the lifespan of a company being roughly 11 years before going public or going through acquisition, per EquityZen, the board has to find a CEO that is right for the future. Even though trends show that two-thirds of the CEOs hired from within are successful, you may not have a large enough talent pool to choose from. If you are a smaller company, reaching outside may be your only and best option.

Leadership Structure

Planning the role of the CEO is only one part of the job. The structure of the CEO’s role is extremely important to figure out. In most instances now, the CEO is also a chairman of the board. It is actually quite undermining to the CEO to not be part of the board when they are the head of overall operations for your company.

 

It can also become a bit complicated when the CEO retires or if the CEO is the founder of the company. Having them still be part of the board can cause tension with the new CEO. It would be very difficult for a founder or retired CEO to not overstep boundaries and only handle board duties.

Need help? Contact us today!

Gary Brunson
gary@myclearfocus.com

Debra Rider
debra@myclearfocus.com

574.361.2674

Sustainable Growth & Profit Consultant, Coach, Mentor and Counselor/Therapist for Business Owners and Professional.

2 Things You Need To Do For Your Millennial Employees

2 Things You Need To Do For Your Millennial Employees

Millennials in 2019 are ages 23-38 and their population is larger than the Generation X demographic that came before them. This next generation of managers and leaders are eager and energetic. They are just as critical and important to the workplace today as well as the future.

However, it’s important to note that as a group millennials are not as loyal to employers as other groups. According to a 2016 survey of millennials, 66% of this particular demographic start a new job with the expectation that they will leave in three years. So what is the secret to retaining millennials keeping your turnover low?Current Leadership

One of the most important things to note is that most employees leave a job, not because of wages or work, but instead, it’s the managers that they have.

It’s important to mentor and coach them a way that they both understand and makes sense for the company. A trustworthy and willing leadership team is important to keep your employees.

This is also important when it comes to having regular performance reviews and giving feedback in real time. This might include weekly one-on-ones, daily numbers sent via email, and regular reports given. An annual report will not work because how can someone fix a problem or continue doing something positive if they only hear feedback once a year?

Path To Promotion

A millennial that has at least 6 months of experience is going to feel that they are ready for a shot at a promotion. However, promotions should have a required length for a promotion to be allowed. If you do have a requirement, make sure that expectation is set during the interview so it is clear what will be required.

Most millennials are not going to stay at a job that doesn’t promote from within. Why would they want to start an entry level job with no chance of moving up in the company? Promotions shouldn’t be guaranteed, but based on job performance and given fair opportunities.

Applying What You’ve Learned

Once you’ve figured out what you need to do to keep millennials as employees, it’s important to apply it right away. Meet with your teams and make sure they understand what you will be implementing and get started on a game plan. Let your employees know that you care and what changes will be taking place and you are sure to see a change in morale.

We would love to hear your comments. Please email or contact us today!

Gary Brunson
gary@myclearfocus.com

Debra Rider
debra@myclearfocus.com

574.361.2674

Sustainable Growth & Profit Consultant, Coach, Mentor and Counselor/Therapist for Business Owners and Professional.

Copyright protected by author Gary Sorrell,  Sorrell Associates, LLC.  All rights reserved worldwide.