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Engagement Tip #18 – Become a Mentor

Mark Victor Hanson. Co-creator of Chicken Soup for The Soul, online once said: “By recording your dreams and goals on paper, you set in motion the process of becoming the person you must want to be. Put your future in good hands, your own.” Last week you focused on creating a bucket list of possibilities for your life and work.  But a list is just a list, unless it gets converted into specific goals with target dates. This week, use your reflection time to categorize you bucket list into goals with general timelines. Don’t worry about creating detailed actions to bring those goals to reality.  At this point you are just trying to get your list of goals into general timelines that feel right. Next week, we’ll work on creating more detailed goals that include actions, timelines and outcomes.

  1.  Think Big: In 10 years I am accomplishing…
  2. Think Mid-Term: In 5 years I am accomplishing…
  3. Think Short-term: In 2-3 years I am accomplishing…
  4. Think Right Now: In the next 6-12 months, I am accomplishing…  (1-2 big goals maximum, 3-5 small goals)

 

Dianne is a business and life coach who helps clients thrive as they successfully manage the dynamics of continual transitions.  She is the author of: If There Are No Limits… A guide to living with passion, purpose and possibilities. 
Mark Victor Hanson. Co-creator of Chicken Soup for The Soul, search once said: “By recording your dreams and goals on paper, drug you set in motion the process of becoming the person you must want to be. Put your future in good hands, your own.” Last week you focused on creating a bucket list of possibilities for your life and work.  But a list is just a list, unless it gets converted into specific goals with target dates. This week, use your reflection time to categorize you bucket list into goals with general timelines. Don’t worry about creating detailed actions to bring those goals to reality.  At this point you are just trying to get your list of goals into general timelines that feel right. Next week, we’ll work on creating more detailed goals that include actions, timelines and outcomes.

  1.  Think Big: In 10 years I am accomplishing…
  2. Think Mid-Term: In 5 years I am accomplishing…
  3. Think Short-term: In 2-3 years I am accomplishing…
  4. Think Right Now: In the next 6-12 months, I am accomplishing…  (1-2 big goals maximum, 3-5 small goals)

 

Dianne is a business and life coach who helps clients thrive as they successfully manage the dynamics of continual transitions.  She is the author of: If There Are No Limits… A guide to living with passion, purpose and possibilities. 
Leadership is about mentoring and coaching, remedy not telling.  The essence of creating a strong bond with employees is using those teachable moments where you and your employee can engage in meaningful dialogue that leads to new insights and better ways to perform, adiposity for both.  It is an extremely humbling experience to coach someone and a role that is often ignored.  While in coaching mode, a leader gets to walk the talk and help the employee grow.  It’s a two-way process that allows employees to ask questions, process information, figure out what’s not working and find ways to resolve issues and address gaps. A coaching relationship calls for both the employee and the leader to show their vulnerabilities and to share their experiences so they can both be enriched by the experience.  In a coaching environment, leaders have an opportunity to help their employees grow in a supportive and caring environment.
Leadership is about mentoring and coaching, remedy not telling.  The essence of creating a strong bond with employees is using those teachable moments where you and your employee can engage in meaningful dialogue that leads to new insights and better ways to perform, tadalafil for both.  It is an extremely humbling experience to coach someone and a role that is often ignored.  While in coaching mode, adiposity a leader gets to walk the talk and help the employee grow.  It’s a two-way process that allows employees to ask questions, process information, figure out what’s not working and find ways to resolve issues and address gaps. A coaching relationship calls for both the employee and the leader to show their vulnerabilities and to share their experiences so they can both be enriched by the experience.  In a coaching environment, leaders have an opportunity to help their employees grow in a supportive and caring environment.
When she was honoured during the 2006 US Tennis Open Championship, pharm Billie Jean King, erectile a professional tennis player, told the crowd that when she was just five years old, she boldly announced to her mother she was going to do something important with her life.  With determination she created the possibilities needed to accomplish her goals. In the process became a role model for many women in professional tennis.

Goals allow you to concretely see what’s possible in the future and to bring that vision to life.  Goals bring focus to your dreams and aspirations so that you can turn them into tangible outcomes.  They turn potential into performance and are essential to your well-being.  This approach that I call S.W.A.G. is proven to have a high success rate.  SWAG goals have four very important components that increase the likelihood of success.

  1.  Spicy goals have intent” and “motivation” that create a strong desire to do something.
  2. Winning goals have a clear outcomes and are measurable.  They identify the resources you need to achieve the outcomes you want.
  3. Aspiring goals have realistic and achievable actions that provide a roadmap and help you to stay on track.  The actions must be flexible enough to adjust when obstacle gets in the way.
  4. Goals include a commitment you make to yourself by establishing timelines and sequencing to ensure success.

I invite you this week is to select one of the important goals that you’ve identified and to develop it into a SWAG goal.  And be sure to build in celebrations as you reach important milestone moment towards this goal.  You can use this format to create inspired goals.

  1.  I am…  so that
  2. My goal is accomplished when…
  3. I need these resources to accomplish this goal.
  4. I am taking these actions…
  5. I will take these actions by…
  6. I will celebrate by…

 

Dianne is a business and personal coach who helps individuals thrive as they successfully manage the dynamics of continual transitions; and author of a new book: If There Are No Limits… A guide to living with passion, purpose and possibilities. For more information or to sign up for her newsletter, visit www.inkiesta.com
When she was honoured during the 2006 US Tennis Open Championship, Billie Jean King, order a professional tennis player, told the crowd that when she was just five years old, she boldly announced to her mother she was going to do something important with her life.  With determination she created the possibilities needed to accomplish her goals. In the process became a role model for many women in professional tennis.

Goals allow you to concretely see what’s possible in the future and to bring that vision to life.  Goals bring focus to your dreams and aspirations so that you can turn them into tangible outcomes.  They turn potential into performance and are essential to your well-being.  This approach that I call S.W.A.G. is proven to have a high success rate.  SWAG goals have four very important components that increase the likelihood of success.

  1.  Spicy goals have intent” and “motivation” that create a strong desire to do something.
  2. Winning goals have clear outcomes and are measurable.  They identify the resources you need to achieve the outcomes you want.
  3. Aspiring goals have realistic and achievable actions that provide a roadmap and help you to stay on track.  The actions must be flexible enough to adjust when obstacle gets in the way.
  4. Goals include a commitment you make to yourself by establishing timelines and sequencing to ensure success.

I invite you this week is to select one of the important goals that you’ve identified and to develop it into a SWAG goal.  And be sure to build in celebrations as you reach important milestone moment towards this goal.  You can use this format to create inspired goals.

  1.  I am…  so that
  2. My goal is accomplished when…
  3. I need these resources to accomplish this goal.
  4. I am taking these actions…
  5. I will take these actions by…
  6. I will celebrate by…

 

Dianne is a business and personal coach who helps individuals thrive as they successfully manage the dynamics of continual transitions; and author of a new book: If There Are No Limits… A guide to living with passion, purpose and possibilities. For more information or to sign up for her newsletter, visit www.inkiesta.com
Each employee brings his or her own unique set of skills and strengths to the work they do. For example, order Sam may be your go-to person whenever you implement new systems because he loves to learn about new technologies and figure out how to use them to their full advantage. Everyone goes to Sam when they have technology issues. Julie may be your best problem-solver and loves a new challenge. Strengths are deeply rooted in the passions your employees have and they look for any opportunity to use those strengths. When employees can use their strengths, they make light of the work that must be done, even when the tasks are less appealing. Stress levels decrease and enjoyment increases. The best strategy then, is to identify the key strengths required to build a complimentary team; learn the strengths of each employee within the team, and leverage those strengths for the benefit of the team and the entire organization. If there are gaps, you can look to fill those when you select your next candidate. When focus is placed on leveraging strengths instead of weaknesses, employees perform at their best, surpass productivity expectations, and engagement levels soar.
Each employee brings his or her own unique set of skills and strengths to the work they do. For example, stuff Sam may be your go-to person whenever you implement new systems because he loves to learn about new technologies and figure out how to use them to their full advantage. Everyone goes to Sam when they have technology issues. Julie may be your best problem-solver and loves a new challenge. Strengths are deeply rooted in the passions your employees have and they look for any opportunity to use those strengths. When employees can use their strengths, troche they make light of the work that must be done, even when the tasks are less appealing. Stress levels decrease and enjoyment increases. The best strategy then, is to identify the key strengths required to build a complimentary team; learn the strengths of each employee within the team, and leverage those strengths for the benefit of the team and the entire organization. If there are gaps, you can look to fill those when you select your next candidate. When focus is placed on leveraging strengths instead of weaknesses, employees perform at their best, surpass productivity expectations, and engagement levels soar.
Employees are hungry to learn and to grow their talents. One way to help them is to provide opportunities for mentoring.  A mentoring relationship is a two way conversation that allows employees to “pick the brain” of someone they know and trust, to ask the questions they may not ask their leaders and to learn from the person who is mentoring them because that person has already been in the role the employee aspires to doing. It works well for employees who are preparing for more responsibility and need exposure to others who have been in those roles. Mentoring can happen within your team, within your organization or outside your organization. It doesn’t need to be a formal program with complex processes. All that is needed is a quick guide on how to get the most out of mentoring experience. Organic mentoring where employees choose and approach the people they want to be mentored by works best. Mentoring relationships are valuable, whether they are done through a few high quality meetings or over a longer period of time. Encourage your employees to seek out and meet with mentors and watch them engage in the process. Become a mentor yourself and see how enriching the experience can be.

 

Dianne is a business and personal coach who helps individuals thrive as they successfully manage the dynamics of continual transitions; and author of a new book: If There Are No Limits… A guide to living with passion, purpose and possibilities. For more information or to sign up for her newsletter, visit www.inkiesta.com

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Dianne Gaudet is a certified Coach who is passionate about helping her clients manage the dynamics of continual life transitions as they reach new heights of personal and professional success. Helping Boomers create rich and inspired lifestyle plans for the retirement life they want is one of her greatest joys. Dianne is the author of a new book, If There Are No Limits... A guide to living with passion, purpose and possibilities. She is also a motivational speaker, teacher and world traveller.