© John Sjovall and Valerie Smith Pease, 2015
Creating the Value PropositionFor Mentoring©JOHN SJOVALL & VALERIE SMITH PEASE
© John Sjovall and Valerie Smith Pease, 2015
Welcome
John P. Sjovall JrPresident, Board of Directors | LTENFormer Executive Director, Training & Development | Daiichi Sankyo, Inc.
Valerie Smith PeaseOwner | Valerie Smith Consulting
© John Sjovall and Valerie Smith Pease, 2015
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?
© John Sjovall and Valerie Smith Pease, 2015
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.
© John Sjovall and Valerie Smith Pease, 2015
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
© John Sjovall and Valerie Smith Pease, 2015
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
© John Sjovall and Valerie Smith Pease, 2015
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
© John Sjovall and Valerie Smith Pease, 2015
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
© John Sjovall and Valerie Smith Pease, 2015
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!
© John Sjovall and Valerie Smith Pease, 2015
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.
© John Sjovall and Valerie Smith Pease, 2015
Facilitated Mentoring“SOME PEARLS FOR A SUCCESSFUL MENTORING PROGRAM”
© John Sjovall and Valerie Smith Pease, 2015
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.
© John Sjovall and Valerie Smith Pease, 2015
Facilitated Mentoring Steps
Engagement Preparation Kickoff Support Wrap Up Reinforce
© John Sjovall and Valerie Smith Pease, 2015
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
© John Sjovall and Valerie Smith Pease, 2015
Facilitated Mentoring Processor “How we did it”
Preparation
Mentor Workshops Mentee Workshops Look Book Meet and Greet
© John Sjovall and Valerie Smith Pease, 2015
Facilitated Mentoring Processor “How we did it”
Kickoff
Special event, offsite VP welcome lunch Speed Dating Mentor and Mentee
selection Pairing Partnership Launch
© John Sjovall and Valerie Smith Pease, 2015
Facilitated Mentoring Processor “How we did it”
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
© John Sjovall and Valerie Smith Pease, 2015
© John Sjovall and Valerie Smith Pease, 2015
Facilitated Mentoring Processor “How we did it”
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
© John Sjovall and Valerie Smith Pease, 2015
Facilitated Mentoring Processor “How we did it”
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
© John Sjovall and Valerie Smith Pease, 2015
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?
© John Sjovall and Valerie Smith Pease, 2015
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
© John Sjovall and Valerie Smith Pease, 2015
Summary
Mentoring happens everyday Facilitate it for organizational benefit Take baby steps: piloting and stakeholder
engagement
© John Sjovall and Valerie Smith Pease, 2015
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
© John Sjovall and Valerie Smith Pease, 2015
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.
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© John Sjovall and Valerie Smith Pease, 2015
Appendix & References
© John Sjovall and Valerie Smith Pease, 2015
Selector
© John Sjovall and Valerie Smith Pease, 2015
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
© John Sjovall and Valerie Smith Pease, 2015