This weekend I am in Gothenburg doing a leadership workout for JCI Gothenburg together with my partner Kai Roer (www.bebetter.no and www.kairoer.com) and Karolina  Luna.

This is the main goal for the training is:

The exercise of leadership is characterized by who you are as a person, the experience and the self-perception one has, one's desires and ambitions - and how one will emerge as a leader. Developing a self-understanding and regulate itself is therefore a key learning area for managers.

You will get help finding out what is the basis for your personal leadership, for it is through the work of your own leader-platform that you are your own leader developer.

Being a leader is about influencing other people, which requires that you understand how you influence on other people - what effect your behavior has. By understanding how others react to you and what you do, you can adjust your behavior so that you are more able to achieve what you want. Through workshops, courses and lectures, you will end up with a clear perception of you as a leader.

"Even a born leader, must go through a birth" Frode Dale

 For Kai Roer and my self writing a leadership book this is very good. 23 young leaders in Gothenburg is attending and I expect to learn a lot from them too.

Our book is not a theoretical book, but more as a workbook. We have pointed out some theme which is important for a leader, and put up some empty pages for your own reflection, good tip and to be creative.

This is our themes for the weekend:  

Juhari window

Different leaders from Gothenburg comes and speak

A lot of workshops and group tasks

Personality and DISC analyses within a team and how to deal with the difference 

Want to join us? If you are in Gothenburg come in to us.

 Helping business start-ups is a rewarding activity for many retired entrepreneurs and (since selling his own company) it has even become the principal activity for Derek Barr, a business angel with a keen interest in early-stage ventures. Having grown his own specialist engineering concern into an international business, with turnover of £25 million, he sold out to international engineering group GEA in 1996.
 
 

Barr has vast experience in training and developing successful executives and his involvement with the London Business School Entrepreneurship Summer School goes right back to the beginning. He has seen the Summer School change in form and scope to what it is today. For him, however, one key part of the programme has not changed – namely the role of mentors.
 
To read more: www.growthbusiness.co.uk/channels/growth-strategies/leadership-and-management/27748/the-value-of-mentoring.thtml

 Wow! We have covered some incredible ground thus far! You have your ambitious and appropriate goals that are based on your strengths and opportunities and have been whole-life balanced. You know who you want to become, who you want to serve and you have the strategic plan of action to achieve all your worthy goals.

Now it is time to create an execution system to implement your plan in the real world—your world.

Some of the best of intentions and greatest plans have failed because there wasn’t a system of execution to see them through. When it comes down to it, your new plans, your new actions, your new behavior, have to be implemented into your monthly, weekly and ultimately daily routine. A routine is something you do every day without fail… and eventually without thinking about it.

To read more darrenhardy.success.com/2010/02/db10-goal-setting-9/

 Based on old paradigm mentoring where a more senior person (in terms of age, position or experience) mentors a junior, reverse mentoring places the more junior person as the mentor.
 
Usually used when executives need to understand operations or technology that can be shared by shop floor, front-line or tech-savvy employees.
 
The key to success in reverse mentoring is the ability to create and maintain an attitude of openness to the experience and dissolve the barriers of status, power and position. 

 Traditional mentoring grew from the concept of the older and wiser guiding the young and aspiring. Masters and apprentices, patrons and protégés and mastermind (expert/novice) mentoring continue this paradigm.
 

Contemporary mentoring has many forms and frequently people regard each other as partners, colleagues or peers, ignoring age, status or power. This more egalitarian approach suits today's generation and has much to offer. 

The difference between a dream or fantasy and a goal you will achieve is: 1) writing it down (what we have already done) and, 2) outlining a specific plan to achieve the goal (what we will do in this installment).Now it is time to formulate your strategic plan of action.

 A group of mentors were at the end of their twelve month mentoring program. It is a moving experience to hear them share their outcomes.
 
It was clear that mentors as well as those mentored had gained significantly from the process. They increased skills and confidence, had courage to apply for positions, and were able to think "outside the square".
 
All were very positive about themselves, their colleagues and their organisation - despite the fact that a staff freeze is impacting on career opportunities right now.

 You may or may not have to put a dollar value on your mentoring strategy but you will need to identify some success indicators. Here are a few thought starters.
 
 

• Staff retention
• Return to work after maternity leave or injury
• Representation of target group in grade, roles, positions, locations
• Percentage of applications for internal jobs or promotions
• Number in the target group who won a position or promotion
• Number who participate in training, education or development opportunities
• Number of external (target group) applicants for jobs
• Benchmark comparison, industry average, other organisations

Some of these are easy to put a dollar value. For example, mentoring programs specifically designed to attract and retain graduates. Recruiting graduates is expensive and there is no ROI if you lose your new person within two years. Gen Y has been notoriously career-oriented and mobile. Some organisations, such as government agencies cannot pay big dollars to get or keep graduates, so mentoring is a cost-effective strategy attractive to the career development focus of this group.
 
Likewise, many organisations are not ready for the exodus of experience when baby-boomers retire. Being mentors can help keep them, engage them and increase their productivity while facilitating knowledge transfer.
 
You can probably find some figures within your organisation or industry regarding the replacement cost of staff. Obviously it varies depending on the role. But a ballpark estimate of around 2-3 times annual salary per person could be a starting point. You can't ignore this kind of money. That's why one of our major banks was a trailblazer twenty years ago, with mentoring as part of a suit of programs for women on maternity leave. They realised that the cost of losing their talent and experience, long-term, was unacceptable and avoidable.
 
One way to evaluating ROI is to look at the cost of not having mentoring. Last year one of my clients launched a career-focused mentoring program. However, the GFC meant that the program coincided with a job freeze! Yet because of the mentoring, participants spent twelve months enthusiastic about their employer and confident about their future instead of succumbing to disenchantment. That's how mentoring works!
 

Going to Gothenburg in the end of march for training. It's a training in leadership, personal leadership. What kind of tools do I got and how to use them.

I will post program soon and some pictures to from the two days training.

-- Post From My iPhone

 
 
Whether you use sophisticated metrics or simply ask participants, it is important to gain feedback on mentoring to evaluate whether the relationships worked, made a difference and contributed worthwhile organisational outcomes.
 
Plan to gather both qualitative and quantitative data before, during and after the mentoring.
 
Success Indicators - identify what you can measure pre and post mentoring to gauge benefits;
 
Early Follow-up - check in with people soon after the program launch to ensure that they have made contact and begun the mentoring relationship;
 
Monitor - stay in touch, build two-way communication, identify any potential problems and resolve them sooner, rather than later;
 
Mid-point Review - get the group together, face-to-face or via webinar. Workshop what's working well and what could improve. Help them create strategies to gain the most value from their mentoring
 
Finalé - a final group session gives closure to participants. Make it special and acknowledge their contribution. This is the time to recognise their achievements and take feedback for improvement for future programs. Questionnaires can be used to elicit their evaluation and quantify qualitative input.
 
Post-program - schedule review of longer-term success indicators at appropriate intervals. Mentoring will show immediate benefits but the greatest gains come from the enduring effect of mentoring.
Mentoring as a one-off event may be indelible for individuals but mentoring imbedded in the culture is the ultimate measure of success. If the benefits of mentoring are to be perpetuated, it is what you do after your mentoring program that will determine if mentoring works.
 

Typically, the first thought that comes to mind after writing down a goal is, “What do I need to do to accomplish this?” That, unfortunately, is not the right question to ask.