“Those who seek mentoring will rule the great expanse of heaven” according to Shu Chang, who in the sixth century B.C. wrote this in the Chinese Book of History. While the mentoring model that organizations use today is different from what was preferred just two decades ago (let alone 25 centuries ago!), the reasons for pairing employees with others who take an active part in their development over time are as compelling as ever.Mentoring Inspires Employee Loyalty
Shawn Kent Hayashi was featured in the article entitled: Avoidance and silence do not resolve conflicts.The most common mistake people make when faced with conflict is to avoid it entirely and then become bitter and resentful that things did not go their way.This is how victim stories become patterns. When we stuff our feelings down inside with- out dealing with them, we are creating bigger problems for ourselves.
You're reluctant to speak up at meetings. The issue may not be that you don't have ideas to contribute, but that you're one of those people who prefer to reflect carefully on information before making pronouncements.Other people may interpret this as holding back, fear of looking bad, or reluctance to speak on the record so you're not accountable. These perceptions can derail your career, so you need to address them. But how?
How can you tell if your team is functioning with high-performing efficiency or bogged down by dysfunction? One way is to examine what I call the emergent leadership roles.There are four leader roles that begin to evolve early within a team. In just twelve hours of group interaction, these roles will be established. So whether you're on an ad hoc committee or a well established team, you will see these roles come into play:
Like boats, people create wakes -- gentle swells of good feeling, ripples of draining negativity, or frothing waves of drama and crisis. These emotional wakes can either spur productivity or decimate it, which is why effective leaders learn how to control their emotions instead of letting their emotions control them.
The Problem. Joe led a team of talented professionals, but noticed that communication differences often made it difficult for these smart people to work together.
The article below was written by my research partner, Ashley Bowers, President of TTI Performance Systems, Ltd. Psychological research has shown that our bodies and brains are connected.
The Problem. Tamara's boss did not listen to her. Over time she had developed a "no one hears me" thought pattern and viewed herself as a victim. As a result, she was not accomplishing what she wanted and not advancing in her career. Tamara was stuck in a rut. She needed to change something, but what?
The Problem. Anya was almost hysterical on the phone. Her new manager, Meeta, gave her a "not meeting expectations" rating on her annual review and discussed putting Anya on a Performance Improvement Plan. Meeta also said that Anya would need additional training.