Some twenty years ago, just after I was hired by General Electric Capital and tasked to implement something as strange to a bank as continuous improvement in their newly acquired, yet dusty German banking environment, life was not walk in the park anymore. Gaining the skills for the new job with the help of the outstanding GE Capital people development engine was challenging but rewarding. But I never learned about Management by Walking About (MBWA).
Recently, I had coffee with Edward, an old friend – or better: one of my mentors. He is approaching seventy and yet is in the pink of health. So I asked whether he plays golf 24/7. His response came a bit as a surprise.…
At some point in a mentoring relationship, the need for a difficult conversation will arise. Whereas every conflict is different, and there is no one-size-fits-all advice, there tend to be patterns to what goes wrong, and what helps. …
When Odysseus gave the task of protecting, guiding and educating his son Telemachus to his old friend Mentor, he did this knowing that Mentor would be the best person possible to care for his only son during his absence from Greece. Since then, Mentor is synonymous for someone who is willing and able to provide guidance and support to bring out his Mentee’s very best – without any other personal agenda.…
There are always excuses for not doing things. Can we instead try to find reasons for doing things such as being on time? Our co-workers would thank us for it. Remember, behaviour is contagious. Is yours worth catching?…
“Uwe, what is your career vision?” was Steve’s first question during my job interview many years ago. As a German I was not really prepared for this kind of question. …
When you agree to mentor another person, you offer to help someone in his/her development in the organisation. By mentoring, you have no agenda of your own and thus you are able to create a safe arena within which to develop a trusting relationship.
Mentoring is not always easy and as natural as we expect. Here are some tips on how not to disserve your mentee.…
“Why do we need a Competency Profiling? We have SOPs. That should be enough” was one of the statements I heard from a colleague. Here is some rational explaining why there is usually an added value in having competencies defined in addition to Standard Operating Procedures (SOP).
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Identifying knowledge and skill set of a candidate is rather easy. Finding the right mind-set is a more difficult task. Using a set of value and competency-based interview questions enables managers to spot the STAR, the person who does not only bring the required aptitude but also “fits” in the organisation.…
When was the last time you reprimanded someone for a job not done perfectly. I guess you can remember easily. And, when did you tell someone that she did an excellent job? If you have issues answering the second question whereas the first one comes to you easily, I suggest you go on reading.
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In response to evolving conditions, you came to realise that your organisation must change. Change leadership consists of project sponsor, with overall responsibility, seconded by a project manager. These people will be your change agent – the ones upon which success of your initiative will rely.…
At some point in our life, some of us may have experienced a person who helped us to see our own strengths, who shaped our thinking and spurred us to move on. Often, this person does not even know how much impact he had on us. We probably never told him … that he is the best coach we ever had.…
Thinking ahead is a cardinal rule of business. In addition to monitoring the daily operations of your business, you need to think about the future. And, as difficult as it may be, it’s important to envision the day when you no longer will be in charge. …
Becoming a Lean Six Sigma Black Belt – and to a certain degree a Green Belt – is a major career move and should be considered carefully. There are not only the Pros; there are plenty of Cons. For you, it will definitely mean putting in more time. On top of someone’s normal job, the Black Belt is required to spend a considerable amount of time on the new commitment. Your additional time will not be rewarded financially at the outset. Your organisation will not be willing to put much money in something that is new and has not paid back yet.
There are several invaluable lessons learnt during the different phases of YOG. A significant task has been the recruitment, preparation and motivation of more than five hundred staff and of more than twenty thousand volunteers within a timeframe of less than two years.
It is not new that recruiting people means evaluating, finding skills and experience that make up the eligibility – the aptitude – on the one hand and the suitability – the attitude – on the other hand. However, it is commonly much easier to evaluate the former in detail whilst neglecting the latter.…
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