Mentoring Across Your Organisation

What This Initiative Is About

 

A great mentoring program is one of the best solutions towards creating your organisation’s future leaders, starting today.

 

Very few organisations know the true value of a creating a sustainable mentoring program and therefore even fewer have a truly great mentoring program.

 

In brief, a great mentoring program requires you to identify who is best suited to be mentor, who would benefit most from mentoring and to create a sustainable system that allows both to collectively boost your organisations profitability, performance and fulfilment levels.

 

Through “Mentoring Across Your Organisation” you will experience a ground-breaking, fully-integrated, best-practices factored mentoring program that inspires both your Mentors and Mentees to step up towards meeting your organisations objectives, while enhancing their own aspirations too.

 

What You Can Expect

 

A ground breaking, absolutely unique, expertly researched & created, world class, professionally delivered initiative, which will address your specific needs and benefit you for a lifetime.

 

How This Initiative Is Conducted

 

This perspective shaping initiative is expertly run as a series of …

 

Illuminating introductions
Engaging dialogues
Interactive games & exercises
Thought provoking debriefs
Open questions & answer sessions
Reflection time-outs
Relevant case studies
Enriching assignments
Feedback loops

 

Initiative Outline

 

Part 1 – Exploring Mentoring

 

What Is Mentoring?

  • The History Of Mentoring

  • How Mentoring Differs From Other Initiatives

  • The Benefits Of Mentoring

  • Various Mentoring Processes

  • Area Of Mentoring Focus

 

Part 2 – The Roles & Responsibilities Of Mentors & Mentees

 

The Individual Roles & Responsibilities Of The Mentor

  • The Dos & Don’ts Rules Of Engagement

  • Code Of Conduct

           

The Individual Roles & Responsibility Of The Mentee

  •  The Dos & Don’ts Rules Of Engagement

  • Code Of Conduct

           

The Collective Roles & Responsibilities Of The Mentor & Mentee

  • The Dos & Don’ts Rules Of Engagement

  • Code Of Conduct

 

Part 3 – Appreciating Your Mentoring & Menteeing Personalities & Styles

 

Identifying & Appreciating Mentoring Personalities

  • Identifying Your Mentoring Value System

  • Appreciating Your Mentoring Personality

           

Identifying & Appreciating Menteeing Personalities

  • Identifying Your Mentee Value System

  • Appreciating Your Mentee Personality

 

Exploring Your Mentoring Styles

  • Exploring Your Mentoring Empowering & Limiting Strategies

  • Exploring Your Professional Mentoring Orientations

 

Exploring Your Mentee Styles

  • Exploring Your Mentee Empowering & Limiting Strategies

  • Exploring Your Professional Mentee Orientations

 

Part 4 – Mentoring & Menteeing Mind Sets & Skill Sets Enhancement

 

The Mind Sets Of World Class Transformational Leaders

 

Primary Transformational Leadership – Leading Yourself

 

The 7 Ps Of Primary Leadership

  • The Value of Principles

  • The Value of Proactivity

  • The Value of Problems

  • The Value of Patience

  • The Value of Profitability

  • The Value of Performance

  • The Value of Peace

 

Secondary Transformational Leadership – Leading Others

 

The 10 Dimensions Of Secondary Leadership

 

  • Raising Your Team’s Awareness

  • Knowing Your Team’s Personality

  • Clarifying Their Intention

  • Aligning Their Targets

  • Creating Opportunities For Them To Win

  • Building A Great Team Environment For Them

  • Coaching Them To Deliver Excellent Results

  • Inviting Them To Remain Coachable

  • Developing Their Competencies

  • Leading Your Leader

 

Tertiary Transformational Leadership – Leading Leaders

 

Expanding Your Leader Leadership

 

  • Regenerative Leadership

  • Benevolent Leadership

  • Effectuate Leadership

  • Especial Leadership

  • Erudite Leadership

  • Allegiance Leadership

  • Affective Leadership

  • Provocative Leadership

  • Amiable Leadership

 

The Skill Sets Of World Class Transformational Leaders

 

The Art Of Listening

 

  • Not Hearing

  • Hearing

  • Selective Listening

  • Active Listening

  • Emphatic Listening

  • Non-Emphatic Listening

  • Listening Beyond Listening

 

The Art Of Questioning

 

  • Questioning To Clarify

  • Questioning To Specify

  • Questioning To Explore

 

The Art Of Dialoguing

  • The Pitfall Of Having Your Performance Appraisal Becoming A Discussion

  • How To Avoid Debates During Your Performance Appraisals

  • Establishing A Dialogue During Your Performance Appraisals

 

The Art Of Crystallising

  • How To Remove Doubt During Your Performance Appraisals

  • How To Gain Clarity During Your Performance Appraisals

  • How To Establish Agreements During Your Performance Appraisals

The Art Of Actioning

  • Translating Performance Intangibles Into Tangibles

  • Measuring The Meaningful Through Performance

  • Focusing On The Target Of Your Performance Appraisals

The Art Of Feed-Backing And Feed-Forwarding

  • Exploring What Worked And What Didn’t Work

  • Thinking, Speaking And Actioning The Missing

  • Identifying The Difference That Will Make The Difference

 

The Art Of Winning

  • Hitting Your Future Performance Target

 

Part 5 – The Mentoring Process

 

Formal Mentoring Versus Informal Mentoring

  • The Elements Of Informal Mentoring

  • The Elements Of Formal Mentoring

 

The Formal Organisational Mentoring Process

           

Setting Up The Mentoring Framework

 

Step I

 

  • Identifying Present Life Situation

  • Comprehensively exploring the present domains of Finances, Career, Business, Relationships and Life-In-General.

 

Step 2

 

  • Appreciating Historic Life Situation

  • Having a deep appreciation of the historical challenges and wins faced in the domains of Finances, Career, Business, Relationships and Life-In-General.

Step 3

 

  • Identifying Ideal Life Situation

  • Comprehensively exploring the present domains of Finances, Career, Business, Relationships and Life-In-General.

 

 

Step 4

 

  • Discovering Unique Psychometric and Behavioural Profile           

  • Psychometrically identify your real motivators, empowering and limiting strategies and self-image.

 

 

 

Step 5

 

  • Exploring The Manoj Sharma People Model

  • Using The Manoj Sharma Individual True Wealth Model to assist in gaining clarity, educate the foundation, develop the building blocks and coach the aesthetics of what it really takes to win at your finances, career, business, relationships and life.

  • Creating Enhanced Value Proposition Targets

                       

Step 6

 

  • Gaining Clarity of Intention 

  • Clarifying the 7 core areas of your values, passions, vision, mission, rewards, talents and identity.

 

 

Step 7

 

  • Establishing Dynamic Working Targets

  • Identifying your unique, specific, measurable, tangible, time-framed, aligned work & life- based goals in reality with the Partner, Team & I philosophy and Step 1- 5 as the underlying foundation to establish Dynamic Working Targets.

 

 

Step 8

 

  • Appreciating The Foundations of Success 

  • Appreciating how critical it is to build a winning foundation by deepening your relationships with targets, opportunities, environments, masters and coach ability.

  • Ensuring 360° Focus & Delivery On Your Targets

 

Step 9

 

  • Reaching Out to Key Stakeholders 

  • Reaching out to key stakeholders. Identifying your dream team of masters, mentors, guides and coaches.

Step 10

 

  • Inviting In your Dream Team

  • Inviting in your dream team of masters, mentors, guides, teachers and coaches by dialoguing your Dynamic Working Targets with them and identifying competencies required to “ Hit-The-Target ”.

 

Step 11

                                   

  • Gaining Buy In from your Dream Team 

  • Initiating your 360° Coaching Dialogues with your dream team to map, analyse and appreciate present competencies. Starting to get everyone to appreciate the benefits of The Result is Your Guru philosophy.

 

Step 12

 

  • Opting Into your Dynamic Working Targets

  • Getting everybody involved and onto the same page with a clear focus of the what, when and how of your initiatives. Doing a reality check on what needs to be done and what it will really take to get it done

  • Relentlessly Advancing Your Targets

          

Step 13

 

  • Delivering Well on your Dynamic Working Targets 

  • Doing a Now-to-Now Mapping and setting milestones for your Dynamic Working Targets with Manoj Sharma’ s C.R.A.W.K. framework.

                       

Step 14

 

  • Seizing Opportunities to Win

  • Systematically working hard and smart in a highly structured and methodical way by seizing opportunities to gain greater clarity, maintain higher levels of focus, while building momentum, experiencing breakthroughs, delivering wins and celebrating every step of the way.

                       

Step 15

 

  • Truthing & Correcting C.R.A.W.K.

  • Becoming highly Profitability, Performance and Fulfilment Conscious and adjusting dynamically accordingly with feed backing and forwarding from you, your Dream Team and Dynamic Working Targets.

  • Measuring & Celebrating Your ROI

 

Step 16

 

  • Measuring Observable Outcomes & ROI 

  • Fact-finding, collating, analysing, and appreciating ROI through 360º  Coaching Dialogues and PRO.PER.FUL MATRIX factoring in past, present and future advancement, achievement and accomplishment.

 

Step 17

 

  • Celebrating Together 

  • Reflecting on advancements, achievements and accomplishments as a team and keeping a clear focus on creating an even more powerful future with the High Value Executive Coaching as a foundation.

  • Creating The Framework To Build Upon These World Class Wins

 

 

Step 18

 

  • Championing Forward

  • Exploring how best to Create a Coaching Organisation where all key stakeholders are certified as competent professional coaches and the rest of the organisation is not just opened to and prepared to immediately benefit from coaching in a sustainable and scalable, profitability, performance and fulfillment enhancing way.

 

Part 6 – Kick Starting Mentoring Across Your Organisation

 

Attaching Mentees To Mentors

           

Kick Starting Your Organisation Wide Mentoring Process

 

Creating Agreements

 

Reaping The Rewards

Your Chief Facilitator - Manoj Sharma

Who is Manoj Sharma?

Manoj Sharma is just a human being, doing his best to make a small difference in the world.

 

Professionally, Manoj Sharma is the CEO of CusJo.com, a smart survey + A.I. company that assists enterprises with their talent optimisation, customer experience and market research analytics needs. 

 

Manoj Sharma holds a B.Sc. Economics (Hons) Banking & Finance. He started his career as a Special Events Manager for the Walt Disney Co. He continued, as a Group Business Development Director for eGuide a tech startup which was sold for SGD 23.5 million. He was subsequently the CEO of DifferWorld and the Singapore Service Academy for more than 10 years. He has advised more than 300 large public and private organisations, assisted them with their organisational and professional development needs, as well as delivered keynotes and facilitated programs globally for more than 110,000 people. He considers this to be an absolute privilege.

 

Manoj sits on various committees. In 2003 he was invited by SPRING Singapore to advice on how to grow Singapore’s entrepreneurship landscape and subsequently sat of the Board of the Action Committee for Entrepreneurship. In 2012, he was invited by the Singapore Kindness Movement to conceptualise the framework for Kindness@Work, a national initiative designed to create a more gracious society starting with the CEOs of large organisations. Outside of his roles with the aforementioned organisations, he is highly active in the international start-up scene, as an investor, speaker, judge and thoroughly delights in mentoring entrepreneurs from around the world.

 

In his free time, Manoj enjoys playing a round of golf with his buddies. As for the future, Manoj looks forward to continue to contribute to society, to the best of his abilities. 

 

 

 

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