Mentoring? Coaching? — Old concepts with a new focus. Organizations, both non-profit and for-profit, are realizing the tremendous value of mentoring and coaching to build leaders. These skills are invaluable. For example:
An officer team is beginning to gel — They’re working together. They understand their responsibilities. Real work is getting done. Things are happening. POOF! — It’s time to elect a new team. Sound familiar?
Unfortunately, it’s very familiar. How can you encourage more mentoring and coaching in your organization?
Whatever the age or experience level of an officer team, the team is usually most valuable the day they leave office when a new team is charged with responsibilities. What can we do to give officers more direction during their terms? Or what responsibility will move them more quickly from “newly elected” to “functioning officer”? Here’s one helpful tool — Add an important officer responsibility to the list of duties . . .
The day the team is elected each officer should read, discuss and question their officer responsibilities. Near the top of the officer’s responsibilities should be listed: Find at least two qualified candidates for the next officer election.
Why is this so important?
- It teaches the skills of coaching and mentoring.
- It creates more urgency for the officers to perform.
- It helps connect the organization.
Teaches Coaching and Mentoring .
The goal/responsibility to find at least two qualified candidates for the next officer election naturally builds the role of a coach or mentor into the officer’s responsibilities. You can tell someone to encourage or support others, but those are just words. To achieve the goal, officers must actively support and encourage others. Many individuals are uncertain of the responsibilities of serving as an officer. The current team may need to work very hard to encourage and empower others. While the pool of officer candidates is growing the skills of the current officer team are also growing. What a win-win!
The goal of seeking officer candidates quickly moves officers from the status of “newly elected officer” to “current officer”. The officers understand they must connect with others as soon as possible. The goal can even be a small competitive challenge among the officer team. The goal is a specific, measurable objective.
“Perhaps the central task of the leader of leaders thus becomes the development of other leaders.” –Warren Bennis
Connects the Organization .
An officer team searching for future leaders is talking and learning about every office and all members. This naturally encourages relationships. The more personal relationships formed, the stronger the organization. Whether it’s a local, state or national officer team, the benefit of searching for future leaders is a better connected organization that recognizes individual members.
What a tool to teach skills and build a stronger organization
Patty Hendrickson, Certified Speaking Professional works with organizations that want to grow leaders and with people who want more out of life. For information about her interactive and enthusiastic programs and leadership resources visit www.PattyHendrickson.com.
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