How can you scale up a peer mentoring program to reach more executives?

From my experience, the first step is to do thorough research on the type of skills that would be relevant to them. If the program does not make sense to them then they will not refer other people. The second step is to be clear about the outcomes of the program. This has to be very clear so that you know if the program is successful. The third step is to develop the curriculum and run a pilot. From the pilot, you can take in key lessons to make the program even MORE EFFECTIVE The final step is to market using Digital platforms, TL and BTL advertising, PR

Self organizing teams is an effect way to power up a peer mentoring effort. The most successful that I have championed had a few senior executives set a guiding framework and coach the peer teams as they set out the specifics of the program. Throughout the coaches asked open ended questions regarding the outcomes the peer participations wanted to achieve. Soon the participations ran with it and made it their own.

Don't try to scale-up coaching. Training (online and in person) is a great tool if you want to convey ideas to a large group. But coaching should be 1:1 and tailored to helping one coachee be an even more productive member of the team. Making coaching special and customizing it to the individual is what makes coaching different from training.

Meinen Schwerpunkt würde ich auf das Wertesystem für Führungskr?fte legen. Oft sind Personen in Positionen die als Führungskraft nicht geeignet sind - Führungseignung & Führungsneigung sind dabei essenziell. Aber auch ein Wertesystem was der Unternehmenskultur entspricht - oftmals hapert es hier

The key word that sticks out is 'scaling'. There was a time when a few HR leaders could meet individually with executives in hand pair them with a sponsor or mentor based on knowledge of skills and experience but as an organization grows it is imperative to use technology and embrace AI to help pair. This requires a great technology partner, training resources, specific mentoring programs with data, and a continuous feedback loop to ensure the outcomes are met and our values are being honored.

More executives could be reached with a mentoring program that is structured like a mastermind group. Executives are so accustomed to leading others, it's often hard for them to put themselves in a position where they are "seeking help." If they experience mentoring in groups where talent, expertise, and experience is celebrated, valued, and shared, the professional growth from such experiences can be organic.

Picking a platform is key for creating the most impact. Too many executives focus on their comfort zone versus their audience. A few years ago, I was inspired by a book published by MIT, "Machine Platform Crowd." I took a deep dive into understanding his to pivot my legacy to be relevant in the future of work. When executives can provide hybrid mentoring in a way that "online" is highly personalized and engaging, they will accelerate business impact.

The best designed mentoring programs won’t get far without effective program promotion, mentor recruitment, and mentoring training. When formal mentorship programs are introduced in organizations, there is generally natural enthusiasm. Yet this enthusiasm doesn’t always translate into high participation rates. A common reason is poor promotion of mentoring programs. Don’t assume potential mentors and mentees understand the benefits. For many, this will be their first opportunity to participate in mentoring. You will need to demonstrate the benefits of mentorship programs to show that participating is worth the time and effort, and educate key leaders and stakeholders on the benefits of the program and strategic value to the organization.

The ares that is being missed the MOST is Communications and PR. let's face it, we are so focused in the professional aspect of our realm that this is neglected mostly.. I'm a strong beliver in PR, creating a buzz & getting everyone all bubbly about this. As part of your plan of the program, make sure you design the communication and PR process that goes paralel with the lunch. You can ask a C LEVEL individual to share his experience from a mentorship he got early on his career and how significant it was. Take this experience on a video and that can be part of the launch process of the program. For example, release a video with the title: "he is a CTO now, but Tom also got mentorship once".

In the beginning, it will have to be organised. It could be setting aside a time for mentoring each day for employees to book their conversation. Continued encouragement and monitoring can soon make it part of your departments and organisation's routine affairs. Thus embedding it firmly as part of one's culture. Tools and formats using HR platforms to record, monitor and improve can easily be set up.

When scaling up peer mentoring programs, there are a few key things to keep in mind. First, it’s crucial to identify the right people to be mentors and mentees. Look for individuals who are passionate about growth and development and who are committed to building strong relationships; they will become the ambassadors of the programme. Second, create a structured program that provides clear guidelines and expectations for both mentors and mentees. Finally, leverage technology to help facilitate communication and collaboration between mentors and mentees, regardless of where they are located. By doing these things, you can create a peer mentoring program that truly inspires and empowers executives to achieve their full potential.

As your peer mentoring program grows, providing adequate training and support becomes even more crucial. This involves catering to the diverse backgrounds, experiences, and expectations of participants. Effective training workshops, webinars, or online courses can equip participants with essential peer mentoring skills like listening, questioning, feedback, goal-setting, action-planning, and reflection. Additionally, support materials like guides, checklists, templates, and case studies can assist participants in navigating the peer mentoring process smoothly. Assigning a coordinator or facilitator to oversee the program, monitor progress, and address any issues that arise further enhances the program's effectiveness and sustainability.

This is such an overlooked part of the process. One has to ask “what’s in it for me?” Adding a component such as developing career conversations, feedback, or business acumen is a win win for the mentor and mentee. It helps provide a topic for the mentee/mentor to discuss breaking the ice. It also helps both sides develop their skills in a low risk environment.

For executive and senior leaders I like to use a 360 report with peer and direct report review. The team / group results can be shared as part of a facilitated strategy day. Then a quarterly pd can be tailored to the group needs. Individual needs and goals can be set in the 1:1. Many leadership teams have a blend of new and those with length of service. The team pd is delivered with authentic team connect in mind. They can also have peer support in areas where some one has been identified as strong. This helps connect and lift the whole - as one team.

Often the managers who volunteer to be mentors, may not feel confident. They may have technical expertise but may need hand-holding on how best to mentor. Training specifically on coaching-style conversations can help. Giving a script with possible questions / conversation starters can also make the task easier for them. This is all about setting the mentors up for success.

In my experience, building community is a strategic outcome that drives engagement. The structure and mechanics of the program itself all drive to this enterprise outcome. Being part of a community is a powerful lever for driving engagement.

NO ROAD IS LONG WITH GOOD COMPANY - Turkish Proverb Change happens in relationship. Large scale transformation is King. Small scale intimacy is King Kong!

para una mejor construcción de una comunidad y cultura como parte de la tutoría entre pares es que ello debe darse en su participación haciendo protagonista a los ejecutivos siendo ellos los que pongan la pauta, el estilo y las consideraciones a desarrollar como parte de la cultura no alejándose de ellos mismos sino haciendo una cultura cercana y amigable para los ejecutivos.

I'm experimenting with building a limited and stable community of talented and experienced mentors and motivated mentees - definitely not scaling. On the basis of encouraging personal agency, mentees are encouraged to define their needs and intentionally select their mentor from this community. Naturally If they need support in doing this, we are there. It's a work in progress!

People talk a lot about the culture of their organisation but it can remain a pretty nebulous concept. Good, positive, rewarding culture is built on respect for the individual- whether different or similar to you, establishing trust and engaging authentically with each other. Building on this, the culture of the organisation can come into line with both employee and customer expectation, extending well beyond the programme in terms of benefits and return on investment. This needs to be clearly stated before designing a programme which should be central to commercial development

While confidentiality is critical, feedback and assessment are vital to ensure that a peer development programme is having the desired effects. Baseline measures before commencement will allow follow up after agreed periods of time, giving the opportunity to fine tune the process and make ongoing improvements as well as troubleshoot any early difficulties

para revisar y mejorar cualquier proceso de aplicación de programa de tutoria entre pares es necesario promover en la practica de la cultura y valores de convivencia de las personas involucradas la honestidad y el deseo de superación como un pilar colectivo para ayudar a los interesados en poder hacer las mejoras de verdad.

- Schedule regular reviews of the program to assess its effectiveness and identify areas for improvement. This could involve conducting surveys, interviews, or focus groups with participants, as well as analyzing participation rates, mentee satisfaction levels, and skill development outcomes. - Based on the feedback and data gathered through the review process, implement evidence-based changes to enhance the program. This could be modifying the program's goals, criteria, format, training, or support structures. - After implementing changes, continue to monitor and evaluate the program's effectiveness to ensure that the changes are having the desired impact. This ongoing evaluation ensures that the program remains adaptable and responsive.

Your review needs to be tied back to your original goals, and how you will measure it decided at the beginning of the project. Doing a Theory of Change or Program Logic at the beginning will enable you to know what data you need to collect. That way you can collect the right information to demonstrate outcomes and (hopefully) improvement.

A few key metrics to measure the success of a peer-mentoring program are: 1. Mentor and mentee satisfaction 2. Program retention 3. Goal attainment (as set my mentor/mentee) 4. Change in on the job performance 5. Employment retention (compared to non-participants) 6. Promotion rate compared to non-participants (promotion can include change in salary, change in position, increase in responsibly) 6a. Time to promotion compared to non-participants 7. Program referral rate (for subsequent cohorts)

Peer mentoring can be one of the most effective ways to assist people to diminish the experience of the impostor phenomenon (IP) (#notasyndrome). Even better, is 'out-of-peer group' mentoring. That is, matching mentors with people from different departments or occupations. This helps individuals to be more candid about where they may need support and encourages questioning to build capability. People experiencing IP often don't ask questions or put forward ideas for fear of appearing underqualified or fear of failure/critique. Out-of-peer group mentoring reduces a sense of competition or expectation of total expertise.

I agree with the highlighted points and would like to add the following: 1. You can create industry-specific forums or communities where executives can connect based on shared interests or challenges. This approach will ensure relevance and attract a broader range of participants. 2. Consider expert-led webinars where you invite industry leaders or subject matter experts to share insights, sparking interest among executives and attracting a wider audience. 3. Develop customizable mentorship tracks to accommodate executives at different career stages or with varying needs. This will enhance engagement and attract a more extensive range of participants.

To scale peer mentoring and reach more executives, it is crucial to create a win/win for each participant. What I found most impactful is providing the best outcomes for executives via one-on-one and cohort models to reach a larger audience and create successful partnerships among executives. Cohort/mastermind groups become enriched not only by the Executive Coach's skills and guidance but also by the group's wisdom. Then, it is about creating buy-in on mentoring others; for executives in the mentoring role, the win is on exercising their leadership and building a reputation and legacy. The mentee is getting guidance, expert advice, and advocacy. The better the outcome for both parties, the easier it is to scale.

Dizem que a história do mentoring, remonta à Grécia Antiga e ao "Mentor" um grande amigo de Ulisses, que fica responsável por cuidar de seu filho, quando ele parte para a Guerra. Com receio do grande período que ficaria longe, Ulisses ent?o nomeia Mentor, amigo da família e alguém a quem ele admirava e respeitava muito, sendo por isso, uma boa referência ao desenvolvimento do filho que ficaria apartado do pai por tempo indeterminado. Eu sempre gostei de contar essa breve história aos mentores dos programas de mentoring que supervisionei, pois, refor?a o papel importantíssimo do mentor na vida de uma pessoa e sua responsabilidade. N?o desmerecendo claro, os papeis e deveres fundamentais dos mentees para o êxito no processo.

Create a model that allows your colleague to: 1.- Recognize its added value. 2.- Create a value proposition. 3.- Know how to listen to accompany others. 4.- Boost your image on the networks. 5.- Have a clear vision and mission. 6.- Have a vocation to accompany others in their development. 7.- Always go for your best version and continuous improvement.