What are some common mentorship pitfalls in Operational Planning?

Failure to understand and communicate contextual dynamics are pitfalls in operational planning mentorship. Too often, we use past experiences or templates as guides for mentoring others on the nuances of operational planning. However, we must realize that anticipation of the future, particularly future contexts and conditions, is central to planning. Therefore, our mentorship in this area should encourage curiosity about theory related to the phenomenon we are planning for (this will reveal abstract truths that will apply at any time), and we should also promote research into trends that could impact the effectiveness of our plans as they transition to execution.

One significant mentorship challenge in operational planning is the improper pairing of mentors with mentees, which can lead to inadequate guidance. For instance, if a mentor lacks expertise in digital platforms, they may inadequately advise a mentee managing an e-commerce project rollout, leading to suboptimal market entry strategies. Another issue is the lack of diligent follow-up; mentors may neglect consistent engagement, essential for mentee development. Mentors who excessively dictate processes can inadvertently suppress mentee creativity and hinder the organization's responsiveness to changing market dynamics, as seen when mentors cling to legacy methods in the face of necessary digital innovation.

Agree! I would add that the mentor must be open and not let personal bias get in the way of helping the mentee achieve their goals. The mentor must also be a good coach. That combination creates a win-win situation for both!

One of the challenges I see sometimes is that often the mentor approaches things from a certain paradigm that stymies creative thought on the part of the mentee. This should be an opportunity for the mentee to expand their world view and too often its the reverse.

I have seen that sometimes the mentee doesn’t seek answers. They wait on or expect their mentor to provide all the information they need. My motto is to ask, and you will receive, seek and you will find, knock and the door will be opened. If you don’t ask questions, you are putting your possible future into someone else’s hands and not yours.

Certamente a falta de clareza na defini??o do panorama em que desenvolve o planejamento operacional pode impactar decisivamente nos resultados esperados. Diagnósticos apressados e sem base realística, pesquisas tendenciosas, preconceitos e opini?es meramente emocionais s?o alguns dos fatores capazes de afastar o planejamento da realidade e, assim, comprometer sua eficiência. O processo de planejamento operacional deve ser desenvolvido de forma criteriosa, em ritmo constante e adequado ao objetivo, estando sujeito a várias etapas de revis?o e ajuste.

Effective operational planning is never done in isolation. Great problems, require great teams. Teams made up of diverse and broad ranging views and skills. Leaders and mentors have the challenge and privilege of channeling this talent into a cohesive beam of synergy. How do you this? Well I think step one is understanding your people, what drives them and what their needs are.... coffee is a good way to get the conversation going

Numa mentoria de processo de planejamento operacional, o alinhamento prévio de expectativas e de como o processo será conduzido é extremamente necessário. Na AIESEC, minha experiência liderando um escritório mostrou que a falta desse momento prévio pode prejudicar o engajamento do time n?o só durante o planejamento, mas, também, ao longo de sua execu??o. é crucial garantir que mentor e mentorados estejam alinhados em objetivos e habilidades, promovendo um ambiente de constru??o mais eficaz e produtivo.

-Lack of Clear Goals and Objectives Without well-defined goals and objectives, a mentorship program can become directionless, failing to meet the unique needs of your target audience. Actionable Step: Outline specific, measurable goals that align with your organization's mission. -Inadequate Recruitment and Selection: Mismatched mentor-mentee pairs can lead to dissatisfaction and hinder the program's success. -3Poor Communication Miscommunication can create confusion and conflict within the mentorship program. Actionable Step: Implement clear communication guidelines and utilize a centralized platform that facilitates seamless interaction between mentors and mentees. Scheduled - Lack of Support and Resources Without proper support.

Je trouve la situation où le mentor ne conna?t pas l'outil particulièrement intéressante : le réel apport du mentor, c'est bien sur la prise de recul par rapport à cette notion de planification, au fonctionnement du processus planification dans l'écosystème de l'entreprise. Le point fort du mentoré pourra alors être justement cette connaissance de l'outil ou cette agilité à en prendre connaissance, équilibrant ainsi la relation qui pourrait être très écrasante entre le mentor et le mentoré. Le mentor au niveau concept et du schéma de fonctionnement dans l'entreprise, le mentoré au niveau réalisation : l'idée est séduisante

Being critical, at the right time, in the right place, provides just as much insight as positivity. Just like most interactions, the delivery is what is key. If someone trusts that you will be honest, (good or bad), at the right time, in the right place, you build a foundation and subsequent pathway for wide open communication. This is vital in any mentor/mentee relationship.

A ausência de feedback no ambiente de trabalho pode ter consequências negativas tanto para a eficiência das opera??es quanto para o bem-estar dos colaboradores. A capacidade de oferecer e receber feedback de forma construtiva é crucial para orientar os membros da equipe, reconhecer suas contribui??es e identificar áreas que necessitam de aprimoramento. Quando a comunica??o entre líderes e colaboradores é escassa ou inexistente, é comum que os funcionários se sintam desmotivados, desorientados e desconectados dos objetivos organizacionais. Por isso, é imprescindível que os gestores promovam uma cultura de comunica??o aberta e transparente, incentivando o diálogoregular para impulsionar o desenvolvimento e o comprometimento da equipe.

O Feedback constante promove uma rela??o construtiva entre os envolvidos. N?o se deve deixar passar a oportunidade de constru??o da melhoria das atividades.

Don’t wait for a mentor to reach out to you. You need to take positive action while reaching out to them with engaging questions.

Feedback goes both ways, from mentor to mentee, but there also needs to be a form of feedback from mentee to mentor. It is never too late to grow and learn, as the world constantly changes. One of the things I miss the most as a mentor is the lack of ‘real’ feedback from my mentees or subordinates. The workforce has created a scared force where mentees treat their mentors or superiors as perfect. There is always room to grow.

I have found a bigger limiting factor in this phase of mentorship is that both parties don't, won't or can't leave their ego's at the door. Nothing gets in the way of an open and engaging conversation like two unbridled ego's, or even one. Be prepared to listen, be prepared to learn. These two statements are ultimately true for both mentor and mentoree. Trust is implicit.

An example of trust coming from the military is asking the question: “Do you have your warm and fuzzy?” Sounds childish, but as both a mentor and mentee- both should be on the same page when it comes to personal comfort or gut feelings concerning a decision, plan, or strategy. In expressing the “why” you’re good or not good to go; this allows for more open dialogue between both parties and build trust.

A potential pitfall in operational planning mentorship is the absence of trust between mentor and mentee. Trust, fundamental for successful relationships, fosters mutual respect, support, and collaboration. However, it's delicate and can fracture due to miscommunication or misconduct. To prevent this, prioritize building trust through honesty, reliability, and respect. Openly share challenges, successes, and aspirations, encouraging a reciprocal exchange of insights and stories with your mentor.

Lack of trust in the delegation of task has often been the crux of small unit leadership when operationally planning. Micromanagement has proven to be one of the biggest fears of employees in my experience of taking of leadership positions. Enabling, mentoring and constructive feedback has created an atmosphere of learning while also allowing delegation in program management.

There is a trend in your AI’s comments. Every time there is a comment about successes, we should also include our failures. Failing is part of growing. Maybe this is why “Lack of Trust” is part of the pitfalls of operational planning mentorship. If we, as mentors, do not talk about our shortfalls, how can we expect trust from our mentees?

1-Lack of clarity: Unclear goals and expectations can lead to frustration and misaligned efforts. 2-Disengagement: Without active participation and regular check-ins, the mentorship may become ineffective. 3-Poor communication: Ineffective communication can lead to misunderstandings and breakdowns in the relationship. 4-Lack of trust: Trust is essential for open idea exchange and growth. 5-Unrealistic expectations: Setting unrealistic expectations can result in disappointment and hinder progress.

Often times we are eager to jump headfirst into the pool without stopping to consider whether we can swim or not. I have done this before many times simply because I was excited to do something new. I have learned it is impossible able to think of every issue and problem we will face along the way. As a remedy, it’s important to set small obtainable goals that are incrementally leading toward the final goal. Always leave room for improvement and monitor progress along the way. Often times goals change and being flexible is more important than trying to confine yourself in a small box.

La falta de compromiso es un factor decisivo en el fracaso de una tutoría. Si bien el tutor es el llamado a generar la confianza y a comprometer al aprendiz con una metodología clara, muchas veces no se logra generar un vínculo entre ambos. Para mi es importante cuando se es tutor motivar al aprendiz y no generar barreras de comunicación para que el aprendiz genere confianza en la tutoría para preguntar y retroalimentar de forma espontánea, el lenguaje corporal también es importante para que pese al respeto se sienta apertura respecto a la temática principal. También es importante transmitir conceptos con respaldo bibliográfico actualizado y tener publicaciones con data de investigaciones que afiancen nuestro compromiso y del aprendiz.

Novamente o Líder é pe?a fundamental no processo. Precisa demonstrar à todos o qu?o importante cada membro é no cenário vivido. Desta forma o comprometimento se torna latente no processo.

This is something I see allot within my field. People might work hard and do great things but have not fully bought in and committed to the overall mission or goal. I have found that through learning each individual that works within my team I am able to help them find their reason to buy into mission accomplishment; help them find their ‘WIIFM’ so-to-speak. (What’s in it for me). This can be difficult because everyone may be different and started this journey for different reasons but can be accomplished through investing time and effort into developing an appropriate relationship with individuals within your teams. Setting that clear goal and tying their individual motivators to getting can help generate commitment.

Lack of follow-up goes hand in hand with the ‘check in the box syndrome’; if you really care about what you are doing, follow up and see it through. Take ownership of your feedback, lessons, and mentees. You will get much more when you are present and follow through with your advice and counsel.

Follow-up is crucial to locking in the behavior modification that is being called for during your mentoring sessions. These behavior modifications typically take your protégé out of their comfort zone, which is where most personal and professional growth takes place. Maintaining follow-up provides them with the comfort needed to stay the course and see their learning objectives accomplished.

A falta de acompanhamento no trabalho pode gerar desafios para os colaboradores e a organiza??o. Acompanhamento regular é essencial para alinhar metas, oferecer suporte e promover o desenvolvimento contínuo. Sem isso, os funcionários podem se sentir perdidos, desmotivados e desvalorizados. Além disso, a falta de acompanhamento pode causar problemas de comunica??o e aumentar a rotatividade. Por outro lado, um acompanhamento consistente permite identificar áreas de melhoria, fornecer feedback e reconhecer conquistas, promovendo um ambiente de trabalho mais engajador e apoiando o crescimento profissional dos colaboradores.

Follow-up is actually a loop, tied with evaluation, alternatives, corrective actions/input, and follow-up. Then the loop begins again. Otherwise, one does not know whether the desired outcome has been achieved.

I opine that it is lack of information flow at the right time to right place and to the right person. Information is a key to success. Lack of information in any operation will cause bullwhip effect.

The greatest mistake I see planners and planning teams make is a failure to properly and thoroughly understand the problem they're tasked with solving. Far too often I see planners jump directly into developing courses of action without a true focus on the problem. So, I recommend planners slow down and spend the time to define and frame the problem. Semper Fi!

Tenho como premissa o estado de aprendizado contínuo, e parafraseando Sócrates "Só sei que nada sei", dessa forma aprendo e tenho a oportunidade de ensinar. Creio que desta forma, torno o meu Eu, um ser melhor, aprendo com as dificuldades e ensino como os conhecimentos adquiridos. N?o tenho receio do novo, por mais que a inseguran?a possa imperar, mas tenho que seguir em frente e enfrentando os desafios rotineiros da vida corporativa. Posso afirmar que Amo o que fa?o, e tenho a certeza que a cada dia, Amo mais. E n?o tenho dúvidas que aprendo mais, para poder ensinar.

When your protegé fails to grasp fundementals, or even complex concepts in a specific context, it is challenging to lead/guide him or her to solutions without enforcing your own perspectives on them. The idea is to enable them to develop their own and unique understanding, because that is how better options and plans are developed. The challenge is thus to harness intellectual energy, but remain in the domain of facilitating "how" to think and not "what" to think. There are no short cuts and instant solutions...

Operational planning teams often lack the depth required to truly understand the problem and environment they are trying to address. Address those two things first, eliminate the distractions of near term issues and you will usually end up with a much better plan - then get feedback from those that will execute the plan. The final output should be clear goals with defined objectives that turn into priorities. Finally, ruthlessly enforce and invest in those priorities to show the commitment.

In my opinion, the biggest pitfall in Operational Planning mentorship is the lack of training for mentors and mentees. Without it, only 1 in 3 relationships succeed. This jumps to 2 in 3 when mentors are trained, and 90% when both parties are trained. This training is vital in Operational Planning for effective decision-making and problem-solving.