A STRUCTURED APPROACH TO MENTORING Guided Discovery Carter Edman AIA Director of Operations Bostwick Design Partnership
Judy McGlinchy AIA LEED AP BD+C Senior Associate Bostwick Design Partnership
2014 AIA Ohio Convention
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AGENDA LEARNING OBJECTIVES INTRODUCTION CASE STUDY
Carter Edman AIA Director of Operations
Judy McGlinchy
EXERCISES
AIA LEED AP BD+C Senior Associate
2014 AIA Ohio Convention
NEXT STEPS
Guided Discovery A Structured Approach to Mentoring
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LEARNING INTRODUCTION OBJECTIVES
learn
identify
identify
c r e at e
• the practical values of establishing a mentorship program
• criteria for identifying mentors and cultivating future leadership
• mentorship goals and priorities for your respective firm.
• identify first steps toward creating a mentorship program
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INTRODUCTION
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INTRODUCTION MENTORING
MENTORING sounds great! BUT mentoring requires resources, so you have to understand: WHY you are doing this WHAT your specific goals are HOW you plan to achieve them The Red Queen Hypothesis
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APPROACH CASE STUDY OUR APPROACH
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GOALS CASE STUDY OUR GOALS
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CASE STUDY SOFT SKILLS TECHNICAL SKILLS MENTORING PROGRAMS
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CASE STUDY SOFT SKILLS TECHNICAL SKILLS MENTORING PROGRAMS
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WHY a r c h i t ects
INTRODUCTION SOFT SKILLS
• are not formally trained in soft skills
so m e p eo p l e
• naturally have developed soft skills • others don’t importance
• project issues are often created by communication gaps
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WHAT enhance
INTRODUCTION SOFT SKILLS
• client and colleague relationships
i m p r ov e
• communication workflow • career satisfaction
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HOW r eg u l a r
INTRODUCTION SOFT SKILLS
• lunch seminars and workshops open to entire staff
l e d by
• a variety of leaders within the firm (not necessarily principals)
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H OW
INTRODUCTION SOFT SKILLS
(CONT.)
our planned p r o g ra m s fo r
2014
• Communication Connection • Creating Agreements • Motivation • Emotional Intelligence • Creative Collaboration • Managing the Unknown • Inspiring Action/Optimism
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CASE STUDY SOFT SKILLS TECHNICAL SKILLS MENTORING PROGRAMS
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WHY must
TECHNICAL INTRODUCTION SKILLS
• keep honing skills (CEUs don’t cut it)
e l i m i n at e
• bottlenecks g e t q ua l i t y
identify
• ‘baked in’
• special areas of interest, especially in younger staff
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WHAT e s ta b l i s h
TECHNICAL INTRODUCTION SKILLS
• groups of specialty skills • similar to ‘knowledge communities’
get
• senior and junior colleagues to share experiences
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HOW group leaders
s p ec i a l i sts
TECHNICAL INTRODUCTION SKILLS
• to determine the best methods
• specs • code review • Revit development • QA • medical planning • medical regulatory review • contracts • library planning
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CASE STUDY SOFT SKILLS TECHNICAL SKILLS MENTORING PROGRAMS
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WHY p r o m ot e
INDIVIDUAL FORMAL INTRODUCTION MENTORS
• longevity and consistency
encourage
• personal growth
c u lt i vat e
• future leaders
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WHAT a m e n to r m u st
m o t i vat e encourage
advise / guide
be a leader
INDIVIDUAL FORMAL INTRODUCTION MENTORS
• maintain confidentiality • develop mutual trust and respect • guide the conversation, while helping the protégé solve their own problems, in lieu of giving direction • to succeed – help develop and set goals • and support the protégé and provide insight into opportunities • the protégé to assist their professional and personal development within the firm • and advocate for protégé as appropriate
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WHAT
INDIVIDUAL FORMAL INTRODUCTION MENTORS
(CONT.)
b eco m e
a m e n to r ’ s
• a resource to help protégé enhance career growth, technical/soft skills, and professional development • responsibility is not specific, technical knowledge transfer but general career advice and guidance
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HOW e v e r yo n e a m e n to r
s e l ect i o n
meet
INDIVIDUAL FORMAL INTRODUCTION MENTORS
• must have a mentor • should be a member of the firm who is senior to the protégé • mentors for principals and officers of the firm may be someone outside the firm • of a mentor is by mutual agreement between the protégé and mentor • at least once per quarter with the protégé
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LESSONS INTRODUCTION LEARNED
challenges
successes
• Getting people together • Balancing long- and short-term needs • Translating from talk to action
• More awareness of quality and process • Better understanding of expectations • Better understanding of individuals’ goals and talents
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SHARE LET’S HEAR FROM YOU
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EXERCISES
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INTRODUCTION EXERCISES
1 define your firm now
define your firm
10
5
mentoring
identify
program
first steps
goals
2
in
determine
3
years
select
4
6
mentoring
identify
programs /
leaders
tools
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INTRODUCTION EXERCISES
define your firm
1
now 27
DEFINE YOUR INTRODUCTION FIRM NOW
1 n ot es
define what you value most about your firm:
what differentiates your firm from others:
size
(number/type
of staff and volume of business):
number of principals and ownership structure:
typical project client, sector, and size:
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DEFINE YOUR INTRODUCTION FIRM NOW
1 m a r k w h e r e yo u a r e n o w
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INTRODUCTION EXERCISES
define your firm in
10
2
years 30
DEFINE YOUR FIRM INTRODUCTION IN 10 YEARS
2 n ot es
d e f i n e yo u r f i r m i n
10
years
what you value most about your firm:
what differentiates your firm from others:
size
(number/type
of staff and volume of business):
number of principals and ownership structure:
typical project client, sector, and size:
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DEFINE YOUR FIRM INTRODUCTION IN 10 YEARS
2 m a r k w h e r e yo u ’ d l i k e t o g o
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INTRODUCTION EXERCISES
determine mentoring
3
program goals 33
PROGRAM INTRODUCTION GOALS
3 longevity / retention
cultivating future firm leadership
recruitment
efficiency /
technical
tool
profitability
design
morale /
improved
employee
client
satisfaction
relationships
visual
design
leadership
design
consistency
transition
?
?
improved marketing
?
skills
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PROGRAM GOALS: EXAMPLE INTRODUCTION WORKSHEET
3 n ot es
program goals:
p r i o r i t i z e yo u r t o p
5
1. Longevity/Retention
2. Design Consistency
3. Technical Design
4. Improved Client Relationships
5. Expand Client Base
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PROGRAM GOALS: INTRODUCTION WORKSHEET
3 program goals:
n ot es
p r i o r i t i z e yo u r t o p
5
1.
2.
3.
4.
5.
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INTRODUCTION EXERCISES
select mentoring
4
programs / tools 37
PROGRAMS/TOOLS INTRODUCTION
4 internal technical training
professional peer groups
individual
consultants
organization
mentors
and coaches
memberships /
seminars
participation
annual
discussion
continuing
graduate
performance
groups /
education
school / formal
reviews
roundtables
courses
education
?
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PROGRAMS/TOOLS: EXAMPLE INTRODUCTION WORKSHEET
4 n ot es identify leaders name program leaders within the firm...
p r o g ra m s / to o l s : i n t e r n a l t ec h n i ca l training seminars
peer groups
c h o o s e a l l t h e g o a l s t h at a p p ly
reference goal
1
2
3
4
1
5 longevity / retention
1
2
3
4
5 goal
i n d i v i d ua l m e n to r s
1
2
3
4
5
o u t s i d e c o n s u lta n t s
1
2
3
4
5
2
design consistency
goal
3
technical design p r o f e s s i o n a l o r g a n i z at i o n m e m b e r s h i p s / pa r t i c i pat i o n
1
2
3
4
5 goal
a n n ua l p e r fo r m a n c e r ev i ews
1
2
3
4
5
4
improved client relationships
discussion g r o u p s / r o u n d ta b l e s
c o n t i n u i n g e d u c at i o n courses
g r a d u at e s c h o o l / f o r m a l e d u c at i o n
?
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
goal
5
expand client base
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PROGRAMS/TOOLS: INTRODUCTION WORKSHEET
4 n ot es
p r o g ra m s / to o l s :
c h o o s e a l l t h e g o a l s t h at a p p ly
identify leaders
1
2
3
4
5
name program leaders within the firm...
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
reference goal
1
goal
2
goal
3
goal
4
goal
5
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INTRODUCTION EXERCISES
identify
5
first steps
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IDENTIFY INTRODUCTION FIRST STEPS
5 identify:
1 -5
8-12
15 -19
22-26
m a r k yo u r c a l e n d a r w i t h ta s k s t h r o u g h t h e e n d o f
29 -30
1 -3
6-1 0
1 3-1 7
20-24
2014
27-31
program y e a r ly t a s k s :
2014
2015
w e e k ly t a s k s :
m o n t h ly t a s k s : september
september 3-7
10-14
1 7-21
24-28
o cto b e r 1-5
8 -1 2
1 5 -1 9
22-26
october
29-31 n ov e m b e r
december
n ov e m b e r
d ec e m b e r 42
1
IDENTIFY INTRODUCTION FIRST STEPS
5 identify:
1 -5
8-12
15 -19
22-26
m a r k yo u r c a l e n d a r w i t h ta s k s t h r o u g h t h e e n d o f
29 -30
1 -3
6-1 0
1 3-1 7
20-24
2014
27-31
program
2
y e a r ly t a s k s :
2014
2015
w e e k ly t a s k s :
m o n t h ly t a s k s : september
september 3-7
10-14
1 7-21
24-28
o cto b e r 1-5
8 -1 2
1 5 -1 9
22-26
october
29-31 n ov e m b e r
december
n ov e m b e r
d ec e m b e r 43
INTRODUCTION EXERCISES
identify
6
leaders
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IDENTIFY INTRODUCTION LEADERS
6 identify leaders name program leaders within the firm...
p r o g ra m s / to o l s : i n t e r n a l t ec h n i ca l
c i r c l e a l l t h e g o a l s t h at a p p ly
1
2
3
4
5
peer groups
1
2
3
4
5
i n d i v i d ua l m e n to r s
1
2
3
4
5
training seminars
o u t s i d e c o n s u lta n t s
p r o f e s s i o n a l o r g a n i z at i o n m e m b e r s h i p s / pa r t i c i pat i o n
a n n ua l p e r fo r m a n c e r ev i ews
discussion g r o u p s / r o u n d ta b l e s
c o n t i n u i n g e d u c at i o n courses
g r a d u at e s c h o o l / f o r m a l e d u c at i o n
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
reference goal
1
goal
2
goal
3
goal
4
goal
5
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SHARE LET’S HEAR FROM YOU
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RESOURCES
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INTRODUCTION RESOURCES
aia
websites
bo o ks
• The American Institute of Architects: Practicing Architecture - Best Practices • Chapter 3 Mentoring and Chapter 7 Human Resources • Some Mentoring articles have been included in this section for your reference • Harvard Business Review http://hbr.org/search/mentoring%20programs/0 • Forbes http://www.forbes.com/search/?q=mentoring • The Wall Street Journal http://online.wsj.com/search/term.html?KEYWORDS= mentoring+program&mod=DNH_S
• Designing Workplace Mentoring Programs: An Evidence-Based Approach by Tammy D. Allen • Creating a Mentoring Culture: The Organization’s Guide by Lois J. Zachary • The Mentee’s Guide: Making Mentoring Work for You by Lois J. Zachary 48
alignment
balance
vision
goals
program
roundtable
leaders
mentors
individuals
team
CONCLUSION skills
retention
quality
consistency
evaluation
outcomes
successes
?
morale
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