AIA Ohio Convention - A Future Practice

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

2 2

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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