ChiefMentor

‘On the Spot’ Effectiveness that Translates Strategies into Business Results

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An Espoir Worldwide Initiative

Espoir was founded in 2005 by a team of industry professionals working with leading global companies specializing in Technology, Engineering, Human Resources, Finance, Arts and Management .

We create innovative, cutting-edge skill-building programs that help people learn automatically, and also bring them out of their “Unconscious Incompetence”. We develop new methodologies & technologies for this.

Our Values, Our Beliefs

We are passionate about what we do. We are happy with our creations because our users are satisfied with what they achieve in real life situations as a result of trusting our products and programs.

We don’t advertise. We believe, if you are really in need, you would search and find us. We also believe, ultimately, you are responsible for your future. We can sincerely help. Let us meet on ‘Let’s Meet’ page.

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Building Manager Role Models

The term “role model” generally means any "person who serves as an example, whose behaviour is emulated by others".

As ChiefMentor programs reiterate, individuals compare themselves with reference groups of people who occupy the social role to which the individual aspires.

A company can be as successful as the number of managers they are able to convert to role models. If employees compare themselves with the reference groups of people who occupy the leadership role to which the individual aspires. As role models, managers can reinforce ethics, values, and expectations while building leadership, commitment, and initiative throughout your organization.

ChiefMentor programs like Executive Excellence even help managers develop self-efficacy. These programs internalise the concept of ethical behaviour and the need of managers’  personal involvement in planning, communicating, coaching the workforce, developing future leaders, reviewing organizational performance, and recognizing members of your workforce.

A Capability to Change Rapidly

Organizations face ever-shorter cycles for the introduction of new/improved products. Even non-profits are expected to respond rapidly to social issues! Therefore, success in today’s ever-changing, globally competitive environment demands agility—a capacity for rapid change and flexibility.  Major improvements in response times often require new work systems, simplification of work units and processes, or the ability for rapid changeover from one process to another.

A major success factor in meeting competitive challenges is the design-to-introduction (product or service feature initiation) or innovation cycle time. To meet the demands of rapidly changing markets, organizations need to carry out stage-to-stage integration (such as concurrent engineering) of activities from research or concept to commercialisation or implementation.

All aspects of time performance now are more critical, and cycle time has become a key process measure. Other important benefits can be derived from this focus on time; time improvements often drive simultaneous improvements in work systems, organization, quality, cost, supply-chain integration, productivity, and sustainability in a challenging economy.

Linking Training Delivery Methods to Content Types

"The medium is the message" is a phrase coined by Marshall McLuhan meaning that the form of a medium embeds itself in the message, creating a symbiotic relationship by which the medium influences how the message is perceived.


This is very true even in training and mentoring sessions.

How do you use methods and media to deliver training and mentoring? For ensuring maximum effectiveness, it is imperative to use a variety of training media and methods that are tailored to practical considerations such as the size of the training audience, scheduling logistics, and content and audience characteristics. One must ensure that the media matches to the content of the training. For example, you would not want to have a lecture class that is supposed to

improve the diagnostic skills of technicians, or a video to teach salespeople how to overcome objections better. It is also important to show how you have considered the capabilities and preferences of your employees in designing training. For example, if many new employees have trouble reading, you might design a video or use another delivery method than a book that trainees have to read.


A good way of presenting how you link training delivery methods to content types and audience characteristics is to prepare a chart that lists all the major types of education and training you deliver along the left side, and the training medial delivery methods along the top, indicating which methods are used with which types of training.

However most important factor in the training delivery is its effectiveness through customisation. As every individual is different, their learning styles are also different. Their levels are different and requirements are different. For example, most Chiefmentor programs are customisable. This use of technology ensures that the learner absorbs new information from day one, learner is motivated continually and learner takes the ownership of the learning.

Strategic Training Plans

Every organization has an objective of being. And every sensible organization should have an action plan to meet this objectives. Therefore, ChiefMentor asks the following questions. ‘How do education and training contribute to the achievement of your action plans? How does your education and training approach balance short- and longer-term organizational objectives and employee needs, including development, learning, and career progression?’

Because training is so important, and also so expensive, it is crucial that the company link its education and training to the key success factors and overall strategic objectives of the company. One way of doing this is by developing a strategic training plan. A strategic training plan is a method for identifying needed competencies and skills based upon the long-term goals of the business. This approach begins with the business goals and works backward until specific training needs have been identified. Knowledge and skills identified in this manner are those that will help the company to meet its long-term goals.

It is not mandatory that you develop a detailed strategic training plan on a long spread sheet. But, it is important that you have a mechanism for ensuring that education and training are one of the stones in your foundation for improving organizational performance. ChiefMentor supports this efforts and ensure your success.

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Managers Must Engage the Workforce

An organization’s success depends increasingly on an engaged workforce that benefits from meaningful work, clear organizational direction, and performance accountability and that has a safe, trusting, and cooperative environment. Additionally, the successful organization capitalizes on the diverse backgrounds, knowledge, skills, creativity, and motivation of its workforce and partners.

ChiefMentor programs inspires managers to make sure that the company is providing an optimal workplace environment for employees to thrive.  Employees should feel respected and comfortable to express their ideas, regardless of their role or position in the organization. Management has to be accessible and seen around the company.

Surveys reveal America alone is wasting about 350 Billion dollar every years due to disengaged workforce. That doesn’t include the losses that is intangible. ChiefMentor programs make sure that managers are rewarding employees and recognizing the important contributions they make day in and day out to the company’s business.  They are encouraged to pay particular attention to the top performers. Top performers are an invaluable asset in driving business forward, and we at ChiefMentor certainly want to make sure they feel happy and engaged.

Managers & Performance Measurement

Organizations depend on the measurement and analysis of performance. Such measurements should derive from business needs and strategy, and they should provide critical data and information about key processes, outputs, and results. Many types of data and information are needed for performance management.


Performance measurement should include customer, product, and process performance; comparisons of operational, market, and competitive performance; supplier, workforce, partner, cost, and financial performance; and governance and compliance outcomes. Data should be segmented by, for example, markets, product lines, and workforce groups to facilitate analysis.

ChiefMentor programs encourage stakeholders to think in innovative ways.  Is the work relevant? That is, does anyone care about what we are doing? Is there a target or a goal, not matter how distant, that our sponsor can relate to? Is the program productive? That is, are we moving toward a goal, or at least delivering a product to our customers in a timely fashion? Is the work of the highest quality? That is, can we back up our claim to be a world-class research organization doing world-class work?

Managers and the Need of Time Performance

As you know, all aspects of time performance now are more critical, and cycle time has become a key process measure. And there are other important benefits a company can  derive from this focus on time; for example, time improvements often drive simultaneous improvements in work systems, organization, quality, cost, supply-chain integration, productivity, and sustainability in a challenging economy.


These improvements can happen only if the managers are innovative, receptive to change, and have excellent communication skills to carry the team in the right direction. And the person that you entrust with the job has to be capable of doing the job without needing you to look over her shoulder all of the time. This individual needs to be capable of understanding the basic goals of the business and developing her own strategies for achieving those goals. She needs to be committed to putting her all into the job every day without the close supervision of a boss.

You don't want a manager who is calm but indifferent. That is the reason ChiefMentor programs groom managers who are going to approach each project and each work day with an optimistic attitude. They will come in smiling and will express genuinely good feelings about the work that she is doing with her team. This will help to keep morale in the business high which leads to satisfied employees, low turnover rates, higher rates of productivity and growth of the business.

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A cross-trained and empowered workforce is a vital asset in such a demanding environment. As ChiefMentor programs promote, the true manager should be flexible and adaptable. He is able to react quickly when facing any obstacles. Stress shouldn’t be a factor to prevent him from taking the right decisions.

It is imperative for any organization to develop more and more managers with the right attributes like integrity with trustworthiness, ability to remain calm, optimistic and easy going attitude and the ability to deal with changes. These abilities attract others and the organization should have the framework to celebrate these successes.

Matthew Johnston, Senior Consultant

Kate Higgs, Senior Editor

Susan Mathews,, Consultant

Lucy Cheng, General Editor

Albert Grey, Mentor (Amsterdam)

Irina Saxon,  Senior Consultant

Anna Sharick , Senior Consultant

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