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


An Espoir worldwide Initiative


Espoir Anthem

Locate a Mentor

Chief Mentor Dedication Espoir_Anthem-V1013.swf Locate a Mentor Near You

Espoir Technologies

Member: American Society of Training & Development

Copyright © 2005-2017 Espoir Technologies Private Limited                               Site Map | Privacy Policy

Share on Facebook Share on Twitter Share on Stumble Upon

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.

Espoir Anthem






Working with the Results in Mind

Stephen Covey’s Seven Habits teach us to start with end in mind. This is true for effective executives and for organizations. ChiefMentor programs inspire and shows the way for managers to customize their own or organizations path to consolidate performance to ensure continually better results.

An organization’s performance measurements need to focus on key results. Results should be used to create and balance value for your key stakeholders—your customers, workforce, stockholders, suppliers, and partners; the public; and the community. By creating value for your key stakeholders, your organization builds loyalty, contributes to growing the economy, and contributes to society.

However, to meet the sometimes conflicting and changing aims that balancing value implies, organizational strategy explicitly should include key stakeholder requirements. This will help ensure that plans and actions meet differing stakeholder needs and avoid adverse impacts on any stakeholders. The use of a balanced composite of leading and lagging performance measures offers an effective means to communicate short- and longer-term priorities, monitor actual performance, and provide a clear basis for improving results.

Most successful businesses and organizations achieve business results due to their diligent annual business planning including specific organizational goals and strategies in areas such as: Employee Effectiveness, Operational excellence, Customer Satisfaction, and Financial prudence.

As businesses and organizations continue to identify and leverage annual and long-term goals and strategies related to achieving specific business outcomes, it is important to ensure clear communication and employee engagement.

Customer Loyalty, And Positive Referrals

Performance and quality are judged by an organization’s customers and that breeds loyalty. And loyal customers are profitable customers. They spend more, accept higher prices, buy a wider range of products and cost less to serve than acquiring new customers.

As they say, “An ounce of performance is worth pounds of promises”. ChiefMentor program strives to inspire managers to become a yardstick of quality. These programs cultivate the culture of customer focus and business excellence. Frankly, some people aren't used to an environment where excellence is expected.

Thus, ChiefMentor programs inspire managers to take into account all product features and characteristics and all modes of customer access and support that contribute value to your customers. Such behaviour leads to customer acquisition, satisfaction, preference, and loyalty; to positive referrals; and, ultimately, to business sustainability. Customer-driven excellence has both current and future components: understanding today’s customer desires and anticipating future customer desires and marketplace potential.

Effective executives demonstrate the following through their actions. “Don't lower your expectations to meet your performance. Raise your level of performance to meet your expectations. Expect the best of yourself, and then do what is necessary to make it a reality.”

Managers and Internal Partnerships

Organizations need to build internal and external partnerships to better accomplish overall goals. Internal partnerships might include labour-management cooperation.

Partnerships with members of your workforce might entail developmental opportunities, cross-training, or work organizations such as high-performance work teams. Internal partnerships also might involve creating network relationships among your work units or between employees and volunteers to improve flexibility, responsiveness, and knowledge sharing.

Successful partnerships develop longer-term objectives, thereby creating a basis for mutual investments and respect. Partners should address the key requirements for success, means for regular communication, approaches to evaluating progress, and means for adapting to changing conditions.

In some cases, joint education and training could offer a cost-effective method for workforce development.

ChiefMentor programs build the attributes that is imperative to become a successful partner, viz, ability to understand others, ability to take risk, ability to be assertive and of course ability to be inspiring even in adverse situations.

Can Vendors Tell What Training Your Employees Need?

Of course not. However, many companies approach training and education process just by buying a series of packaged programs from vendors who tell them what their employees (urgently) need!

At the same time, effective executives from successful companies ensure is that their training professionals  conduct a systematic needs assessment to determine the specific knowledge, skills, and competencies needed by different categories of employees in your organization.

However, there is a danger! A systematic needs analysis does not mean conducting a survey to ask employees which courses they would like to take. A training/mentoring needs analysis is a process that involves an initial analysis of the functions and jobs, and then a determination of the knowledge and skills needed to do the jobs and functions correctly. Group or individual interviews are conducted to identify the specific tasks employees must perform in their jobs, as well as the knowledge and skills needed to perform well.

The most important point in this process is that the knowledge and skills are derived from analysing job tasks. From this, relationships are identified between particular job tasks and specific skills and knowledge.

Organizations like ChiefMentor can support your efforts in needs analysis, and identifying the programs groups that can meet the strategic plan requirements. However, it is important that one should be able to customize the program for each individual’s needs. Or in other words, the programs should be customisable to your organization’s and employees’ requirements in terms of content, quality and delivery.

Training & Organizational Priorities

As we know, the success of members of your workforce depends increasingly on having opportunities for personal learning and for practicing new skills. Leaders’ success depends on access to these kinds of opportunities, as well. In organizations that rely on volunteers, the volunteers’ personal learning also is important, and their learning and skill development should be considered with employees’.

Organizations invest in personal learning through education, training, and other opportunities for continuing growth and development. Such opportunities might include job rotation and increased pay for demonstrated knowledge and skills. On-the-job training offers a cost-effective way to cross-train and to better link training to your organizational needs and priorities.

ChiefMentor customizes programs according to the organizational priorities and to the specific client goals. Mentors listen very carefully to understand long-term business goals, organizational culture, and day-to-day challenges. ChiefMentor’s goal is not to deliver a series of events, but rather to work in partnership with organizations to implement strategies that give staff members the skills and knowledge they need to be more effective in their jobs, and that have a lasting positive impact on performance.

Any training program conducted without analysing organizational priorities is a waste of money, time and organizational morale. Whether you are conducting a two-day communication skills workshop or a long-term management development program, one should study in details the specific aspects of job performance which need improvement. In this process, the trainer should develop an insider's perspective of the organization, including the culture and work environment.

Building Self-efficacy as part of Training/Mentoring

Many managers wonder, why their training programs don’t get positive responses from fellow employees.

Bandura's (1993) social cognitive theory postulates that perceived self-efficacy affects an individual in all aspects of life, including educational experiences.

Beliefs about one's competence to successfully perform a task can affect motivation, interest, and achievement. The higher the perceived efficacy, the higher the goal aspirations people adopt and the firmer their commitment to achieving those goals.

ChiefMentor programs foster self-efficacy through the use of social interaction. By doing so, the learning environment is structured to de-emphasize competition and highlight self-comparison of progress to build a sense of self-efficacy and promote academic achievement.

ChiefMentor programs are built on the recognition that a training course is part of a longer term organizational learning process and that many people have a role in helping this learning come about. It helps organizations examine the entire process to determine what can be done before, during, and after the training to lead to the greatest benefit for participants and the organization as a whole. When such actions are taken, participants enter a training program knowing why they are attending, and what will be expected of them as a result. Nurturing the training process in this way does not necessarily require a great deal of time or resources, but it can make a world of difference in enhancing the sustainability of skill utilization. ChiefMentor programs reinforce the application of skills on the job.

Reinforcing the use of knowledge and skills.

When I asked about on-the job reinforcement of training, an executive of a manufacturing company replied, "employees at all levels are encouraged to use the skills they learn in performance training throughout various aspects of their jobs." What effective executives looking for here is that you have planned and implemented a systematic process for ensuring that skills learned in training are reinforced in the work environment.

Unfortunately, most organizations have no such plan, and end up with a low effectiveness. Many large organizations that spend millions of dollars on quality and related training and nothing on following up the training with coaching and reinforcement to make sure that the trainees apply the skills on the job. Consequently, the training fails to change job behaviour or produce any improvements in performance.

What usually follows is that the training itself is blamed, and the organization buys a different program, hires a different consultant, or develops a new program of their own. They usually find that the second or third training program works no better than the first one. All that a good training or education program can do is provide people with knowledge and skills. It cannot ensure that those knowledge and skills are applied and used on the job.


A lack of systematic and planned follow-up is the number one reason why training of any sort fails in organizations. As much-or more-time and money need to be spent on what happens after the classes as is spent preparing and conducting the classes.

Back Back Back Back Back Back Back

Lucy Cheng, General Editor

Arthur Wood, Mentor, Texas

Randy Lau, Consultant, Singapore

Kate Welsh, Consultant

Steve Speller, Senior Consultant

Maria Youngs, Consultant, Idaho

Alice Rawe, Mentor, Chicago

Innovation is Not for R&D Alone! 4 Inspiring the 'Can Do' Culture When Agility is the Ability Innovations in Learning Innovations Knowledge Critical Success Factors & Training Needs Innovation is Not for R&D Alone! 4 Inspiring the 'Can Do' Culture When Agility is the Ability Innovations in Learning Innovations


3D Executive Excellence Framework

Innovations in Advanced Learning Theories &

Cutting-edge Technologies

Programs are based on: