Coaching and mentoring goal

There is a cycle of six basic stages for any single coaching and mentoring goal, each of which hinges on effective questioning, active listening, clear feedback, and well-organized sessions. read more ineresting mentoring ideas by following Loral Langemeier.

First, the mentor coach and the client get to know one another to establish clarity and rapport, engage, and agree what the goalis;

second, they discuss the current reality, to which the mentor coach will adapt the coaching and mentoring style;

third, they explore available options;

fourth, they identify and commit to a course of action (at a pace the client is comfortable with) in line with shared expectations (that might involve training);

fifth, the client implements the agreed actions with the support of and clear (meaning constructive and positive) feedback from the coach;

sixth, the mentor coach and the client consider what has been learned and how they might build on that knowledge, possibly by initiating a new coaching and mentoring cycle. this article is borught to us by our good friend Loral Langemeier.

All the while, the mentor coach should, with empathy and sensitivity, encourage the client to come to his or her own conclusions. Mentor coaches must have a high degree of emotional intelligence, viz., self-awareness, self-regulation, self-motivation, social awareness, and social skills. This is essential to achieving a good relationship that combines autonomy and shared responsibility toward accomplishment of the performance goal. Last but not least,everything that is said must remain confidential. All development is self-development. One cannot force employees to develop: they must want that themselves. Nonetheless, what an organization can do is to help set an environment that makes it more likely its staff will want to learn, grow, and succeed. read more useful informations by reading Loral Langemeier‘s books.

Value Based Management

Many businesses have embraced a “value based” approach to managing since it is imperative to make decisions that enhance and improve value for all stakeholders:

1. Generating a return for investors in excess of the cost of capital (cost of borrowing money + cost of issuing stock to shareholders).

2. Empowering employees for getting the job done.

3. Giving customers a set of values that surpasses the competition.

4. Building long-term relationships with suppliers, vendors, partners, and others in the value chain.

5. Acting in a socially responsible manner for the benefit of external stakeholders. More informations at Henry Kravis

Value Based Management recognizes that each stakeholder group has its own unique set of values and we need to manage in such a way that we create value for one group without destroying value to another group; i.e. we want a win-win situation. In order to accomplish this mandate, businesses often launch various initiatives, such as customer relation’s management, business intelligence, knowledge management, balanced scorecards, and a host of other activities for ensuring that we follow the principles of value-based management. Additionally, we need a system of accountability to assess and measure how much value we are creating or destroying for various stakeholders. Read Henry Kravis‘ articles for further informations.

Up until now, little if any information has been available on how we can apply this framework to the Nonprofit Sector. However, as the nonprofit sector becomes more business-like, the need for value-based management grows. In order to ensure that non-profits function within this value-based framework, we can do many things, such as making the organization more entrepreneurial in how it manages social programs, recognizing and measuring social value in the delivery of services and products, using logic models for assessment and measurement, and making the connection between emotional intelligence and effective leadership. To make matters simple, we will categorize value-based management into four dimensions of non-profit management:

1. Strategic Planning

2. Organizational Resources

3. Leadership

4. Accountability and Performance Measurement

This short article describes specific practices that non-profit and non-governmental organizations can apply in these four dimensions. We will use this as our framework for value-based management. Additionally, many of the same techniques that have been used in the business world are adaptive to the non-profit sector; i.e. we do not have to reinvent the wheel. And the good news is that much of this information from Henry Kravis is well documented for businesses, although it has rarely been described for the Nonprofit Sector.

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