skhadir
287
STRATEGIC BUSINESS MANAGEMENT includes REVENUE GENERATION, GEN. MGMNT., HR OPERATIONS, T&D

Dear Mr. Nikil,
I was occupied with my employees issues as we need to sort it out immediately. Moreover i was delivering training on ATTITUDE to make them feel the FACTS because MEETING CLIENTS REQUIREMENTS IS NOT AN EASY TASK AND SATISFYING CLIENTS IS A BIG CHALLENGE FOR EVERY ONE.

In my company, i am mentoring SENIOR EMPLOYEE @ PROJECT MANAGER LEVEL, PROJECT ENGINEERS @ MID LEVEL, FRONTLINE SUPERVISORS/FOREMAN'S, TECHNICIAN'S @ ENTRY LEVEL. For us the MAJOR ISSUES is CUSTOMER SATISFACTION BUT THE BIGGEST ISSUE IS TO MAKE OUR TEAMS WORK FOR COMMON GOAL. Though i am just playing minor role in my organisation but Its a challenging ASSIGNMENT for as i understand where exactly TO TAP rather just tapping every where.

We are concentrating on
1) KNOW YOUR RESPONSIBILITIES,
2) UNLEASH YOUR SKILLS
3) GET THINGS DONE IN TIME by DELEGATING TASK EFFECTIVELY
4) TRANSPERANCY BETWEEN TEAM LEADERS & TEAM MEMBERS IS MUST TO ACHEIVE TEAM'S GOALS ALIGNED WITH ORGANISATION GOALS.
5) CUSTOMER(CLIENT) SATISFACTION ..TO WHAT EXTENT WE CAN SATISFY OUR CLIENT(OIL & GAS SECTOR, EDUCATION CITY, ELECTRICY BOARD)

I had correct certain mistakes in my previous post.

With profound regards

From India, Chennai
skhadir
287
STRATEGIC BUSINESS MANAGEMENT includes REVENUE GENERATION, GEN. MGMNT., HR OPERATIONS, T&D

An example as how Mr. Dinesh mentored and corrected my mistake. Infact Mr. Dinesh is my MENTOR for which i am thankful to ALMIGHTY. Mentoring is not just about motivating or guiding people but also correcting one's mistakes......

1) A MENTOR can also play the role of TEACHER.......
2) A FATHER CAN ALSO BE A MENTOR,
3) SENIOR SUCCESSFUL/EXPERIENCE EMPLOYEES(BROAD MINDED, TRUE LEADERS, TRANSPARENT) OF AN ORGANISATION CAN ALSO DELIVER THE SAME
4) ALL THOSE TRAINERS HAVING WIDE EXPERIENCE CAN ALSO BE CONSIDER FOR MENTORING MENTEES..

Below is the email which i had received from Mr. Dinesh
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Dear Khadir,

I take reference of your following reply on the subject above:

https://www.citehr.com/326530-develo...ml#post1496384

While your suggestions are good, my comments on few of your statements are as below:

4) Allow SUPERIORS to play the ROLE OF MENTORS, whoever down the line(hierarchy)

It appears that you have not studied books on mentoring. Mentor should be preferably a manager. Because mentor is supposed to be a matured person. How far supervisors are matured is a matter of surmise. I recommend manager because by and large it is assumed that managers are mature. However, if the person is not mature, he may not be given this assignment.

Mentor's primary job is to interpret organisation's values, philosophy etc. and not setting goals or targets. Setting goals and targets is anyway their manager's job. In the course of work, youngsters have got lot of questions in their mind. They cannot open up with their managers and seek clarification. They can seek clarification on these issues from their mentor. When the youngsters don't get the answers, they get demotivated and resign. Therefore, mentor is a buffer between departmental manager and youngster. At times mentor has to teach mentee how to handle organisational politics also but it is in the best interest of organisation!

5) ONE TO ONE - MENTORING PROCESS is very TEDIOUS ...I suggest ONE MENTOR to handle a TEAM.

Again it appears that you have made this opinion without reading books on mentoring. Mentor can never handle a team of mentees. Yes, one-to-one mentoring is a tedious process but then to get long-term benefits you cannot have short cuts. For the very purpose, not many well-established companies have mentoring programme in their organisation. When organisation's opt for CMM certification, CMM level 4 demands instituting mentoring programme. Thus these organisations make virtue of necessity and go for mentoring programme because of CMM and not as a willing introduction of some intervention on organisation development.

Mentoring is secondary duty and not primary. Against this backdrop, if you wish to remain true to the spirit of mentoring then a mentor can be assigned with one mentor or two or maximum three. Any assignments more than this would certainly dilute the spirit behind the mentoring programme.

For Ms Hina KQ: - On the above topic, you have raised certain questions in Citehr several times. It appears that you too have several misconceptions on mentoring. When you read books on mentoring, your all questions or misconceptions will get removed. Prominent book on this subject is "The Mentoring Manager" by Mr Gareth Lewis, Pitman Publishing.

Dinesh V Divekar
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With profound regards

From India, Chennai
nashbramhall
1606
Learning & Teaching Fellow (Retired)

Thank you Shaik Abdul Khadir for posting the Private Message from Dinesh Divekar. As his norm, Dinesh gives sound advice based on reasearch and reading.
Here are a couple of websites that I found useful
Mentee to Mentor <link updated to site home> ( Search On Cite | Search On Google ) '
Mentoring Can Improve a Company’s Culture <link updated to site home>
Have a nice day.
Simhan
A retired academic in the UK

From United Kingdom
skhadir
287
STRATEGIC BUSINESS MANAGEMENT includes REVENUE GENERATION, GEN. MGMNT., HR OPERATIONS, T&D

Dear Ms. Hina
I hope we acquired relevant information out of this thread....I am still learning because there is lot more for one to learn till his death..
Prophet Mohammed(PBUH) said "acquire knowledge from CRADLE to GRAVE"...
MENTORING IS A TOUGH PROCESS and some times it is creating In-Difference's between MENTOR & MENTEE as well. Understanding MENTEE'S is another TOUGH JOB...
Happy learning.....
Dear Mr. Simhan
Your links had served the purpose. A MENTOR when MENTORING will get a chance to learn from his MENTEE's because LEARNING IS A CONTINUOUS PROCESS.
With profound regards

From India, Chennai

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