Managers as Mentors: Building Partnerships for Learning, Third Edition, Revised and Expanded
- 3h 13m
- Chip R. Bell, Marshall Goldsmith
- Berrett-Koehler Publishers
- 2013
Mentoring is more important than ever. Younger workers expect it or they’ll walk. Organizations need to provide it to stay competitive. This latest edition of the classic Managers as Mentors is a rapid-fire read that guides leaders in helping associates grow and adapt in today's tumultuous organizations. Thoroughly revised and updated, this edition places increased emphasis on the mentor as a learning catalyst for the protégé rather than as someone who simply hands down knowledge—crucial for younger workers who prize growth opportunities but tend to distrust hierarchy.
As with previous editions, a fictional case study of a mentor-protégé relationship runs through the book. But now this is augmented with six case studies of some of the top US CEOs. New chapters cover topics such as the role of mentoring in spurring innovation and mentoring a diverse and dispersed workforce accustomed to interacting and getting information digitally. Also new to this edition is the Mentor’s Toolkit, six resources to help in developing the mentor-protégé relationship.
This hands-on guide takes the mystery out of effective mentoring, teaching leaders to be the kind of confident coaches integral to learning organizations.
About the Authors
Chip R. Bell is senior partner of the Chip Bell Group and former director of management and organization development for NCNB (now Bank of America). A renowned keynote speaker and trainer, he is the author or coauthor of several bestselling books, including, most recently, Wired and Dangerous.
Marshall Goldsmith was recently recognized as the number one leadership thinker in the world by Harvard Business Review. He is the author, coauthor, or editor of thirty-one books, including the New York Times and Wall Street Journal bestsellers Mojo and What Got You Here Won’t Get You There.
In this Book
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Panning for Insight: The Art of Mentoring
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Mentoring in Action: The Act of Mentoring Up Close
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Assessing Your Mentoring Talents: A Self-Check Scale
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Case Study—Every Knock's a Boost: An Interview With Mark Tercek, President and CEO of The Nature Conservancy
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Kindling Kinship: The Power of Rapport
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The Elements of Trust Making: "This Could be the Start of Something Big!"
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The Person in the Mirror: Mentor Humility Creates Protégé Confidence
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Inside the Mind of the Protégé: When Fear and Learning Collide
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Case Study—Fail Faster: Interview With Liz Smith, Chairman of the Board of Directors and CEO of Bloomin' Brands
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Invitations to Risk: Acceptance as a Nurturer of Courage
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Socrates' Great Secret: Awesome Queries
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The Ear of an Ally: The Lost Art of Listening
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"Give-and-Take" Starts With "Give": Distinguished Dialogues
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Case Study—Simply Listen: An Interview With Deanna Mulligan, President and CEO of the Guardian Life Insurance Company of America
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Avoiding Thin Ice: The Gift of Advice
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Reporting on Blind Spots: The Gifts of Feedback and Feedforward
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Linking Proficiency to Purpose: The Gift of Focus
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The Bluebirds' Secret: The Gift of Balance
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Inviting Your Protégé to Enchantment: The Gift of Story
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Case Study—Grace Under Fire: An Interview With Joe Almeida, Chairman of the Board, President, and CEO of Covidien, plc
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Beyond the Relationship: Ensuring the Transfer of Learning
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"If You Want Something to Grow, Pour Champagne on It!"
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Managing Sweet Sorrow: Life after Mentoring
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Case Study—Fly High, Dive Deep: An Interview With Fred Hassan, Managing Director and Partner at Warburg Pincus, LLC
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Unholy Alliances: Mentoring in Precarious Relationships
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Arduous Alliances: Mentoring in Precarious Situations
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Case Study—Respect Everyone: An Interview With Frances Hesselbein, President and CEO of the Frances Hesselbein Leadership Institute
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Quick Tips for Mentors and Protégés
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Mentoring Competence Measures
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Mentoring FAQs
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More Reading on Mentoring
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Elements of a Learning Plan
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The Eagle: An Inspirational Story
