BUILD YOUR MANAGEMENT ELITE WITH EXECUTIVE MENTORING Strategic mentoring allows experienced eemployees to share their knowledge and skills with less experienced colleagues. Transfer of Knowledge This illustrative PowerPoint set assesses the most important executive mentoring techniques and provides you with diagrams and explanations to create a mentoring program for your business: http://www.presentationload.com/executive-mentoring-powerpoint-template.html Use our graphs and infographics to create your presentation on executive mentoring. Implement knowledge sharing in your company with this PowerPoint set. A successful executive mentoring program can provide your company with outstanding management personnel.

1. PREMIUM POWERPOINT SLIDES
Executive Mentoring

2. EXECUTIVE MENTORING
POWERPOINT TEMPLATE

3. AGENDA
EXECUTIVE MENTORING
1. quotes
2. Definition
3. basics
4. Mentoringobjectives
5. leadership
development
6. Typesof mentoring
7. MentoringStyles
8. Mentoringprocess
9. Checklists

4. THE DELICATEBALANCE OF MENTORING SOMEONEIS NOT
CREATING THEM IN YOUROWN IMAGE, BUT GIVING THEM
THE OPPORTUNITYTO CREATE THEMSELVES.“
Steven Spielberg
Director, Producer, Screenwriter

5. DEFINITION
What is Mentoring/Executive Mentoring?
A mentor is a trusted person who offers his or her own
knowledge to support, guide and encourage another, known as
the mentee.
Executive mentoring aims to
promote business executives'
development and learning.
Executive mentoring can help
improve:
 Leadership Skills
 Management Skills
 Charismatic Leadership
MENTORING
EXECUTIVE
MENTORING

6. BASICS
Methods and Tools for Mentoring
Support strategy
development through
questioning
Personal conduct:
stress management,
focus on objectives,
conflict resolution
Joint development of
a list of priorities,
processing urgent
strategic issues and
ensuring their
handling
Document progress
and events, motivate
through successes
already achieved
Support focus on
goals and priorities,
create a balance
between professional
and personal
interests, stress
management
Questioning
techniques
Mental
Techniques
Organizing
priorities
Documenting
successes
Methods for
self-
management

7. BASICS
The Role of the Mentor
MENTOR
SUPPORT MOTIVATE
GUIDE
ADVISE CHALLENGE
FEEDBACK COUNSEL
TRAIN
Mentee

8. BASICS
The Role of the Mentor
THE MENTOR
Tutors the mentee on specific topics.
Coaches the mentee.
Motivates the mentee to get out of their comfort zone.
Gives the mentee useful feedback.
Creates an environment conducive to risk taking.
Ensures the mentee has the possibility to grow and develop.
Focuses on the mentee's objectives and not their own agenda.
Supports the mentee when these limits are exceeded.

9. BASICS
Mentoring Limitations
Mentor's inclination to give
advice, rather than support
a mentee's ability to find
their own solutions
Role ambiguity which
creates a feeling of rivalry
between mentor and
mentee
Difficulty in developing
open and honest
communication between
mentor and mentee
Lack of a reliable mentoring
process
The concept of mentoring can quickly take on a negative connotation without
adequate support and professionalization of the mentoring process.
The following reasons explain why:

10. BASICS
Leadership Development
MISSION AND
VISION
GOAL
DEFINITION
PROMOTE
ATTRACTIVENESS
IDENTIFICATION
DEVELOPMENT
COMMITMENT OF
EXECUTIVES
Leadership
Development

11. BASICS
Improving Various Skills Through Executive Mentoring
Corporate and business
skills
Reflectionskills
Innovation competence
Network Competence
Participants can leave "old" paths to
discover new unknown paths that
may be associated with risks
Professional or personally important
networks can be built, integrated and
maintained
The company is considered from
different perspectives
Various assessments are shared,
developed and dealt with by
partners

12. MENTORING OBJECTIVES
Organizational Development
Create opportunities
for new contacts and
networks.
Utilize the
organization's
existing know-how.
Share experience
between different
production units.
Support company-
wide, cross-
hierarchical and
cross-generational
knowledge
management.
Build social capital.

13. LEADERSHIP DEVELOPMENT
The Importance of Good Management to a Company
This illustration
shows that well-
managed
companies can
achieve above-
average customer
and employee
satisfaction.
Returns are 4.4
times higher than
average.
Employee Satisfaction
COSTUMERSATISFACTIONLowHigh
Low High
2.0
2.7
2.7
4.4

14. LEADERSHIP DEVELOPMENT
Structure of Leadership Development
criteria
Training
Principle
PrincipleofMost
RESPECTED
companies
OUTLOOK
Forward-
thinking, geared
towards
challenges of
the company
Reactive, geared
towards the
demands and
suggestions of
trainers
STRUCTURE
Aimed at
optimizing the
business
processes
Many offers
(varied catalogue)
RESPONSIBILITY
Optimization of
business
processes
Attractive offers,
budget is
maintained
PARTICIPANTS
Deliberate
selection of
employees
critical to
success
If possible, offer
seminars to a large
number of
employees
CONTENT
AND TOPICS
Oriented
towards tasks,
determined by
line manager
Follow trends,
influenced by
trainer

15. LEADERSHIP DEVELOPMENT
Expectations of Management
Increased customer and employee satisfaction is
associated with an increase in returns
INCREASED
PERFORMANCE
LOYALTY RESPONSIBILITY DISCIPLINE TEAM SPIRIT CONTINUED
LEARNING
Build trust
and act as a
role model
Inspire and
challenge
employees
Encourage
initiative
Act
entrepreneurially
Develop
employee
skills
Communicate
openly and
fairly

16. LEADERSHIP DEVELOPMENT
Implementation Expertise
ACF
Attention, control
and focus
EMM
Emotion and mood
management
APP
Anticipatory
planning and
problem solving
GOS
Goal-oriented self-
discipline
SCA
Self-confidence
and assertiveness

17. TYPES OF MENTORING
Types of Mentoring According to Formal Criteria
INTERNAL
INFORMAL
EXTERNAL
TYPE OF MENTORING
LOCATIONOF
THE MENTOR
Contact between mentor and
mentee occurs organically and
spontaneously within a
company (situational
mentoring).
Contact between mentor and
mentee takes place outside of
the business environment and
on their own initiative.
FORMAL
The mentoring relationship is
organized and institutionalized
e.g., through the initiative of
the human resources
department.
Determining specific criteria
for staff promotion takes place
through external mentors (HR
consultants).

18. TYPES OF MENTORING
Mentoring Constellation Model by Stanley and Clinton
Mentee External
Mentoring
Internal
Mentoring
Mentee learns and benefits from
mentor's experience and expertise.
Upward
Mentoring
Relationship between mentee and the next
generation. Mentee serves as mentor.
Downward
Mentoring

19. MENTORING STYLES
Various Executive Mentoring Styles
SOUNDINGBOARDPERSONAL
DEVELOPMENT
INCREASE WORKPLACE
EFFICIENCY
TRANSITION
The focus is on improving
personal development. The
mentor supports the mentee in
focusing on specific skills.
Encourage more flexibility
when responding to varying
needs in relationships.
Support the mentee to
utilize new skills in diverse
situations.
When the agenda changes from
meeting to meeting.

20. MENTORING STYLES
3 Types of Executive Mentors – Elder Statesperson
EXECUTIVES TURN TO AN
ELDERSTATESPERSON
WHEN:
They are looking for a
strong role model.
Need someone with great
experience and don't want
to use a consultant.
Are in need of a sounding
board.

21. MENTORING PROCESS
4 Phases of the Mentoring Process
SELECTIONPHASE Matching - Assignment of mentor and mentee
Negotiation phase Commitment - Agreement on appointments, rules and topics
Workphase
Working
Regularly scheduled meetings concerning specific agendas and
schedules
Impromptu and situation-specific support during crises and conflicts
Assessment phase Evaluation - Final performance / Assessment

22. MENTORING PROCESS
Meeting Procedure
Welcome address, short
personal exchange, clarify
organizational questions
What is the main topic of the
meeting?
Why is the meeting taking
place and what is the
objective?
Outline issues and problems,
determine the progression of
topics
THEMATIC DISCUSSION:
 Clarify topics
 Discuss topics
 Specify responsibilities
 Interim summary
 Monitor issues
 Take minutes
Same process as
with 1st topic
Final summary, any
possible delays and
work assignments,
distribute minutes
Arrange new
meeting, end
current meeting
Open the
meeting
Conclude
meeting
Result of
meeting
Centraltopics
of meeting
(2nd topic)
Centraltopics
of meeting
(1st topic)
Structurethe
meeting
Discuss
motives

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