The individual helps to create an environment where individuals have ity, initiative, and ability to manage their own work. The individual has a sense of ownership and responsibility for the organization.
Identify or ask your manager to match you with an executive mentor or a peer mentor based on your action plan focus area.
Join or create a group of 4-6 peer leaders who engage a senior mentor and meet as a group once or twice a month to discuss various topics and do structured group activities. Group mentoring combines senior and peer mentoring, as mentees learn from both the mentor and each other.
Join a training program that matches you with (or take the initiative to identify) a mentor based on the specific skills taught in the training program.
Community of Learning: In-Person
Community or learning (often called “learning circles” is a great way to network and learn from peers and leaders for a common area of interest (management excellence). Join or start a group of employees who are interested in strengthening a particular competency. Identify specific topics, format (talk, panel, discussion, etc.) and meet periodically.
Community of Learning: Virtual
Similar in concept to “In Person” community of learning, except that where in person interaction is impractical or impossible due to different geographic locations. Instead, members use electronic methods such as email, instant messaging, and video conferencing. Join or start a community of learning that is virtual and build your global network and expertise.
Identify a professional coach to help you improve, grow, and develop skills to overcome obstacles and strengthen your competencies.
• Include employees in the decision-making process, where possible, and discuss the reasoning behind certain decisions and actions as a team.
• Provide employees with a greater sense of autonomy or control in their job responsibilities and decisions.
• Create a supportive and safe environment where employees feel comfortable in having a voice and ask employees for their inputs and ideas.
• Encourage open communication with employees and listen to employee’s needs, desires, and career aspirations.
• Recognize and reward individuals and teams that take the initiative to solve a business challenge or obstacle.
• Empower employees by giving them the ability to “stop the line” if they see a quality or safety risk, and recognize and reward those who do.
• Give employees the opportunity to provide feedback and tailor their training curriculum to fit their interests and needs.
• Hold weekly “current affairs” meetings to provide regular updates and information to employees so that they can make more informed decisions.
• Ask employees to provide a list of responsibilities and decisions that they believe they should own and why. Afterward, engage employees in discussion to discuss the list, clarify what decisions they can make, those they can influence, and those that are beyond the scope of the employee’s responsibility.
• Provide employees with opportunities for additional responsibility and challenges at work to foster empowerment and development.
• Convey confidence in employees and voice your appreciation of employees.