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MANAGERS AS MENTORS : Building Partnerships For Learning (3rd Revised & Expanded)
Chip Bell & Marshall Goldsmith – MANAGERS AS MENTORS : Building Partnerships For Learning
Chip Bell & Marshall Goldsmith – MANAGERS AS MENTORS : Building Partnerships For Learning
Chip Bell & Marshall Goldsmith – MANAGERS AS MENTORS : Building Partnerships For Learning
Chip Bell & Marshall Goldsmith – MANAGERS AS MENTORS : Building Partnerships For Learning
Chip Bell & Marshall Goldsmith – MANAGERS AS MENTORS : Building Partnerships For Learning
Chip Bell & Marshall Goldsmith – MANAGERS AS MENTORS : Building Partnerships For Learning
Chip Bell & Marshall Goldsmith – MANAGERS AS MENTORS : Building Partnerships For Learning
Chip Bell & Marshall Goldsmith – MANAGERS AS MENTORS : Building Partnerships For Learning

MANAGERS AS MENTORS : Building Partnerships For Learning (3rd Revised & Expanded)

Chip R. Bell, Marshall Goldsmith
LIKE NEW, PAPERBACK
Chip R. Bell, Marshall Goldsmith
LIKE NEW, PAPERBACK

RM27.00

How To Become Trusted Leaders Through The Partnership Method of Mentoring

ISBN 9781609947101
Book Condition LIKE NEW
Format PAPERBACK
Publisher BERRETT-KOEHLER
Publication Date 9/9/2013
Pages 264
Weight 0.45 kg
Dimension 23.5 × 15.6 × 1.8 cm
Retail Price RM112.9
Availability: 2 in stock

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Description

This New York Times & The Wall Street Journal bestseller in paperback edition is a bran-new book and nicely wrapped with protective book-wrapper.

 

Leaders Creating Leaders

The bestselling author of Customers as Partners presents a practical primer for using mentoring to help employees grow in today’s tumultuous business environment.

Chip R. Bell takes the mystery out of mentoring, teaching leaders how to give and take advice, coach and counsel effectively, develop new approaches to team meeting management, and more.

This latest edition of the classic Managers as Mentors is a rapid-fire read that guides leaders in helping associates grow in today’s tumultuous organizations.

 

Thoroughly revised throughout with twelve new chapters, this edition places increased emphasis on the mentor acting as a learning catalyst with the protégé rather than simply handing down knowledge.

Managers as Mentors redefines the meaning of mentoring to fit today’s business realities.

In a world where overnight obsolescence threatens skills and knowledge, and new forms of leadership are replacing the old boss-subordinate relationship, success calls for creative ways to foster learning, improvement, and everlasting experimentation.

Managers as Mentors is about the power-free facilitation of learning, about teaching through consultation and affection rather than constriction and assessment.

 

This book shows leaders everywhere how to forge a partnership with learners to help them develop new competence and confidence.

Working as partners, mentors and proteges can use Chip Bell’s provocative insights and powerful practical techniques to continually reach new levels of mastery.

As with previous editions, a fictional case study of a mentor-protégé relationship runs through the book. But now this is augmented with interviews with six 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 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 teaches leaders to be the kind of confident coaches integral to learning organizations.

 

This books has 3 keys take-aways that you should read to find out:

➽ Readability: Bell and Goldsmith have the ability to write in a natural and engaging style. Their concepts are clearly stated and amply illustrated. Great little learning stories are sprinkled throughout each chapter and makes reading much more enjoyable than some other books I have encountered.

➽ Clarity: Those little learning stories also provide for easy understanding of the model that Bell and Goldsmith espouse. We all know the value of storytelling, but we do not always see good examples. The authors make learning about as painless as it gets with their ability to state what they believe in a direct and interesting way.

➽ Value: Whatever the book is providing has to be of immediate use to me. This book creates instantaneous moments of insights, what someone else called “multiple AHA moments”. Several are worth mentioning so you will look for them as you read this book, which you must do:

 

The SAGE model includes four elements: Surrendering, Accepting, Gifting, and Extending. These four research-based core mentoring competencies are significantly different from the more traditional mentoring models.

A Mentor Scale tool based on the FIRO-B is also provided, along with amplification of the three elements which it measures: Sociability, Dominance, and Openness. This self-report will really get your reflective skills going, as you consider the implications of the results for your own mentoring activities.

There’s much more of value in this book, but you have to discover some things yourself. Highly recommended

 

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Review From Booklist :

Bell develops a vision of mentoring for the new role of a boss in today’s flattened, restructured organization.

The old model of an authoritarian leader is being replaced by one who is a supporter, an enabler, and even a partner.

The author sees mentoring for the new breed of leader as a one-on-one effort grounded in a partnership philosophy with the objective of adding a skill, competence, or understanding; but he does not include the special requirements of dealing with poor performers or mentoring in diversity situations.

His mentoring process is an unfolding, changing effort, a learning experience for both the protegeand the mentor, a dual growth exercise. We learn the author’s recipe for mentoring, which includes surrendering, accepting, giving, and extending.

The book offers tips for ensuring productive mentoring by taking risks, developing listening skills, giving effective advice and feedback, and using thoughtful questions to fuel curiosity and cultivate wisdom.

 

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Review From The People Develooment Network: by Brett Cohrs

Managers as Mentors : Building Partnerships for Learning is a practical guide for any leader who wants to pour into the people he or she leads.

Managers as Mentors appeals to that part of a manager that wants to do more than make an organization or department run smoothly. It’s the part of a manager that considers it a privilege to foster learning and growth:

“Mentoring is an honor. Except for love, there is no greater gift one can give another than the gift of growth. It is a rare privilege to help another learn, have the relevant wisdom to be useful to another, and partner with someone who can benefit from that wisdom.”

The authors walk their readers through a mentoring process built on the acronym ‘SAGE’:
● Surrendering,
● Accepting,
● Gifting, and
● Extending.

This process takes the mentor and protege from initial contact to encouraging greater and greater independence.

 

Authors Chip Bell and Marshall Goldsmith state as the single goal of their book: “to help you exercise that honor and privilege [of being a mentor] in a manner that benefits you and all those you influence”.

Do the authors achieve this single goal?

When I read a business book, I evaluate three things:

☞ Is the book readable (well-written)?

☞ Is the book credible (well-researched)?

☞ Is the book actionable (useful)?

 

Managers as Mentors delivers on all three counts.

Readable, even Inspirational
The writing is clear, with enough humor to make it enjoyable. As a former pastor, I also appreciate the fact that the book deals with matters of heart, not just the head.

The language acknowledges that when a leader mentors, that leader is engaging in something that isn’t purely transactional. The style highlights that we’re dealing with person to person relationships. These aren’t always clean and clear, but they are always worth it. The book encourages and even inspires a ‘mentoring bug’ in the reader.

 

Credible
Case studies, psychology, and even biology are all used to help clarify the prescriptive pieces of the book. Even though mentoring is hardly a scientific pursuit, Bell and Goldsmith do what they can to ground their suggestions in anecdotal and other proof.

This isn’t an academic monograph, so the volume might not stand up to academic scrutiny, but I, as a leader, don’t so much care. The stories and other proof are enough. What’s more is that I’ve even attempted to implement a few ideas as I’ve been reading. It has turned mere communication into opportunities for learning.

 

Actionable
Finally, the book delivers wildly actionable content. The book is structured to introduce the topic of mentoring in the first three chapters while encouraging more of a ‘handbook’ use for the remainder of the chapters. If you need a chapter, flip to it and act on the information.

I actually think going through the book as a whole really offers a great, practical process to implement, either formally or informally, with those you might happen to lead. If you have a formal mentor-protege relationship, then all the better.

 

My Assessment
Managers as Mentors marries the heart with the head and hand very effectively. In other words, it uncovers the internal motivations of mentors (the heart) while offering credible (head) suggestions to put into place right now (hand).

To me, there are few people who want to be mentors. And this book speaks a language that resonates with those people.

I recommend it for individuals who want to move beyond managing and even coaching. It’s for leaders who want to see those they lead excel, grow and learn.

 

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About the Author
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.

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