Mentoring.pptx
- 2. Business Goals Overseas Acquisitions Alliance Agreements Off-shore/ foreign-New partners Raising Foreign Capital with strong legal team Needed drive and energy to build new business
- 3. About General Counsel Lifer with Experience- General Counsel Needed 18 new GC 8 out of current 12 refused only 4 would travel Band 2 40 +VP/GM of Legal Expert Litigators or Tax Lawyers
- 4. External Consultant conducted an assessment for Band 2 Band 2 has Negotiation Skills Band 2 needs Leadership competency
- 5. Replace GC's with Band 2 SME's Band 2 Adept in Stakeholder Management Band 2 -Think strategically Band 2-Coach and lead their teams Band 2-Set up foreign subsidiaries Band 2 - Grooming in top legal position Band 2- Travel/relocate to multiple countries Band 2-Executive presence to hold their own in senior leadership discussion Prescribed Acceleration
- 6. Hofstedes Model of National Culture Countries Power Distance Individualism Uncertainty Avoidance Masculinity Adapted from Geert Hofstede, Cultures consequences: Comparing values, behaviours and institutions across nations, 2nd edition, 2001, Thousand Oaks, CA: Sage Publications. Australia Low High Low High China High Low Medium Medium
- 7. Theory for Acceleration Timely Agreement to show respect Build Trust Prioritize Success Structured Levers-Systems & Process for change Social Levers-Behaviour & Mindsets for change Structure that exists to support mentoring partners Mechanisms for providing ongoing feedback & evaluation Routine benchmarking Increased directional alignment Commitment to Acceleration Strategies Shared Expectation Ownership & Responsibility Greater Impact
- 8. Strong Communication Team Management Strategic Management Stakeholder Management Band 2 needs Leadership Skills Executive Mentoring ,Job- Shadowing Knowledge Development Executive Coachin g, Group Coaching, Peer Mentoring, Social Mentoring Functional & Technical Development Performance & Work Clarity Active Listening, New Perspectives, Skilled Business Communication Accountability Line Impact Finding Inputs Activities Output
- 9. Leadership Program-Accelerate Executive Mentoring Knowledge Training Peer Mentoring Executive Coaching Social Mentoring Group Communication Coaching Job Shadowing Actors Senior GC- Band 2 Leaders External Subject Matter Experts Cross Functional Peer Buddies External Coach All GC's & Band 2(Informal Conversations) 5 Emphatic Communicators within GC as coach and band 2 as coachee Senior GC- Band 2 Leaders Focus Stakeholder Management Thinking Strategically Knowledge Development Team building (Sales & Operation) Executive Presence Story Telling Experiences on Legacy, Leadership Competency(De cision Making) Communication Skills Realistic view of Job flow, meet key stakeholders KPI Cross Evaluation( From another GC),Mentor/Me ntee Feedback Program Completion Evaluation Make a written recommendation to the buddy on team handling Formal Objective and follow up evaluation Influence & Problem-Solving Rate Personalised Feedbacks Observation, day to day work challenges- Assess self competence Duration 3Months(2 times a month-9 sessions) 6 Months Virtual course 10 days (Once a month/2 -3 hours) Hourly Session ,twice a Month Once a quarter(4-5 Meetings) 8 one-hour sessions 3 Months Expected Outcome Development Strategic thinking skills &Manage external as well as internal stakeholder Expertise in Laws in Foreign Capital Market, International Customer Mgmt, Overseas Acquisition Understand working as part of a team, team handling managing customer conflict, and more. Acquire a new perspective by being a part of different business function. Move from self-doubt to self- assurance, decisiveness, and bold decision making, focus on understanding the actual root cause of these behaviours and deep patterned habits so that they can be replaced with new, more effective executive presence behaviours. Understanding Advantage Culture and practices Gain insights on communications that can act as game changers in complex business scenarios that requires critical thinking and communication Master negotiation & problem solving competency along with gaining diverse perception of a GC's Role
- 10. Nov June Executive Mentoring Knowledge Dev Executive Mentoring Knowledge Dev Social Mentoring Job Shadowing Knowledge Dev Group Communication Coaching Peer Mentoring TIMELINE July Aug Mar Apr May Dec Jan Feb Executive Mentoring Knowledge Dev Executive Coaching Reading Material-Hall's Theory of High Context /Low Context Knowledge Dev Job Shadowing Job Shadowing Knowledge Dev Social Mentoring Executive Coaching Social Mentoring Reading Materials Hofstede Cross Cultural Theory Executive Coaching Reading Materials Foreign Policy & Business Law
- 11. Working with Data from Feedbacks on prioritized fields Analytics-timelines To Productivity & Readiness Analytics Leverages Plans For The Talent Capabilities Needed To Meet Strategic Needs. Operational Data Streams- data Allows Leaders At All Levels To Keep A Closer Eye On The Ground And Better Understand Band 2 Leadership Development Readiness Time Can Be Lengthened Or Shortened As Per Capacity
- 12. The foundation of the mentoring plan begins with a shared mission, vision & values, alignment-what is exactly expected from them Mentoring Action Plan- Identify the link of motivation, what are we doing now organizational goals &how Mentee Meet-Clear understanding of what they should be achieving and why Regular mentoring sessions between General Counsels and Band 2 Resources via regular phone call meetings, video-calls, or web platform to keep a weekly connect the senior leadership Executive Mentoring
- 13. Additional Legwork all GC's must do to support Acceleration Senior GC's may have already observed Band 2 during collaborations, business calls, or informal executive team dinners and events. Gather, synthesize, and use information to make decisions? How do they behave interpersonally when they are challenged How do they prepare for and handle client calls, or board meetings, presentations? What is the dynamic between the leader and his/her team? How do they do all these things when under extreme pressure?
- 14. Adjustments for Senior Leadership Internal Mobility Ability to motivate teams & communicate effectively Leading change and in times of crisis Goal Facilitation Aligning to the desired state intent with decision making Best practices/Culture Specific Business Needs Building on what exists Integrate Seamlessly Delivers Business Goals Client Environments Better decision- making and strategic planning ability Managing stress and conflict Successful Role Transition Prioritizing Jon Shadowing Job-Shadowing
- 15. Mentor-Specific Skills Instructing/Developing Capabilities Providing Corrective Feedback Inspiring Confidence Managing Risks Opening Doors Subtotal Mentor Skills 20-25 Excellent mentoring skills; you easily mentor others; concentrate improvement efforts on fine-tuning your style with mentees 15-19 Great mentoring skills; continue to polish those skills that will make you even more effective and desirable as a mentor 10-14 Adequate mentor skills; work on your less- developed skills in order to acquire strong mentees and have better relationships with them 9 or Youll benefit from mentoring and practice on mentor skills; and observe others who have strong skills MR. VINAYAK (SELF- FEEDBACK FORM) SESSION 4 01.12.2021 Accelerate Beginning Moving Achieving Shining Instructional Capacity 1 2 3 4 Providing Corrective Feedback 1 2 3 4 Inspiring Confidence 1 2 3 4 Managing Risks 1 2 3 4 Opening Door Total 14
- 16. Knowledge Management Malaysia gives 50% voting rights to the parent company Germany gives 100% voting rights to the subsidiaries
- 17. Band 2 Knowledge Direction
- 18. ACCELERATE KNOWLEDGE Suggested Course to be done together (December-June) 18 IIM Calcutta has designed the Executive Programme in Business and Corporate Laws for working professionals. Leverages regulatory law framework in designing strategies to differentiate in a dynamic and disruptive environment, minimize organizational and financial risks and other aspects. Outcome Formulate strategic decisions effectively Leverage toolkits to take informed decisions Devise corporate strategies without legal loopholes and implications Upgrade your knowledge with the latest and important developments PROGRAMME COVERAGE (December to June) Advanced Corporate Law-I Advanced Corporate Law-II - Transactions Dispute Resolution (National and International) Protection of Intellectual Property Rights Legal framework for competition and consumer protection International Trade and Investment Law Globally approved motivation & engagement
- 19. External Coach-Executive Coaching(1 on 1 Basis) Develop understanding of the essence of EP and add value display gravitas Deconstructing Executive Presence Heighten awareness by how others perceive you & leverage feedback Discover what defines you in short term and long term goal Harness the Power Of Feedback Implementing your personal brand and performance to mange diverse audiences Strengthening your Leadership Brand through Performance Methods
- 20. Group Communication Training-Band 2 Learn strategic skills in leadership communication to assume higher leadership position Adopt Communication Analytics Understand the Argumentation / Persuasion&Critical Thinking Effectively convey your insights and recommendations to your seniors Peer collaboration and networking Real-world, case-based learning
- 21. Social Mentoring supporting the establishment of a balanced, informal, equal and long-term relationship between the mentors and the mentee. The mentor provides technical knowledge, advice, support, care and a perspective for the future. Social mentoring activities aim to implement informal, supportive social networks so that the person can reap the benefits associated with them, including ethos, mobility & goals Tools for social mentoring can be Fire-side chats Round Table Lunches Off site Meets
- 22. Sales tasks such as targeting, opening doors, advancing relationships, and identifying new opportunities, enhancing existing firm business development. No direct power relation, as the mentor has no influence on the mentees career in the mentees own organisation. Mutual inspiration from different departments can help reveal blind spots. Focus on Customer Experience Business Value &Breaking down of Silos Peer Mentoring
- 23. Matrix Executive Mentoring Knowledge Training Job Shadowing Peer Mentoring Social Mentoring Group Comm Coaching Name Stakeholder Management Overseas M&A Management Strategic Thinking/Decision Making Peer Evaluation Active Listening, Interpersonal Informal Communication Skilled Business Communication Kunal 5 3 4 3 5 4 Mudita 3 4 5 3 5 5 Bikram 5 4 2 2 3 3 Oman 4 5 4 3 3 3 Gauravi 4 3 3 3 4 2.5 Annette 3 3 3 5 5 5
- 25. Thank You!
Editor's Notes
- #12: In a similar manner, each tier includes corresponding analytics providingtabular and graphical reporting, which can then inform decisions on theappropriate adjustments to move individuals farther along the leadershippipeline and position them for future success.
- #13: Research has proven that the results of executive coaching include: Improvement in team leadership performance Sustainable organizational change Increased emotional intelligence and self-awareness so leaders can use their strengths more effectively Higher levels of leader resilience Development of strategic thinking skills Find motivation when we see how what we are doing impacts the overall institutional goals. Individual Goals Both coach andcoacheewill share responsibility to create goals, as a collaborativeenvironment generates a motivation factor when it comes to performance.
- #14: The paradox of leadership is that some leaders are better equipped to lead in a steady state, where others soar amid challengesand turmoil. These leaders unleash the best in others, encourage self- determination, collaboration and decisive action. Andthey know when a personal gamble is required for the win.
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