Although mentorship is a hot topic in some Leadership and Development circles, it's largely viewed as a "nice to have" for most up-and-coming leaders. According to a recent conversation with Insight Experience expert facilitator Laurel Tyler, having a mentor isn't simply a career accelerator for junior leaders; it's also a fulfilling gift to become a mentor.
Picture this: You’re a sales rep for a product that hospitals use, whether a device, a drug, or a piece of equipment. You believe in the product. You believe that it works better than the other products in the market. You’ve seen lives changed by this product. You’re proud of it.
Why is it that some Fridays find us feeling proud of our productivity, while other weeks we barely make it to Wednesday before the completion anxiety kicks in? Sometimes the interruptions come in waves and fires pop up with alarming frequency. All of your best people call in sick, your voicemail fills up, and your inbox piles high.
Employees are often promoted to their first leadership position as a result of their performance as individual contributors. These new leaders, therefore, need to make the shift from delivering results themselves to delivering results through others. In some cases, individuals are not promoted to people-leadership roles but rather to larger-scope individual contributor roles. In these types of roles, they are required to influence and deliver results through others, often as project leaders or by working with cross-functional or matrixed teams. Insight Experience is excited to have recently adapted a leadership development program, originally designed for frontline and first-time leaders, into one for individual contributors. Though there were some notable changes to the program design and business simulation, the core learning points remain intact.
How do companies retain and nurture the talent of Gen Z? The answer: Offer interactive opportunities for learning.