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The Power of Perspective: How Mentoring Can Help Reshape the Goals of Senior Management

by | Oct 24, 2019 | Business Plan, Company Culture, Company Morale, Consulting, Leadership, Mentors Blog, Strategic Change, Talent Retention

 

Senior management, the innovative leaders of the group, are often tasked with defining the mission and values of the organisation and, when necessary, cascading change.  Not only is this an incredibly challenging position, but can result in there being a palpable despondency between management, the group and it’s most important asset- its people. On-boarding a Mentor can bring wide-ranging benefits and perspective to all levels of management. This week’s blog identifies 7 ways in which a mentor can give the guidance needed to realign management with the core values and objectives of their company, culture and future.


 

1. A Positive Workforce makes for a Positive Work Culture

To foster purpose in the workplace, promote employee satisfaction and, most importantly, retain key talent, it is crucial that workplaces and management alike continue to evolve with the social, technological and economical changes in society. Such developments have resulted in more and more people refusing to accept that a ‘live to work’ attitude is admissible. Mentoring can assist those in positions of seniority to recognise the effect that external factors can have on their internal team. Salary is undoubtedly important, however workplace well-being programmes, flexible hours and employee inclusivity can be of equal value. Mentoring can give the much-needed perspective that valuing contribution and effort in a non-strictly monetary sense can yield overwhelming benefits to the company culture.

 

2. Effective Leaders, Lead by Example

An age-old concept that can sometimes be neglected to uphold. Often, senior management can be completely unaware that their own performance may have slipped, which in turn can hinder the standards of productivity and performance amongst employees. Mentoring can provide the perspective needed for senior management to step back, assess the calibre of their own personal performance and gauge whether this in turn could be impeding that of their team. Managerial leaders should not only talk about their beliefs, values and standards, but actively demonstrate them so as to encourage their adoption throughout the group.  and  Striving to be the best on a managerial level can translate to boosted productivity and increased motivation in a workforce.

 

3. A Healthy Work-Life Balance is a Win-Win for All

There can at times be a significant disconnect between senior management and employees when surrounding what both parties deem to be an acceptable work-life balance. Employees experiencing a heightened sense of control in their lives outside of work tend to be more positive, productive and motivated in the workplace. A result of which can correlate with team members developing and upholding stronger relationships with senior management. Mentoring can equip all levels of seniority with the tools necessary for gaining a clearer perspective as to what is best for the individual, and ultimately, for the organisation. Through focusing on the importance of balance, well-being schemes in the workplace and even the encouragement of open communication, this can make for a healthier and happier workplace.

 

4. Appreciate that There is Always More than One Way of Doing Something

Very often where senior management positions have been occupied for longer periods of time, procedures and cycles can become regimented and replicated by default. The idea of something “always having been done this way” not only takes away from employee input and engagement, but can result directly in best practice being overlooked. Mentoring assists with management’s ability to recognise and accept the concept of there always being more than one way of doing things. Open mindedness is key in adopting a fully transparent and symbiotic relationship, as it lends to senior managements ability to come to face with changes in business landscapes, career trajectories and employee expectations in general. Encouraging discussion, suggestions and engagement is a powerful and highly effective way to promote workplace inclusivity and boost team morale.

 

5. Stifling Employee Growth Has The Potential to Inhibit Productivity

Whether due to tradition or merely a reluctance to change company procedures, management can at time stifle employee growth s senior staff, and often not being aware of doing so. Although this might not be deliberate, not encouraging open communication and the promotion of new ideas can leave people feeling unmotivated, uninspired and unappreciated. Ultimately, this will lead to a lack of productivity amongst teams as the incentivisation they would otherwise have is being compromised. The on boarding of an objective outsider can promote engagement and encouragement from senior levels, allowing employees to foster a sense of appreciation and purpose, making for a happier workplace.

 

6. Soft Skills Yield Just As Much Value as Hard Skills

Hard skills, the more quantifiable and job specific know-hows developed through education and training, would traditionally have been the most note worthy and valued skills sought after by management. However, changes in work environments, company cultures, career trajectories and roles have seen a significant increase in the need to value skills extending beyond those of a quantifiable nature. Soft skills, interpersonal skills that enable effective and sound relationships such as emotional intelligence, listening skills, time management and empathy, encompass uniquely human traits that boost morale and drive success. Mentors seek to assist management in predetermining individual soft skills, which in turn can help in redefining the company structural mission. Looking beyond trained methods and encouraging the application of intrinsic and humane approaches to challenges and roles can foster an array of positive outcomes in sustaining future growth.

 

7. Never Let Emotion Override Best Practice

Not letting emotion override the best practice of senior management when time, money and emotions have been invested in a company can often be an arduous task. The objective stance of a mentor can help mediate situations where the well-being of an organisation and its employees are perhaps being jeopardized. A non-partisan approach is often key in the suitable restructuring of roles and responsibilities to ensure that every position is structured to serve, not just the individual, but the team. Pragmatic, critical thinking and perspective can alleviate the stress that come with heightened emotions of senior decision making.

 

To find out more about mentoring and how it could benefit your senior management, please contact Commercial Director of Mentors, Ronan Harbison on +353 1 4871180 or +353 86 805 8624 and alternatively via email at r.harbison@mentors.ie .

 

Ronan Harbison

Ronan Harbison

Commercial Director