1. Enterprise MENTORTM
Steve’s Challenges!
• Employee Engagement “Steve’s a manager… He does a good job,
• Employee Motivation but he knows he can do more to engage
• Employee Morale
• Employee Retention
his team and achieve greater revenue/profit
Steve’s Goals! growth for his company. Read how Steve
• More Repeat Customers
does this by becoming a mentor to his
• More Referral Customers
• More Revenue/Profit team helped by Enterprise MENTORTM”
S
teve is the Area Manager Steve has heard about the benefits
for a large retail company of mentoring, and knows that some
and looks after 10 stores. of his senior directors have had their
Steve has recently noticed own external mentor, which has
a drop in employee engagement, been a great thing for them.
motivation and morale in his re- However, bringing in an external
gion, and is suffering from higher person to mentor Steve’s teams is
than average levels of staff turn- prohibitively expensive.
over, ultimately loosing some of his Looking for something different,
key staff. Steve discovers Enterprise MentorTM,
He is under pressure to deliver a set of tools and strategies which
results, and knows he needs to do provides him with the content, de- Enterprise MENTORTM gives line-managers the
more to drive up revenue and prof- livery method and framework for content, delivery tools and structure to success-
its. him to personally mentor his teams, fully mentor their teams.
He knows that he needs to take and get the best out of his people.
barks on a journey to mentor the
action and wants to make a positive Steve purchases a 31 person li- Managers, plus two Assistant Man-
change in his region. cence of Enterprise MentorTM and em- agers at each of his 10 different
1 www.EnterpriseMentor.com
2. Traditional
Enterprise Mentoring
stores. His licence covers the 30 and Assistant Manager listens to the CEO
Mentoring
mentees plus himself. digital mentoring sessions on their
MP3 mentoring MP3 players. Some listen to the ses- Board
sessions get things started sions on the way to work, some at
Steve arranges for the 30 Manag- work, and some even listen at home
ers and Assistant Managers to each with their feet up on the sofa! Be-
receive a low-cost MP3 player pre- cause the sessions are short, men-
loaded with Enterprise MentorTM. tees can re-listen to the sessions as
On the MP3 players are 20 short many times as they like.
audio mentoring sessions, each Ideas galore in the 218
around 15 minutes long. The first page workbook
five sessions focus on customers, the Once the mentees have become
Traditional mentoring using an outside mentor
next five sessions focus on teams, familiar with the particular digital is very expensive and normally only happens at
and the final ten sessions focus on MP3 mentoring lesson they are CEO/Board level—however, using Enterprise
the individual being mentored. In scheduled to listen to, they move on MENTORTM you can now bring mentoring to
Enterprise MentorTM these are known to the workbook and are able to ab- your front-line employees and use your own
sorb the learning in a different for- line-managers as mentors
as THEY BELIEVE (the customer),
WE BELIEVE (the team) and I BE- mat – this time the written word.
LIEVE (the leader). They also complete the various ex- grow and improve the stores in his
ercises in the workbook, the most region. Not all ideas are good, many
At the heart of the mentoring ses- are duplicates, but there are some
important being ‘What would you do
sions is the goal to get employees real gems in there which are worth
if you were CEO for a day?‘
and managers to think more like many tens, if not hundreds of thou-
business owners or CEOs, and to In Session 1, which looks at the
need to be relevant to your cus- sands (or more) to Steve in terms of
get this commercial way of thinking new revenues, cost-savings and
instilled deep into the front-line, so tomer, the mentees are asked to
suggest five ideas that they would new ways to motivate and engage
that customers feel that the level of with his staff.
service they receive is the same as if implement if they were CEO for a
day that would make their com- The critical face-to-face
they were served by the CEO or
pany more relevant to their custom- group mentoring sessions
business owner themselves.
ers. Following the first week of MP3
Steve initially meets with the mentoring sessions, Steve visits
Store Manager and Assistant Man- Since 30 mentees completed this
each store individually and gets the
agers from each of his 10 stores and exercise and provided five ideas
Manager and Assistant Managers
explains why they have been cho- each, Steve now has 150 new busi-
together (in a group of 3) to re-
sen to become mentees. ness growth and cost saving ideas
examine all that the mentees have
which can help him ensure his 10
He agrees a schedule, where his learnt from the digital mentoring
stores are 100% relevant to his cus-
mentees listen to two sessions of sessions. He’s able to bring the
tomers.
Enterprise MentorTM a week, and learning from the sessions back to
have one face-to-face group session During the 20 sessions of the pro- the retail stores, and find new ways
with him per week. gramme, the mentees give Steve a to contextualize the learning for his
total of 3,000 new ideas to help own team.
Individually, each Store Manager
20+ MP3/Flash Practical Your Line-Managers Become
Mentoring Sessions + Workbook Exercises + Mentors to Your Employees
Enterprise MENTORTM brings together digital MP3/workbook mentoring (which your employees and managers work
through at a time to suit them) with group face-to-face mentoring sessions with their line-managers and fellow mentees.
2 www.EnterpriseMentor.com
3. gaged, motivated and full of confi-
dence. It is clear they think much
more commercially and speak a
new language of business, putting
their customers at the centre of eve-
rything they do.
From his regular visits to the
stores, Steve has also noticed that
even though the front-line employ-
ees haven’t directly been through
the mentoring programme them-
selves (yet), they have started pick-
ing up new things from the Manag-
ers and Assistant Managers. It is as
if the new language and passion of
the managers has filtered through
directly to the front-line employees.
Why this type of
A critical element for creating change in behaviour comes from the group face-to-face mentor-
mentoring works
ing sessions. These take place at regular intervals after mentees have listened to one or two
digital mentoring sessions. During the whole programme, there may be as many as 10 face- Steve’s own line-manager is im-
to-face mentor sessions. pressed too, and mentions that he
has seen mentoring programmes
When the mentees get together, quickly re-listen to the whole men- implemented before, but never
they start to bounce new ideas toring programme in summary for- with the transformational results
around with each other, adding in mat, rather than having to go Steve has achieved.
suggestions that they hadn’t through each entire 15-minute ses-
thought of individually. Soon the sion (although many mentees Steve explains that this is because
synergy of the group kicks in, and choose to re-listen to the full men- he has been able to leverage the
they are able to achieve more col- toring sessions many times as well, tools and structure of Enterprise
lectively than they ever could indi- learning more each time they lis- MentorTM — and because the men-
vidually. ten). tees have had two types of mentor-
ing (digital MP3 mentoring sessions
For Steve, this is a tremendously Also included on the MP3 play- and face-to-face mentoring).
effective way to spend his time and ers are 10+ hours of extra bonus
mentor 30 people in different loca- materials including interviews and Steve has discovered from his
tions. It also gives Steve the oppor- mentor sessions with famous CEO own research that mentoring pro-
tunity to see who shines in his and business owners. These bonus grammes which are not supported
group, where the strengths and sessions allow mentees to hear first by supplementary content and
weaknesses of his team are, and hand from some of the most suc- structure seldom succeed, and men-
who needs more of his time and cessful business people in industry, toring programmes which rely
attention to bring up to speed. and hear exactly how they think, solely on self-study by the mentee,
act and make decisions, and what but do not have a face-to-face ele-
For the mentees, they recognise ment struggle too.
the investment the company is makes them achieve extraordinary
making in them and quickly start to results as business leaders. But Steve knows only too well,
change their behaviour based on Final presentations—the glue that when you put the two together
their learning from the digital MP3 which brings it all together (i.e. the content and structure of
mentoring sessions, and the guid- Once the mentees have com- Enterprise MentorTM with face-to-
ance and feedback they receive pleted all the mentor sessions, they face mentoring), then real magic
from Steve. They also get to keep individually present their ideas starts to happen, and the results
the MP3 players, so they can re- back to Steve and his own senior which are achieved in terms of peo-
listen to the digital mentoring ses- line-manager. ple and profit growth are extraordi-
sions any time. nary.
This act of mentees presenting all
20 summary sessions recap Mentees Become Mentors -
they’ve learnt means that they have Rolling mentoring out to
the course in about an hour to fully understand their subject to your front-line employees
Pre-loaded on the MP3 players be able to explain it to others.
Although the Store Managers
are 20 summary sessions which run Steve notices a dramatic change and Assistant Managers are already
for around 3-minutes each. This in the mentees, who are now en- benefiting from the mentoring ses-
means the mentees can very
3 www.EnterpriseMentor.com
4. more owner- responsibility of following through
1. MP3/Flash Mentoring Sessions 2.Workbook
ship and re- with new ideas. He does this for six
sponsibility months, and then hands over the
3. Face-to-Face Mentoring Sessions for their reigns to another manager who
work, and comes up with new ideas to get the
4. Sum mary
6. Protege feel part of most from the mentoring pro-
5. Presentat ion Becomes
Sessio ns
Mento r
the business, gramme.
constantly Every six months a new person
7. Follow-Through looking for takes responsibility for keeping the
new ways to learning from the mentoring pro-
Enterprise MENTORTM uses a seven-step multi-learning approach which
thrill, wow gramme alive in the company, and
combines face-to-face learning with digital MP3/Worlbook based learning. and dazzle coming up with new creative ideas
This proven combination allows employees to initially learn at a time which their cus- to drive the company forward
suits them, and then expand their knowledge in group mentoring sessions. tomers. through mentoring.
Happy repeat & Who is your Steve?
sions (both digital and face-to- referral customers! In your company, you may have
face), and the stores are already From a customer’s perspective, many Steves. Steve may be a re-
seeing higher levels of employee Steve notices that the revenues in gional manager, a divisional direc-
engagement, motivation and even his region are up, he sees his aver- tor, a department
revenues (they are up nearly 20%), age order value up, and he cer- manager – or
Steve wants to make sure that every tainly sees more repeat customers perhaps a man-
employee in his region gets the op- coming into his stores. Interest- ager who leads a
portunity to be mentored, so that ingly, he starts getting letters from team of five or
ALL employees feel more involved customers saying the service they more people who
in the business and understand the received at the store is exceptional, are all located in
company and industry at a deeper and that they have already told the same office.
level. their friends to shop at his stores. Your Steves may have had ex-
He doesn’t just want employees Once word gets out about the tensive leadership training, and
to feel that they have a job, he good work Steve has done, other even be exceptional man-managers
wants them to feel connected and regions want to bring mentoring to and leaders. But only when they
part of the business. their stores, and follow exactly the personally get involved with their
To do this, he gets each of the same model. teams and actively involve em-
Store Managers and Assistant Before long, there has been a to- ployees and managers in your
Managers to become mentors tal transformation in the company, business by mentoring them, will
themselves, and take their own and the way employees and man- you and they achieve higher levels
teams through the exact same proc- agers think, act and make deci- of employee engagement, motiva-
ess that he took his managers sions. tion, revenues and profits.
through.
Follow-through activities… Getting the best from people is
Steve arranges for all the em- Keeping the new spirit alive not just about leaders receiving
ployees in his 10 stores to receive Steve suggests to the CEO that more leadership training, it’s about
workbooks and low-cost MP3 play- the company organises regional getting employees and managers
ers which are pre-loaded with En- get-togethers so that different Store actively involved in the business
terprise MentorTM. For the people Managers can share ideas, and and making them feel responsible
who already have compatible mo- show-case their best ones to their for the success of it. Mentoring con-
bile phones, he arranges for them colleagues in the same region. sistently achieves this.
to get a new Micro SD card which Based on the success of these In the book People Upgrade
they simply slot into their phone. ‘regional’ get-togethers, the CEO (which you can download for free
On the card is the Enterprise Men- arranges for a ‘national’ conference from www.enterpriseleaders.com/free-book)
torTM programme. so that all the best ideas are shared, you’ll read the real-life case-study
Change in behaviour and managers and employees from of Hammonds Furniture, and learn
Over time, Steve starts to see a around the country can share their how their Steves (Justin and David
complete change in the way his own experiences and results from in this case), were able to achieve
front-line employees interact with mentoring. transformational results by leading
customers. He sees a change in be- To keep the ideas from the men- their teams through Enterprise Men-
haviour of his employees (and toring sessions alive throughout torTM.
managers) who start to think more the company, Steve takes on the
like business-owners, who take
4 www.EnterpriseMentor.com