Synopses & Reviews
Review
“A practical yet powerful book for helping leaders make continual learning a valuable addition to their strategy.”
—Mike Krzyzewski, Head Coach, Duke University Mens Basketball Team, 2010 NCAA Champions
“Mentoring is the highest of the teaching arts—Chip Bell and Marshall Goldsmith have skillfully crafted the essential handbook for all those who are trusted advisors to aspiring leaders.”
—Jim Kouzes, coauthor of the bestselling The Leadership Challenge
Review
“Managers as Mentors is the must-read for leaders who value innovation, growth, and progress—all treasured byproducts of those learning organizations where leaders mine talent.”
—Vijay Govindarajan, coauthor of the New York Times bestseller Reverse Innovation and Professor of International Business, Tuck School of Business, Dartmouth University
“Companies today tell their managers ‘You need to mentor. Often left hanging is the question of how. Chip Bell and Marshall Goldsmith fill in the blanks by offering a user-friendly handbook that shows busy managers how to effectively mentor their people. Essential and full of practical wisdom.”
—Sally Helgesen, author of The Female Advantage and The Web of Inclusion and coauthor of The Female Vision
“Managers as Mentors outlines simple, easy-to-follow steps so that the mentoring role becomes comfortable and doable—even for the busiest managers.”
—Beverly Kaye, coauthor of Help Them Grow or Watch Them Go and the international bestseller Love Em or Lose Em
“As captain of the ‘best damn ship in the US Navy, I learned that the high-performance sailors typically had effective mentors. Wish Id had this book then! Id have given a copy to all my leaders.”
—Mike Abrashoff, author of the New York Times bestseller Its Your Ship
“The concept of this books brilliance is that every leader must become a mentor to his or her employees. Buy the book and find out how.”
—Jeffrey Gittomer, author of the New York Times bestsellers The Little Gold Book of YES! Attitude and The Little Red Book of Selling
“A good manager makes you want to do a better job; a great manager makes you want to be a better person. This book will help you become the mentor you always wanted and honor the terrific ones you had.”
—Mark Goulston, author of the international bestseller Just Listen and coauthor of Real Influence
“The single most important action you can take to advance your career is to partner with a great mentor. Imagine how far you could go with two great mentors. In Managers as Mentors, renowned leadership experts Chip Bell and Marshall Goldsmith serve as sage mentors as you learn how to be a great one yourself.”
—Bill Treasurer, author of Leaders Open Doors and Courage Goes to Work
“Managers as Mentors doesnt miss a beat and only gets better with time. This third edition, structured around the SAGE model, is sage in the wisdom, experience, and stories it imparts to new and experienced mentors alike.”
—Dr. Lois J. Zachary, author of The Mentors Guide, The Mentees Guide, and Creating a Mentoring Culture
“Managers as Mentors provides the framework for developing emerging mentors and passing on the torch of leadership from person to person, one relationship at a time.”
—Marianna Grachek, President and CEO, American College of Health Care Administrators
“In the movies (and books), rarely is the remake as good as the original. That is not the case here! Take an important topic and add two brilliant and respected practitioners and what you get is this book. I read the first edition and loved it. Now, this revised third edition with illuminating additions is better than ever. If you want to help individuals (and your organization) reach anything close to their potential, read and apply this book. Start with yourself, and then share it widely. Thanks, Chip and Marshall, for a valuable addition to the learning leaders library.”
—Kevin Eikenberry, author of Remarkable Leadership
“I cant imagine any two people on this planet better equipped to take on this subject than Marshall and Chip. For those seeking advice in building successful mentoring partnerships, this is your book.”
—Gordon Peters, Founding Chairman and CEO, Institute for Management Studies
“The book managers everywhere have been waiting for: a clear and practical guide to tapping talent in their organizations. If you ever wondered what managers in ‘learning organizations are supposed to be doing, heres your answer.”
—Nancy K. Austin, coauthor (with Tom Peters) of A Passion for Excellence
Synopsis
Mentoring is more important than ever. Younger workers expect it or theyll walk. Organizations need to provide it to stay competitive. This latest edition of the classic Managers as Mentors is a rapid-fire read that guides leaders in helping associates grow and adapt in today's tumultuous organizations. Thoroughly revised and updated, this edition places increased emphasis on the mentor as a learning catalyst for the protégé rather than as someone who simply hands down knowledge—crucial for younger workers who prize growth opportunities but tend to distrust hierarchy.
As with previous editions, a fictional case study of a mentor-protégé relationship runs through the book. But now this is augmented with six case studies of some of the 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 and getting information digitally. Also new to this edition is the Mentors Toolkit, six resources to help in developing the mentor-protégé relationship.
This hands-on guide takes the mystery out of effective mentoring, teaching leaders to be the kind of confident coaches integral to learning organizations.
Synopsis
Leaders Creating LeadersThis latest edition of the classic Managers as Mentors is a rapid-fire read that guides leaders in helping associates grow in todays 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.
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 Mentors 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.
“Continual learning is a key to effective leadership…Managers as Mentors is a practical yet powerful book for helping leaders make continual learning a valuable addition to their strategy.”
—Mike Krzyzewski, Head Coach, Duke University Mens Basketball, 2010 NCAA Champions
“Mentoring is the highest of the teaching arts, and in this new edition, Chip Bell and Marshall Goldsmith have skillfully crafted the essential handbook for all those who are trusted advisors to aspiring leaders.”
—Jim Kouzes, coauthor of The Leadership Challenge and Deans Executive Fellow of Leadership, Leavey School of Business, Santa Clara University
“Managers as Mentors will be the indispensable handbook of managers/leaders across the sectors.”
—Frances Hesselbein, President and CEO, The Frances Hesselbein Leadership Institute, and former CEO, Girls Scouts of the USA
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.
Marshall Goldsmith was recently recognized as the number one leadership thinker in the world by Harvard Business Review. He is the author, coauthor, or editor of thirty-one books, including the New York Times and Wall Street Journal bestsellers Mojo and What Got You Here Wont Get You There.
Table of Contents
Preface
Beginning Our Journey
Part I: Mentoring Is . . .
Chapter 1: Panning for Insight: The Art of Mentoring
Chapter 2: Mentoring in Action: A Case Study
Chapter 3: Assessing Your Mentoring Talents: A Self-Check Scale
Chapter 4: Mentor: Heal Thyself!
Chapter 5: Case Study: An Interview with Mark Tercek, CEO of The Nature Conservancy
Part II: Surrendering -- Leveling the Learning Field
Chapter 6: Kindling Kinship: The Power of Rapport
Chapter 7: The Elements of Trust Making: “This Could Be the Start of Something Big!”
Chapter 8: The Person in the Mirror: Blending Humility with Confidence
Chapter 9: Inside the Mind of the Protégé: Calming the Anxious Heart
Chapter 10: Case Study: An Interview with Liz Smith, CEO of Bloomin Brands
Part III: Accepting -- Creating a Safe Haven for Risk Taking
Chapter 11: Invitations to Risk: Acceptance As a Nurturer of Courage
Chapter 12: Socrates Secret Skill: Awesome Queries
Chapter 13: The Ear of an Ally: The Lost Art of Listening
Chapter 14: “Give-and-Take” Starts with “Give”: Distinguished Dialogues
Chapter 15: Case Study: An Interview with Deanna Mulligan, CEO of The Guardian Life
Insurance Company of America
Part IV: Gifting -- The Main Event
Chapter 16: Avoiding Thin Ice: The Gift of Advice
Chapter 17: Reporting on Blind Spots: The Gift of Feedback
Chapter 18: Linking Proficiency to Purpose: The Gift of Focus
Chapter 19: The Bluebirds Secret: The Gift of Balance
Chapter 20: Inviting Your Protégé to Enchantment: The Gift of Story
Chapter 21: Case Study: An Interview with Joe Almeida, CEO of Convidien
Part V: Extending: Nurturing a Self-Directed Learner
Chapter 22: Beyond the Relationship: Ensuring the Transfer of Learning
Chapter 23: “If You Want Something to Grow, Pour Champagne on it!”
Chapter 24: Managing Sweet Sorrow: Life after Mentoring
Chapter 25: Case Study: An Interview with Fred Hassan, Managing Director of Warburg
Pincus, LLC
Part VI: Special Conditions
Chapter 26: Unholy Alliances: Mentoring in Precarious Relationships
Chapter 27: Arduous Alliances: Mentoring in Precarious Situations
Chapter 28: Case Study: An Interview with Frances Hesselbein, CEO of Francis Hesselbein
Leadership Institute
Part VII: The Mentors Toolkit
Tool #1: Quick Tips for Mentors and Protégés
Tool #2: Mentoring Competence Measure
Tool #3: Mentoring FAQs
Tool #4: More Reading on Mentoring
Tool #5. Elements of a Learning Plan
Tool #6: The Eagle
Notes
References
Thanks
About the Authors
Index