March 2007 Deep Insights

Mentoring personnel, as execution of a strategic plan unfolds, is a critical step. Unfortunately, abdication often is the course chosen by executives. They believe their contribution has been made building the plan and others should be held accountable for its execution.

Strategic plan structure should have mentoring interventions that include executives. To accomplish interventions the plan should be laid out with benchmarks, sunset and sunrise provisions. Benchmarks are stars that will guide personnel to realize their progress in relation to the Strategic Plan. Benchmarks require interventions to determine midcourse achievements, troublesome situations and outside influences that may affect decisions moving forward. Sunset is an intervention structured to call a “time-out” which allows personnel and executives to pause and survey their current position within the Strategic Plan. How is the entire plan fairing? Are all aspects on target? What are the ramifications of being behind or ahead of plan? What has been learned? Who should we tell? Structured sunrise interventions inspire personnel to continue by sharing what has been learned, embracing necessary modifications, take initiative assisting those who have fallen behind, design transparent measurements in view of all personnel and create environments encouraging participation.

Mentoring should not happen by accident and should not have to be requested. Mentoring must be encompassed within the STRATEGIC PLAN. To be successful mentoring must include executives who help build benchmarks, sunset and sunrise dialogue. Mentoring is a process of “talking around,” listening to determine people’s understanding of what should be understood, transforming EXECUTION into a growth opportunity for organizations and individuals.