Designed for Learning

Sue Garner / April 29, 2024

The value of training and development comes when the knowledge is received, retained and applied. To achieve this outcome, we need to ensure that our training resources and programmes are designed for learning. So, how can we nurture learning and encourage its application? Outcomes Focused Training & Development If you asked me to deliver training to your team, I would ask what outcomes you want to see. That’s because the purpose of training is not the event itself, but the changes that occur after. Therefore, my role is not simply to impart knowledge, but to also encourage engagement. I need to connect delegates with the subject on a level that motivates them to apply it. To achieve this, I undertake research in the neuroscience of education. When we understand how the brain works, we can use this cognitive insight to ensure that our training materials and approach are designed for learning. “Education is about enhancing learning, and neuroscience is about understanding the mental processes involved in learning. This common ground suggests a future in which educational practice can be transformed by science, just as medical practice was transformed by science about a century ago.” – Report by the Royal Society, UK, 2011 Factors Impacting Learning Many factors impact our ability to learn. They include our recent sleep pattern, our health and our priorities on that day. If we’ve been told to attend, we are less likely to embrace the experience than if we chose to be present. These factors are out of the hands of trainers, however, there are things that we can do to influence positive engagement and information retention. Understand the Audience To make the training relevant, it is crucial to know your audience. We need to build on their current level of expertise and have a picture of where the learning will be applied. Equally, what is their motivation for being on the course and their desired outcomes? Pre-event discussions or questionnaires allow you to tailor the training for the delegates. Consider the Training Environment The place in which you train has an impact on how people feel and behave in the session. As an example, a stark room can make the training feel like a punishment to be endured. Delegates might recall strict teachers and negative experiences which make them fearful of speaking up and getting something wrong. Even when you are allocated a stark room, think about ways to improve the atmosphere. I recommend you maximise natural light, play background music and add colour. Depending on the course, I might leave tactile resources on the table or pose a thought-provoking question before the start of the course. These steps help to set a more relaxed and inquisitive training environment. Repeat Key Information Neuroscience tells us that repetition aids memory. We struggle to retain information that we only encounter once. And, as a trainer, choose what you put on repeat to ensure the key points are remembered. However, that doesn’t mean endless reciting of the same facts or information. Spacing is a technique that helps us commit knowledge to long-term memory. Rather than an intense blast of information, spacing revisits key points at various times throughout the training. So, you might present key information in an infographic. Then, reiterate the point with a case study video. Later in the training, revisit with a group activity or discussion. Recap in the end-of-session summary and include in materials given to delegates to take away. Promote Active Participation Neuroscience informs us that passive listening is not an effective learning strategy. Just listening to information or instruction results in low retention levels. For this reason, as trainers, we need to consider ourselves as facilitators. Our role is to encourage action through discussion, debate and activities. Draw out opinions, gather feedback and build in practical elements. Whenever possible, let the delegates take the helm. Designed for Learning Acronyms I recently came across an acronym, LEARNERS. Created by neuroscientist, Stella Collins, it clearly defines the key steps I take when planning a training session: L – Link training to what the delegates already know E – Emotional content creates memorable connections with the learning A – Anchor the learning into everyday activities to make it relevant R – Repeat key information to embed learning N – Novel approaches stand out, so embrace multi-sensory resources and unique delivery E – Exercise aids cognitive activity, so get people moving R – Recovery – the brain needs time to process learning, so questions may occur after the event S – Stories help delegates relate to the information and its application Although every delegate has a unique way of thinking and processing information, these points are known to improve learning. Whatever the delegates’ learning preferences or neurodiversity, LEARNERS will increase the chance of information being retained and recalled. Another useful acronym is SCARF. This highlights factors that improve learning from the delegates’ perspective: S – Skills improvement needs identified by the delegate and matched by the trainer C – Clear structure and certainty about the course content is provided A – Autonomy; given some choice or control during the session R – Relatedness, meaning the trainer is personable and delegates can connect to the information F – Fair treatment of delegates – everyone has an opportunity to contribute without judgement I find it useful to consider how I can meet these requirements before each training session. Pre-event information is just one step to help set the training off on the right foot. How to Design Training to Boost Learning & Application Neuroscience research can help us understand meaningful ways to impart knowledge. What we know is the value of training is increased when delegates are engaged in relevant, emotive and active learning. With a focus on outcomes, I apply this insight to my courses and feedback suggests it is an effective approach. Contact me to discuss the training needs of your team or for more details of my Training for Trainers programme. * https://www.cipd.org/uk/knowledge/reports/learning-at-work/

Training, Coaching, Mentoring, recruitment

Workforce Planning: How to Futureproof Business

Sue Garner / March 26, 2024

As we enter a new financial year, you’ll be allocating resources to keep your business operational, competitive and profitable. As part of this process, it is important to consider your workforce. As one of your greatest assets, where do you need to invest to engage and empower employees? Taking Stock with Workforce Planning The start of a new financial year is the ideal time to take stock of your workforce. As with any other asset, you need to be certain that you have the right people, with the right skills, in the right place to meet evolving business demands. This doesn’t happen by chance, it requires an assessment of the current situation and mapping out what is needed to futureproof the business. Then decisions can be made about investment in learning pathways for staff, along with redundancies and recruitment. The following questions can kickstart your workforce planning process: So, what actions are required to best meet the short and medium-term business objectives? This process will likely highlight a common issue of skills gaps. Many industries are struggling to find employees with the necessary expertise and experience. This isn’t just a challenge in the UK and without a change of plan, there will continue to be a void of talent. Underinvestment in Training & Development Raising the Bar*, a report by the Learning & Work Institute, revealed insightful research on training. It suggests that investment in employee development dipped in the financial crash of 2008. This is understandable, however, it has never recovered. What’s more, UK businesses now only spend around half on training and development as their counterparts in France and Germany. It’s clear that the budget for upskilling teams is not a priority and yet, most employers report skill shortages. What’s more, employees are actively seeking out companies that offer career progression. And, those business that are proactively investing in professional development report increases in: Doesn’t that sound like a strong return on investment? These are some of the reasons that the British Chamber of Commerce states that investment in skills is vital for business success**. Why Hasn’t Upskilling Been a Business Priority? We’ve had years of unexpected changes. As a result, your businesses may have experienced difficult financial decisions. Have budgets been spent on reacting to the latest challenges, rather than workforce planning? And yet, you may have identified the need to invest in training and development, even if that plan has not been actioned. In addition, during times of uncertainty, there is a fear that you’ll invest in upskilling employees and they’ll move on. As a result, that money and time is wasted. However, I’d like to argue that if you don’t value and invest in your employees, there is no reason for them to stay. Isn’t it time to elevate their skills and potential and reap the rewards? Establishing a Pipeline of Talent Even if there are no immediate training needs within your team, you can make plans to futureproof the business by considering the pipeline. When your top talent moves up, on or into retirement, who is lined up to step into their shoes? There may well be individuals in different roles with potential and interest in other areas of the business. As such, training and mentoring could open up new avenues for them and build your pipeline of talent. This reduces the risk that expertise or systems falter when a key player is lost. Options for Developing & Embedding Skills Skills development can take many forms. For example, I provide structured leadership training and mentoring programmes, tailored to individual and business needs. In addition, I see incredible value in enabling employees to access micro-training resources. These include modular online learning, podcasts, webinars and mentoring sessions delivered by colleagues. If some team members are trained, encourage them to share the learning. They can impart knowledge or insight in a presentation, demonstration or discussion slot in a team meeting. This can increase the value and inspire fresh thinking about how things are done. If your workforce planning has identified development needs and you are committed to futureproofing your business, get in touch: info@suegarner.co.uk. With an understanding of your desired outcomes, I will recommend options that best fit your requirements and budget.! * https://www.cipd.org/uk/knowledge/reports/learning-at-work/

Training, Coaching, Mentoring

Training & Development That Delivers Value

Sue Garner / March 4, 2024

Is your industry struggling to fill vacancies, retain employees and have adequately skilled teams? These issues can be addressed through training and development. However, there remains a reluctance to invest in valuable training, why is this? We Haven’t Enough Time for Training & Development When I talk to business owners, one of the reasons given for not providing a training and development programme is lack of time. This was also identified as a barrier to learning in the 2023 CIPD Learning at Work* report. I don’t believe time is the issue. Firstly, when training and development offer the knowledge, insight, resources and support that individuals and organisations need, we make time for it. Secondly, modular and bite-sized training makes it possible to allocate as little as an hour a month to develop skills and knowledge. Is this idea of time limitations based on the idea that all employees need to participate in an annual training day or attend an industry conference? Whilst those events still exist, these are seldom the best ways to learn. Creating a Learning Community In a recent Masterclass, I shared ‘5 Key Learning Trends for 2024’. One of these is the shift towards learning communities. Insight reveals that employees value private, online communities of direct relevance. These member-only groups are viewed as a safe space to connect and learn. An online community inspires open discussion, problem-solving and the sharing of good practices. As such, it is a supportive learning environment. Equally, members gain access to insight and resources that aren’t available to the general public. Although structured, these online groups respond to what members bring to the table. My Premier Training Club focuses on supporting in-house and freelance trainers. However, there are learning communities for an expansive range of roles and industries. So, find one that relates to your field of interest! Learning Communities: A Solution for Corporate Trainers As a trainer, creating an online community offering could increase learner accessibility. A Goldman Sachs survey revealed that 50% of people have valuable knowledge which could help educate others. Of these, 28% of these were considering starting an online learning platform. If you are one of them, my recommendation is to map out a members-only community offer! A learning community typically features a regular virtual training session and open discussion. Prepare a theme, yet be willing to be flexible. If members are keen to pursue a particular point, it makes sense to adapt and give this more air time. In addition to group sessions, give members content to access at their convenience. You could include e-learning modules, podcasts and guides. Learning Communities: A Solution for Employers As an employer, have you considered online communities as a practical way to equip your employees with knowledge and resources? This could be far more affordable and valuable than a training day or conference. That’s because your employees don’t want to wait a month or two to attend a course. Instead, they want support now. Have you previously considered online communities as a training resource? If not, I assure you that this is an untapped opportunity for upskilling your team. The key is to research existing and new groups. Find ones that align with the company’s goals and desired learning outcomes. Who are the thought leaders in your field and can they contribute to employee and business aspirations? Measuring Training Outcomes Unlike a training day, membership groups may run for several months or be ongoing. This helps embed learning and address issues that may arise in the process. As such, it is likely to result in improved performance and productivity. These are outcomes that drive impact. On the flip side, your employees are unlikely to get an attendance certificate. Equally, it isn’t straightforward to tick a box and say they’ve completed a training course. However, these means of measuring training and development are not meaningful, so let them go! In Summary We have a national skills shortage in many industries that needs to be addressed. Online learning communities provide a practical, accessible and meaningful opportunity to share knowledge, insight and best practices. As such, they can drive employee performance. If they haven’t been on your radar, get researching, as this is a growing trend for 2024. And, if you would like to discover the other key learning trends, or discuss joining my Premier Training Club, contact me! * https://www.cipd.org/uk/knowledge/reports/learning-at-work/

Gain trust in the workplace, two men shaking hands

Training, Coaching, News

How to Gain Trust in the Workplace

Sue Garner / January 25, 2024

Who can you trust? Technology is being widely adopted to drive workplace efficiency and innovation. Yet, recent studies show that the impact of automation is a decline in trust. In this article, we discuss why trust is essential to business success and what leaders can do to ensure it remains a core value. Do Employees Trust Managers? In 2023, the Index of Leadership Trust* recorded the lowest levels of trust in line managers in the 5 years that the survey has been conducted. Inconsistency in decision-making was one of the many areas identified as the cause of the trust deficit. Then, in January, the latest Edelman Trust Barometer** was published. This indicates a lack of trust in company leaders, global powers and the media to act in the public’s best interest. The report suggests a general view that society is changing too quickly and not in ways that benefit the individual. Distrust was highest in employees within the lower income bands who feel that managers and politicians are disproportionately paid and driven by greed. What’s more, there are concerns that the rapid pace of innovation means that new solutions are not properly managed or sufficiently evaluated by experts. Equally, the research, reasons and recommendations are not widely shared. In short, it’s a sense that things are happening to us, rather than us having any say, control or choice. Does Trust Matter in the Workplace? In every work environment, productivity is the buzzword. We want to increase output to remain competitive and maximise investments. So, with promises of streamlined processes, it is no wonder that technology is embraced. However, there is also a strong correlation between trust and productivity. Yet, trustworthiness isn’t a skill that is actively sought out in leaders and it is difficult to quantify, so all too often it is skimmed over. In a workplace without trust, employees will do what they are legally and contractually obliged to do and little else. What’s more, to protect their interests, they will keep ideas, information and resources to themselves. Conversations are guarded and the focus is on getting to the end of the shift. In contrast, a work culture built on trust sees employees willing to contribute their skills, strengths, time and energy to group success. The attitude and behaviours are collaborative, motivated and considerably more productive. People are willing to speak up and branch out because they are confident in taking risks and know their views count. Managers V Leaders: It’s a Matter of Trust Trust is the difference between a manager and a leader. As a manager, your role and responsibilities have been agreed with the organisation. You may head up a team, but that doesn’t necessarily mean that you lead them. In contrast, a leader may not officially hold a management position. However, they have established a relationship with the team. They engage, include and inspire. Others trust them because they consistently demonstrate integrity, competency and genuine interest in the people around them. Leaders empower others. They notice each individual’s strengths and achievements, they challenge and develop talent and they are open to involving the team and keeping them informed. They are reliable and fair; a person trusted to turn to for expert advice, problem solving and support. How to Create Trust in the Workplace Trust is dependent on strong leaders and an inclusive work culture. It takes time to establish and can be easy to lose. It is such a valuable component in business success, so it is worth the effort. Listen to Understand An important aspect of building trust is spending time listening to your employees. What are their motivations, their skills and their underutilised talents? What are their perspectives, values and preferred ways of working? This insight is invaluable in having meaningful conversations, engaging employees in shared goals and delegating responsibilities. Involve the Team in Decisions Equally important is collaboration. You have organisational goals, but how do you get team members to buy into them? Firstly, share the desired outcome and invite suggestions on how this could be achieved. Explore ideas and encourage questions and developments. Thank people for what they bring to the table and put their ideas into action. Trust your Team Another point is that trust is mutual. Your role as a leader is to empower, not micro-manage. You have to believe that people will meet your expectations. So, get ready to relinquish control and accept that there are some things that they can do better than you. “The trust of the people in the leaders reflects the trust of the leaders in the people” – Paulo Freire If individuals take advantage of a more hands-off approach, their behaviour and attitude have to be promptly addressed. They need to be held to account. This is a significant factor in maintaining both motivation and trust in a leader with the rest of the team. Be Authentic People do not expect leaders to be perfect, but they want them to be honest, so break down the façade and be authentic. For example, you can: If the leader is authentic, it creates a culture of psychological safety, which drives job satisfaction, staff retention and low absenteeism. Invest in Trust When employees trust the organisation and leaders they are working for, they are likely to be self-motivated, collaborate with colleagues, contribute and embrace challenges. This drives productivity as much as the latest technology. For this reason, I believe businesses need to invest in leadership skills and building trust as much in digital advances. Contact Sue Garner to discuss your training needs *https://www.managementtoday.co.uk/%E2%80%9Cstory-stagnation%E2%80%9D-leaders-failing-grow-trust-says-report/indepth/article/1828090 **https://www.edelman.com/trust/2024/trust-barometer

Training, Coaching, Mentoring

Enable New Managers to Hit the Ground Running

Sue Garner / January 11, 2024

You’ve recruited a strong candidate, they’ve accepted the role and your new manager will soon be in post. Job done! Well, not quite. If you want new managers to hit the ground running, it’s time to plan their induction. Prioritising Recruitment & Retention According to the Ambition Index*, a survey of UK SMEs, there’s a feeling of optimism in the air. The majority of SMEs feel resilient and are exploring opportunities to unlock growth. The survey revealed that 22% plan to invest in talent recruitment and retention to achieve it. As such, upskilling current employees through training and attracting new talent are top priorities for 2024. Is your company investing in internal promotions or recruitment? If so, you want those new managers to be up and running from the offset. You need them to step up, take on responsibilities, drive productivity, generate sales and lead the team. However, they are going to need some input from you and the team to be able to do that. Even the most experienced and competent new manager will arrive with limited knowledge of how your company operates. As for internally promoted managers, they have to quickly shift their approach to fulfil a leadership role. Onboarding New Managers When onboarding new managers, consider the tools, methodologies and information that will equip them to meet your expectations. All new starters benefit from an informative induction to the company. The best way to ensure a consistent message is to produce an induction training programme. Use this to share the company values, key achievements and future goals. The programme can include links to interactive training modules, important documents and the websites of key clients. The next step is to plan a schedule for the first week or two in post. Who does the new manager need to meet? Prearrange meetings with members of the team to discuss their roles and the current projects they are working on. In addition, book meetings with clients, partners, suppliers and other priority contacts. These can be virtual, although it is often beneficial to meet in person. Buddies and Mentors Assign an experienced and positive member of the team as a buddy. They are the first point of contact for any questions in the first week. A buddy helps the new manager negotiate the working environment, bringing them quickly up to pace with business protocol. If you want to get the most from your new manager, mentoring is the next step. A mentor works with the individual’s skills to address challenges, unlock capabilities and optimise potential. This is especially valuable when the recruit has limited experience in a leadership role. Leadership Training for New Managers Continuous development is essential for any strong leader. After your new manager has been in post for a few months, discuss training needs. Is the individual proactive and how do they perform in reactive situations? Can they spot opportunities in the pipeline, as well as ensuring the team meets a deadline? Workplace training often focuses on building technical capabilities. However, for new managers, leadership training is valuable. What issues are they finding difficult to address? My online training short courses include common requirements including Employee Engagement, Effective Delegation and Team Motivation. These can be a good starting point. Building on this, advanced leadership training supports professional growth. Covering the essentials of communication, presentation and influencing skills, it supports the achievement of personal and business ambitions. Gather Feedback from New Managers Although recruits are finding their feet in your organisation, they bring expertise and experience to the table. What’s more, they see your business from a fresh perspective. For this reason, ask them for feedback on how the company might achieve its goals. What do they see as the strengths, weaknesses, opportunities and threats? Can they spot issues that could be resolved to streamline processes or better communicate the company values? Be open to feedback and benefit from valuable insight. Leave Them to It or Leverage Success So, when you recruit a new manager, you can just leave them to it. Their skills and strengths got them the job, so now it is over to them to deliver. You’ve spent enough time on the recruitment process and you need to crack on with other tasks. Alternatively, you can put measures in place to help leverage success. Prepare the necessary induction and you will benefit from managers who are equipped to hit the ground running. Contact Sue Garner for information on leadership training, mentoring or preparing interactive induction programmes. * https://www.three.co.uk/business/the-ambition-index

Training, Coaching

Transform your Courses into Bite-sized Resources

Sue Garner / March 3, 2023

As a trainer, you dedicate time and effort to research, plan and prepare your training sessions. Are you currently repurposing that content? If not, this article explores the benefits and options for giving your resources a fresh lease of life. Why Repurpose Training Content? As a fellow trainer, I fully understand the work that goes into preparing an effective training course. You need to draw on a wealth of knowledge, experience and insight to enlighten the audience. You also need to present the content using a variety of media; this is how we appeal to different learning styles and retain the audience’s attention. As a half-day or full-day course, there is scope to deliver this as an in-person or virtual training, but not everyone likes to learn in this way. By repurposing your content, you open up the option of expanding your reach, making the content relevant to different audiences and generating revenue through alternative streams. Feed the Appetite for Nano Learning At the start of the year, my 5 Training Trends for 2023 article highlighted the growing desire for nano learning. That is the option of accessing and digesting information in bite-sized chunks.Not everyone has time to sign up for a full day’s course, but that doesn’t mean they aren’t interested in self-development or the insight that you can impart. They just want it in a different format. You can make nano learning possible by: Dividing the training course into stand-alone modules This might include a series of pre-recorded presentations or videos, with accompanying workbook activities. The modules could be sold as a downloadable resource, with individuals picking which they are specifically interested in. Alternatively, it might be sold as subscription-based learning, with each module being released to paid subscribers every week. Hosting webinars Webinars provide a platform where information is shared and interactive discussion is encouraged. Typically 30 – 45 mins in duration, they enable participants to grasp the learning, ask questions, see demonstrations and participate. Webinars can also be recorded, so they can become on-demand content. I’m currently updating my free Guide to Running Webinars, which will be available soon. Hosting podcasts Podcasts are a popular format for learning as they can be listened to whilst driving, commuting on the train or making dinner. This audio learning might include guest speakers or interviews with thought leaders or even the audio only content from your pre-recorded videos! Creating insightful infographics The quickest way to share a wealth of data and insight is by presenting it in a condensed and visually appealing format, namely an infographic. These are great for sharing in newsletters, on social channels and in publications. You might use them as a means of driving traffic to your website or promoting an upcoming course. Creating video content A specialist in video creation may be able to convert elements from your slide deck into a video format or create an animation to illustrate key learning points. According to data shared by Mowgli, 80% of people prefer video over written text. What’s more, 7Video reports that educational videos are one of the top trends in video marketing for 2023. Extracts from a video can be used on social channels or add the transcript to your video and use it as a blog! These resources can be stored on your website. You might charge for downloading or provide some items for free in exchange for an email sign-up to build your mailing list. Take your Training to New Audiences With creative thinking, elements of your training course may be of relevance to a new audience. With a little refresh, it might be possible to tie your content into topical news or events. Keep an eye on trending keywords or forum discussions and share links to relevant resources in your website library. Provide Something for Everyone A dedicated day of training is still appealing to many learners, however, by repurposing your content, you can extend your reach. Training modules, webinars and infographics are just three of the options that make learning more accessible, flexible and convenient. They enable individuals to learn on their terms and in a style which they find easier to understand and retain. Repurposing your content can also offer you different revenue streams, a resource for promoting upcoming events and a means of marketing your expertise. Why not give it a go? How can I help you? I offer a limited number of Training Insights calls each month. These personalised 1:2:1 sessions are a quick fix – providing solutions for any of your training queries. Contact me to book your personalised Insights call today.

Training, Coaching, Mentoring

How to Create Competent Leaders

Sue Garner / December 27, 2022

Inviting individuals to step up into a senior role is an exciting time. Now they’ve got to prove their credentials. You could leave it to them to manage projects, colleagues and resources or you can invest in developing their potential. Management roles are diverse and you know they will face challenges. By offering training and mentoring you can hone their skills and get them up and running quickly. This article explores why training and mentoring are key to preparing competent leaders that can tackle the multitude of demands. Equipping New Managers with the Skills for Success Hiring new managers is a punt, as very few candidates offer the full package. They may have leadership potential and the drive to put ideas into action or technical insight and an innovative attitude. So, now they are in post and all fired up. You can leave them to muddle through and learn by experience or you can provide support. Training and mentoring offer the means to immediately develop strengths and fill gaps in knowledge and experience. They help your new leaders to grow in competence, so they can confidently manage projects, people, time and resources. As a result, you are rewarded with effective managers who are equipped to take your business from strength to strength. Why is Being a Good Manager Important? Before we explore the role of training and mentoring in developing leadership potential, we need to understand why this is important. Firstly, one of the primary reasons to invest in training and mentoring is to lower staff turnover. In a Visier study, undertaken in 2022, 43% of respondents had left a role because of their manager. The same study revealed that 85% of employees believe a good manager is important for workplace happiness. Further information on the findings is shared in People Management. Secondly, poor managers extract lower levels of engagement and productivity from their team. When employee skills aren’t recognised and their needs are unmet, motivation and commitment to their work drop. This impacts morale, customer service, company reputation and ultimately, profits. Additionally, when lacking in confidence about specific parts of the role, ill-equipped managers avoid difficult tasks. They focus on what comes naturally to them, the areas that they are good at and neglect tough decisions or conflict resolution. These challenges don’t disappear, but they can spiral into greater issues. These can be detrimental to the business and costly to resolve. What’s the Difference Between Training & Mentoring for Managers? So, managers, the team and the wider organisation benefit when skills are cultivated through training and mentoring. However, you may be wondering why your managers need both. Let’s outline the difference between the two. Management Training Training – a great way to upskill, build awareness and develop leadership potential. It teaches individuals specific knowledge, which might include: Management procedures – hiring, staff appraisals, conflict resolution, implementing company policy Communication skills – listening, inviting feedback, appropriate responses, negotiation Management skills – strategic planning, decision-making, problem-solving, resource management Training typically focuses on company priorities. It’s about getting what you need from the new manager. What skills will empower them to drive things forward, tackle challenges, engage other employees and achieve business goals? My Advanced Leadership Training has been booked by companies across the UK that are looking to optimise the potential of new business managers. I’m already getting bookings for Leadership Essentials, Communicating with Impact and Influencing Skills training through to summer 2023. I also offer a range of online courses covering common challenges faced by leaders. Mentoring for Leaders Mentoring offers guidance, support and a sounding board. It is responsive and flexible to the needs of each individual. The employee drives the focus of each mentoring session by identifying what they need support with. What are their priorities? In essence, mentoring ensures that managers feel equipped for the role and have backup when faced with difficult issues. It also holds them accountable; keeping them on track to achieve personal and professional goals. That’s good for them and good for the business. My VIP Mentoring has helped many leaders to flourish, to get the most from their team and to nip problems in the bud with prompt, decisive action. Invest in Career Progression If you have new or recently promoted staff who are taking on a role in management, training and mentoring can aid successful career progression. Your business will reap the reward of the investment, so let’s make this a year of achievement!