Press and digital articles from Pete Jeans. C.O.O. at SMO Sydney
Pete Jeans heads up growth project-leader SMO Sydney. He’s also a facilitator at the Australian Institute of Management MBA School of Business in Sydney; and lectures in Asia Pacific Business, Human Resources Management as well as Leadership at Charles Sturt University; and is well credentialed. M. Com. UNSW., B.A. Comm. M.C.A.E. (C.S.U).
He writes for CEO Magazine and Industry Update Magazine and other journals.
My latest article for UNSW Alumni Connect Mentoring Programme. May 2018.
Mentors provide a second opinion when issues and facts may be relatively clear…but decision options are ambiguous or not readily obvious.
You’re not sure how to attack a specific task you’ve never encountered. Your boss is away or too busy; or is testing you.
No-one else in your organisation has ever dealt with the same issue. Your team is expecting you to lead with firmness and clarity. Deadlines are approaching fast… and targets and deliverables must be met.
You’re going to make it this time somehow…but you know there has to be a better solution next time!
It’s happened to me. Only once. I found a solution. A mentor.
Clearly, the people in your business and industry should usually be the first port-of-call. But my rule is “pick the best” regardless of where they work.
How do you do that?
I rang a few colleagues. Networked around until I found someone with the experience and guidance track-record. And, started the process of building a relationship.
I wish I’d had the opportunity at the time to talk to a mentor bank. An outfit that connected mentors and mentees. No-one did that. Now UNSW and others do.
There are plenty of other options. Maybe a retired former manager who understands the organisation and the issues. They have fantastic experience and can mentor emerging leaders without threat.
Maybe someone from a completely different industry category who’s been through the mill; and has a strong positive reputation for the values and competencies you want to develop and exhibit.
Consider mentors regardless of gender. You want to learn. Need to learn.
Learn from the best right now.
In the future, your mentoring needs might change. Then, you need the best mentor then.
That’s the value of a mentor…best practice advice and guidance for leaders and teams who are wrestling with something new at that time.
A trusted third party with an independent and objective view and hands-on implementation experience.
How do you prepare for a mentoring programme?
Well, it’s probably best to get some misunderstandings fixed upfront.
Mentoring ain’t coaching. Mentoring is not concerned with everyday commercial operational management. Mentoring is not about holding someone’s hand through a difficult period.
Mentoring adds layers of competency, justified confidence and applied judgement to the arsenal of skills and abilities you already have; albeit somewhat under-developed.
Preparing for a worthwhile and value-filled mentoring experience is largely in the hands of the mentee. Goals need to be set. Timeframes need to be agreed realistically.
Expectations need to be discussed. Skillgaps and capabilities and competencies need to be shared openly; otherwise how can you assess the improvement around strengths and weaknesses?
Human Resources can play their part to keep the upward communications and feedback loops barrier-free and effective. In fact, they may even have programmes where mentoring progress is integrated into performance reviews.
Top hacks for mentees?
- Meet offsite. There’s no value gained through “closed office door” conferencing.
- If you ask your mentor for advice, follow it.
- An agenda can be useful; but chewing the fat with your mentor can expose gems.
- Always pay your mentor promptly.
- “Chatham House” rules are mandatory. Everything is “off-the-record” and confidential.
- Never burn your bridges. Mentors are better connected than you.
How to transform conversations into career transforming action?
- Take notes
- Propose action pathways with your boss
- Do it
- Be the best you can be
- Share the outcomes upwards
The Rockface Always Exposes Valuable Gems
The gems at the rockface are those simple things that can save and make you money.
Read my article for Industry Update here
Is Better Marketing and Communications Governance Needed?
Are current marketing and communications practices adequate to
protect against risk?
• The level of rigour applied to standard operations policies and procedures should also
be applied to marketing and communications activities.
• How organisations can integrate marketing and communications governance into their
businesses and organisations at reasonable cost.
Read more here
Business Transformation…Where are We Heading?
“Is Innovation in Australian Business Alive and Well?”
A new article for CEO Magazine from Pete Jeans.
Organisations should place more emphasis on innovation as a core value in the chase for growth and success. Please click here to learn more from Australian leaders.
“Freight operators squeezed by over-regulation and costs”
May 2018. Industry Update Magazine
There are big issues facing freight operators.
According to Road Freight NSW CEO Simon O’Hara, infrastructure charges imposed by stevedores and National Heavy Vehicle Regulator constraints on truck weights for container movement are the two biggest challenges.
Well held! Aussie Leaders Share Thoughts on Materials Handling
The days of merely carrying out a warehouse site inspection at each location to review materials handling, forklifts and racking needs in order to develop efficiency improvements are probably largely over.
Read my article for Industry Update Magazine here
Go Deeper than Your Competitors
What can you do to build business intimacy with your current and future customers in stagnant market conditions?
Read my article for CEO magazine here
How Do You Know When to Transform?
Time to Tighten up on Business Model Alignment?
Australia’s fasteners industry adopts world-class practices. Read more at this link