Posted on 17 November 2010. Tags: Best Practices, Entrepreneurial Activities, Mentoring
In Part 1 last week we looked at both the obvious and not-so-obvious benefits of being involved in a Mastermind group. Today we’ll look at how to set up and run an effective Mastermind. The ideal size of a Mastermind ranges from four to nine members: any more than that can be hard to manage and hard […]
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Posted on 10 November 2010. Tags: Entrepreneurial Activities, Mentoring
You’ve probably heard the old expression that “The whole is greater than the sum of its parts”. This concept proves itself over and over with the exponential power of the Mastermind Group. The idea of a mastermind collective was first mooted in Napoleon Hill’s classic Think and Grow Rich. Hill wrote, “No two minds ever […]
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Posted on 27 October 2010. Tags: Career Management, Mentoring
I have received a number of requests over the past couple of weeks for career coaches (as opposed to life coaches) and executive mentors from women in senior management and executive roles in corporates and professional services, in Queensland, Sydney and Melbourne. If you have any recommendations to share in this regard can you please […]
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Posted on 07 October 2010. Tags: Best Practices, Mentoring
The likelihood of women to be promoted is all about mentoring – says an article in last month’s Harvard Business Review. According to the authors of Why Men Still Get More Promotions than Women, it all comes down to mentoring. While women are as likely to get access to mentoring as men are, they’re less […]
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Posted on 29 September 2010. Tags: Mentoring
This article explores the findings of a new study that proves the mentoring is valuable for both genders, but the benefits of mentoring needs to be articulated clearly and differently for men and women. It also includes some findings about which mentoring programs were most effective because “for senior levels that [specifically tailored programs for […]
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Posted on 21 September 2010. Tags: Mentoring
“Old paired with young is a combination that often yields better judgment because it is at least one form of diversity introduced into a leader’s deliberations. But why stop there? The executive or manager who relies too much on a single or small group of advisors ignores the wider diversity of opinion that can shape […]
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