<p>The popular adage, &#8220;If you want to have a good friend, you must be a good friend,&#8221; also holds true for mentoring. The mentor who sets the example of a proper work ethic, steady productivity, and self-care is most apt to develop a protégé who exhibits these traits. A good mentor accepts responsibility for the success of the relationship&#8230; </p> <div class="link-more"><a href="https://prismtrainingworld.wordpress.com/2018/03/28/what-a-good-mentor-must-know/">

<p>Many of the qualities that make a person a good partner in a personal relationship are also found in a good mentor. He or she should be a good listener, committed to the relationship, considerate of the other person&#8217;s feelings, trustworthy, and faithful. Maintaining a nonjudgmental attitude and having a good sense of humor helps&#8230; </p> <div class="link-more"><a href="https://prismtrainingworld.wordpress.com/2018/03/15/traits-of-excellent-mentors/">Read More</a><

<p>The popular adage, &#8220;If you want to have a good friend, you must be a good friend,&#8221; also holds true for mentoring. The mentor who sets the example of a proper work ethic, steady productivity, and self-care is most apt to develop a protégé who exhibits these traits. A good mentor accepts responsibility for the success of the relationship&#8230; </p> <div class="link-more"><a href="https://prismtrainingworld.wordpress.com/2018/03/01/what-a-good-mentor-must-know-2/

<p>Being a good mentor begins with selecting the right person as a protégé. People with compatible personalities, career goals, and talents work better together, providing sound footing for the mentoring relationship. Beyond that, it is important to establish goals, guidelines, and methods of interpreting expected success and to agree on them. Both member and protégé&#8230; </p> <div class="link-more"><a href="https://prismtrainingworld.wordpress.com/2018/02/28/what-excellent

<p>BUILD RAPPORT THROUGH UNDERSTANDING OF DIFFERENT PEOPLE STYLES There are four different personality styles that individuals fall into, and each category represents differing degrees of assertiveness and responsiveness in their dealings with others. Mentors do not need to be matched with those with similar styles, but they do need to understand the differences in the&#8230; </p> <div class="link-more"><a href="https://prismtrainingworld.wordpress.com/2018/02/15/different-pe

<p>POWERFUL PRACTICE #1: MODEL EMOTIONAL INTELLIGENCE Mentors&#8217; behaviors have a more powerful impact on protégés than words do. Protégés pay attention to behaviors, and when they observe their mentors&#8217; traits and see a connection to career success, they will want to adopt similar behaviors. Mentors should model several different types of behavior. For example, technical&#8230; </p> <div class="link-more"><a href="https://prismtrainingworld.wordpress.com/2018/01/30

<p>MENTORING AT WORK: ADVANTAGES AND CHALLENGES An organization can maximize the potential of its internal workforce through mentoring programs. By developing its existing staff, a company can save on the cost of hiring from the outside, uncover hidden talent, boost staff retention, and see protégés direct their creative energy toward finding innovative solutions. The key&#8230; </p> <div class="link-more"><a href="https://prismtrainingworld.wordpress.com/2018/01/15/mentor-an

<p>Merry Christmas and Happy New Year 2018</p>

<p>Mentors need to possess three fundamental skills before they can implement the nine mentoring practices: 1. Understanding self-actualization. Once people have met their basic survival needs, their motivation turns to personal fulfillment. Mentors need to understand their protégés&#8217; ideas of what they need to have meaningful and fulfilling careers. 2. Fostering self-awareness. Mentors must help&#8230; </p> <div class="link-more"><a href="https://prismtrainingworld.word

<p>MENTORING: DEFINING A COMPLEX, CHALLENGING ROLE While mentors draw upon similar skills used by advisors, coaches, and confidants, they also employ special skills that distinguish the mentor role from other helping and teaching roles. The unique characteristics of mentoring relationships include: *Offline assistance. Mentoring happens outside the scope of formal work responsibilities. Outcomes of the&#8230; </p> <div class="link-more"><a href="https://prismtrainingworld.wor

<p>PLANNING FOR CHANGE A detailed plan is essential for success. Based on initial assessments, leaders must determine specific courses of action for each stage of the process and what resources will be needed. They should then focus on winning over key people in the organization. The Plan Despite the pressure to show quick results, leaders&#8230; </p> <div class="link-more"><a href="https://prismtrainingworld.wordpress.com/2017/11/30/planning-for-change/">Read More</a></div>

<p>Change with Confidence provides a detailed toolkit for leaders charged with heading up major change initiatives. Drawing on his own experience, Phil Buckley discusses the various stages that are common to change projects, spelling out essential steps to be taken and pitfalls to be avoided. Understanding team members&#8217; needs, communicating with them effectively, providing the support&#8230; </p> <div class="link-more"><a href="https://prismtrainingworld.wordpress.com/2

<p>HOW TO EXECUTE ON THE PROMISE OF CUSTOMER FOCUS by Ranjay Gulati To fight commoditization, companies in many industries are shifting their marketing focus from products to solutions &#8212; packages of previously stand-alone offerings. But this change requires significant structural change in order to release and leverage the knowledge and expertise that traditionally reside in silos&#8230;. </p> <div class="link-more"><a href="https://prismtrainingworld.wordpress.com/2017

<p>THE COLOR Q PERSONALITY SYSTEM: ITS FOUNDATION AND HISTORY The idea of defining and describing personality types is as old as civilization itself. Famously, in 400 BCE, Aristotle, Hippocrates, and Galen believed humans were dominated by one of four &#8220;humors:&#8221; 1. Sanguine people were cheerful and confident 2. Melancholy people were pensive and gloomy 3&#8230;. </p> <div class="link-more"><a href="https://prismtrainingworld.wordpress.com/2017/09/15/color-q-persona

<p>THE GATEKEEPER OF THINKING People who think positively outperform better-trained, pessimistic workers by more than 50 percent. The prevailing thinking pattern of a team or an organization defines what it is and what it does. The boundaries that the leader sets determine the type of thinking that prevails. Naysayers can influence everyone around them in&#8230; </p> <div class="link-more"><a href="https://prismtrainingworld.wordpress.com/2017/08/31/thinking-process/">Read Mo

<p>POWER THROUGH CONNECTION Improving performance by learning new skills is not the only way to heighten production. Sometimes, improving performance depends upon changing the emotional atmosphere and improving employee relationships. When people feel connected to others, they experience less negative stress. Relationships change brain chemistry, making people less vulnerable to negativity. To foster a feeling&#8230; </p> <div class="link-more"><a href="https://prismtrainingw

<p>Step-by-step advice to middle managers about how to become better leaders and help their organizations succeed. He illuminates the unique nature of middle management &#8212; the opportunity it affords to influence both those in positions above and below &#8212; and teaches those working at this level to hone their skills for both the good of&#8230; </p> <div class="link-more"><a href="https://prismtrainingworld.wordpress.com/2017/08/05/first-time-manager-part-1/">Read More

<p>HOW MANAGEMENT TEAMS CAN HAVE A GOOD FIGHT By Kathleen M. Eisenhardt, Jean L. Kahwajy, and L.J. Bourgeois III When performed constructively, conflict among team members helps teams make high-stakes decisions quickly and effectively. Through their research, the authors found that teams can successfully leverage constructive conflict and limit interpersonal conflict by: 1. Focusing on&#8230; </p> <div class="link-more"><a href="https://prismtrainingworld.wordpress.com/2017/0

<p>VIRTUOSO TEAMS By Bill Fischer and Andy Boynton Although &#8220;virtuoso teams,&#8221; comprised of top experts in their fields, are best at managing high-stake situations, leaders often settle for ordinary project teams to avoid the egocentric nature that &#8220;virtuoso&#8221; members are notorious for. Consequently, they get ordinary results. To put together a high performing virtuoso team,&#8230; </p> <div class="link-more"><a href="https://prismtrainingworld.wordpress

<p>WHEN TEAMS CAN&#8217;T DECIDE By Bob Frisch The trouble with cross-functional team decision making is the process itself. To improve their teams&#8217; decision-making processes, leaders must first acknowledge that decision making is problematic because each member has constituencies in the organization they are vying for. Leaders can improve the decision-making process by: *Clearly articulating the&#8230; </p> <div class="link-more"><a href="https://prismtrainingworld.wor