How can you develop your own management style with a mentor in Leadership Development Coaching?

Developing a management style with a mentor can be a great way to learn and grow as a leader. This could be anything from improving your communication skills to learning how to delegate more effectively by developing a management style with the right mentor and a willingness to learn, you can become an effective and successful leader.

if a mentor is suitable he or she will find you (inspire) to get mentored. You can not find a suitable mentor, if you have that capability it mean you are better than the mentor to select or reject. Meet some mentors and better one will seek you

It is important to understand the role of a mentor before pursuing a mentor relationship. While the concept sounds great and easy, it’s imperative that before undertaking such a journey, the individual understands that the mentor is not there to solve all of their problems. The mentee should have a clear understanding of the role of mentorship in their development. There should established boundaries and mutual consensus is the direction and expectations of the relationship, up front. Both should be flexible with the their interactions, stay true to the nature of the relationship. Prior to forming any relationship, the mentee and the mentor should assess if they are the right match for the other, if not move on.

Before finding a Mentor, look at the people who have achieved progress on the path you wish to go. Answer a few questions to make sure you initiate you Mentoring relationships in the right way: - Who are the Role-Models that have reached further ahead on the path you wish to go yourself? - What have they done to get there? -What kind of support did they have? -Which one do you have access to? -Can you ask them directly to become your Mentor? - Is there anyone who can introduce you, that can create a first positive connection?

The right mentor for you is someone who has been there, done that & got the T- shirt in something you aspire to be able to do. Mentors can feel flattered by being asked, so you need to be sure they really have the experience Mentors help people to develop new ways of thinking, not just skills & strategies. It really doesn't work to be allocated a mentor, as it needs to be someone the mentee admires and respects. So, you may need to look outside your organisation. If they are in your organisation, it's best that they're not in your reporting line.

Read a few great leadership books so you can reflect using 1-2 frameworks. Do free assessments , paid one's and consider the performance feedback and 360 degrees you have been through. This gives you a clear picture of strengths and ares of change. Take this into your meeting with a mentor and coach. This will lead to good contracting.

It all starts by getting to know each other. Talk about your walk of life, and you key values. Talk about you strengths. And then share your dreams. Alignment of expectations towards each-other is essential. Make sure you both know how the practicalities of your continued collaboration to avoid disappointing one another.

The most important thing to do at the start of the mentoring relationship is 'contracting'. This ensures each party is clear on their roles & responsibilities, including the practicalities. It's best practice for this to be documented, especially as mentoring relationships are often longer-term.

Advice is a key currency in Mentoring, but we it all comes down to understanding that while serving as a great example, someone else's solution might not work just as well in the new context. When gaining new insight, try to discuss how that could work in your situation, and what the implications of a solution might be in your context.

Once you have contracted well for goals and the cadence with which you can meet them, you can decide on some actions you will take between meetings. Without being in action, there is no substance and no data to bring back into these meetings. Mentors and coaches need to ask you questions and look at our behaviors to offer you insight, ideas, provocation. Your job is to aid that process

Design the flexible management system we need to emphasize the importance of continuous learning, adaptation to changing needs, balancing personal vision with input from mentors, being confident yet humble, learning from mistakes, and considering leadership coaching for further growth and development.

The best way to develop your own leadership style is to know yourself, your values and the type of leadership that sits well with your values. The most effective way of doing this is through coaching, going deep and with a combination of mentoring. The more you know yourself and are aware of your strengths and weaknesses the better leader you will become.

Discovering your unique leadership style is a game-changer. It's about more than just managing teams; it's about inspiring them. It transforms the dynamic from a team following you out of obligation to a team that's genuinely motivated and aligned with your vision. 2 powerful tools to unlock this understanding are the DISC and Leadership DNA Assessments. The DISC Assessment reveals your communication preferences t leverage your natural strengths in a way that resonates with your team. The Leadership DNA Assessment goes deeper. It uncovers the core of your leadership style, providing a wealth of insights, and helping you understand, embrace and refine your unique approach to leading.

Create a dynamic and powerful management framework by placing a strong emphasis on continuous learning and adaptability. Strive to strike a balance between personal vision and valuable mentorship insights. Encourage confidence while maintaining humility, fostering a culture where learning opportunities are fully embraced. Take it a step further by integrating leadership coaching to continuously improve and refine this structure. And remember to pause to celebrate wins.

Start with some actual evidence of what works though. Of course you should be testing and adapting to your people and your own preferences, but it isn't enough to just "trust your gut" or rely on instinct. There is plenty of very well designed research that has been done which has collected evidence of what works and what doesn't in management and leadership. Use your mentor to help you understand the evidence, and then collect your own data so that you know what to tweak. Good management isn't rocket science - but it will seem impenetrable if you don't measure what matters.

At all times, Mentoring is about Role Modelling. Showing vulnerability and talking about your road towards the leader you are today, can give the Mentee the courage to more confidently move on their own path.

To develop your management style with a Leadership Development Coaching mentor, begin by evaluating your current approach, identifying strengths and areas for improvement. Set specific leadership goals, focusing on skills you wish to enhance or acquire. Engage in active learning through your mentor's guidance, incorporating their feedback and insights. Embrace challenges as opportunities for growth, applying new strategies in your managerial role. Reflect on the outcomes, discussing these experiences with your mentor to refine your approach continually. This personalized journey enhances self-awareness and leadership effectiveness, tailored to your unique path to becoming an impactful leader.

To effectively mentor and develop someone's leadership skills, it is crucial to understand the individual’s goals, strengths, and areas for improvement. By tailoring guidance to align with their aspirations and creating an environment that promotes self-reflection and hands-on learning, you can maximise their growth. Additionally, setting up regular feedback sessions and offering resources that cater to their unique learning style will greatly enhance their effectiveness as a leader.

As the mentee drives the mentoring process and demonstrates their progress, they need to be committed and make best use of their mentor's time & experience. As Clutterbuck's book title says "Everyone needs a mentor" and most of us usually start with informal mentors. Make sure you associate with someone reputable early on in your career.