Leadership Mentoring

In the sessions, leaders can examine how they listen to people, assess a situation in the field and keep their commitments when pressure builds. The issues participants bring shape what is discussed and applied between one conversation and the next.

Leaders and decisions we can work on

Mentoring can serve executive leaders, operations managers, EHS professionals and frontline leaders: people who directly influence teams, priorities and resources.

It is especially useful when a leader needs to:

• Strengthen field presence and the quality of conversations on the ground;
• Deal with resistance, pressure for results or competing priorities;
• Improve how they respond to risk signals and bad news;
• Build trust and accountability within the team;
• Turn intention into consistent practice;
• Prepare for a new role or broaden their influence in the organization.

How the sessions are conducted

The process starts by defining the objective and the challenges at hand. Sessions combine reflection, analysis of concrete situations and commitments to apply between one conversation and the next.

With a group of leaders, mentoring can also create a common language and support the exchange of experience across departments or sites. Format, duration and frequency follow the context.

The six attributes of a leader

Our leadership work considers six practical attributes:

1. Build trust.
2. Encourage innovative thinking.
3. Work as a team.
4. Coach the team.
5. Recognize and reward.
6. Be in the field.

These attributes are developed through the decisions, conversations and responsibilities the leader actually handles. They do not work as an abstract list of skills.

How it relates to other services

Mentoring can be a project in its own right or support an assessment, a cultural transformation strategy or a leadership development program.