What the Timeless Women in Leadership Mentors Do
comes in many flavors. Although for it to work out leaders must bear in mind a
couple of principles. As we agree and disagree on different levels, a diversity
of dialogue starts within the individuals. Effective leaders have a quality to
help others do and achieve extra qualities, more than what they think they can’t
achieve. Successful leadership is about achieving results. To deliver larger
and better things is a challenge. Many have the leadership qualities and
skills, the hands on but the harder part lies within leading yourself as an
individual effectively, and creating your own self-awareness. The Timeless Women
in leadership faculty believes in navigating past the horizon into new
frontiers of women leadership from a personal to an organizational realm,
helping them walk with those that have walked the leadership journey before.
Trying to do extraordinary things
as a leader is difficult. Trying to figure out them alone is even more
challenging. That’s the reason great leaders always have mentors, and after a
while they mentor upcoming leaders. Despite your level of competitiveness,
success is usually a team effort. The purpose timeless mentorship offers
corporate governance as a course is to facilitate a platform where future leaders can gain entrepreneurship and prudent management skills that can deliver to
them long-term success whether it is on a personal level, organizational or
company. Timeless mentorship faculty have recognized the need to use their
value and role in ensuring a robust leadership development program in an
increasingly complex world. Developing future leaders to succeed has become necessary
to maintain long-term organizational sustainability.
the past years the Timeless Women of wonder faculty have been researching how
leaders can have better judgement to develop their skills and qualities bearing
in mind the changing, more diverse, complex, and highly technological advanced
work environment. Having worked closely with over 50 of the most admired
leaders across various fields, construction, agribusiness, green energy,
business and even government, one important characteristic stands out; they do
everything possible to imprint, the values into others, into ways others perceive
themselves as full version clones of themselves. To express this in another
way, they practice a form of leadership that thinks less about creating
followers and more about creating other new leaders. How do they achieve it?
the relationship before, the mentorship
Many times, too often, mentorship can evolve
in the “check-box” procedure instead of an authentic and relationship driven procedure.
For mentorship to succeed there needs to be a baseline-chemistry between mentors
and mentees. Research has shown that even the best fit mentoring programs are
no substitute for the genuine, intercollegiate mentorship relationship.
It propels people to break from normal fitting roles (boss-employee etc) and
find common as mentorship-pairs.
Focus on character should supersede competency
Many mentorship programs
focus their training around job acquisition skills. A critical element involved
in mentoring is mastering the necessary competencies for a given position. But
best mentorship entails going beyond competency, helping to shape other people’s
character, values, self-awareness, empathy and capacity for respect. They
understand in the long-haul, there is a certain hard-truth about soft matters
and these values based qualities matter more than skill enhancement.
The best of mentors always try not to override the dreams of
their mentees. For instance, if a leader and a role description isn’t a good
match, or an ambitious leader has limited mobility upwards in his company, a
good mentor will always help others move on to a new role within the same
organization or devote him to a new different path elsewhere. At the highest
point, mentorship is about having the right leaders, individuals who are committed
to helping others become the fuller version of themselves.