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A manager, same level as I, asks me to give him some coaching. We are colleagues. He struggles in some basic management situations.  The manager is young, hungry and has the potential to grow. I would like to give him support to grow in his career.

He lacks of experience and training. We are reporting to the same general manager. Our manager itself, don't do o3, feedback or coaching. I don't want to "overrule" our managers bahavior. I'm not in the role to give my manager feedback. I'm not in the position to manage my colleague, because I'm not his manager. He's not working in my projects as a direct.

I now struggle how to proceed and need some advice.

My planned next step is to ask my manager for a meeting about people development in our departement. I would like to raise the request of his direct. I would like to offer mentoring and ask for his approval to proceed.

What are your thougts about that? Is there a cast about that?

 

Regards

Ingo

 

mrreliable's picture

When I finally got to a point in my career when I was an effective manager, one activity I found invaluable was frequently attending management seminars. In the "Training" link above there is information about Management Tools conferences, including how to convince your boss to fund the training.

If you're a peer and not entirely comfortable with the teacher/student roles, perhaps you could both go to some management seminars together. You'd not only get some good tips but it would also open up lots of topics for discussion between yourselves, and you'd be able to impart your wisdom as a peer..

MillenialManager's picture

At work, we have a group of young folks that have banded together in a "support group" to mentor and help each other, as well as finding mentors to bounce issues off of in our regular meetings.  Do y'all have something similar or can y'all create that opportunity?

It sounds like you're new manager friend is just looking for guidance, or a way to self-guide.  

As a more experienced manager working together with the new person, you may not be comfortable with direct training, but how about a mentoring relationship instead?  Once a month lunch with a "this is what used to help me" or "the strategy meeting is coming up - here's a heads up on how its run" will go a long way.

Agree with the post above!

 

angelicdoctor's picture

Love it.  It's like these young kids actually had parents who cared about them and are looking for more of the same in their own companies.

ingo_w's picture

Thank you very much for your insights and support.

I would like to share my results and experience about the approach.

First, I've discussed with the candidate to disclose his demand and to take the opportunity to discuss the subject wiht our senior management.

Rersults to achieve:

1. approval to proceed from the candidate

2. common understandig with senior managment and candidate and adjusting goals

3. approval to proceed from senior management and candidate

This might sound a bit to defensive, but, like the feedback model tought, I'ts essential to get the approval to proceed.

Following this launch, we proceed with a weekly mentoring meeting, following the o3 rules, but with the commen understanding, that it is about mentoring, and not managing.

This works very fine for us and we will continue this for the next couple of month.