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Welcome to the

Manager to Advisor  – Program overview

Program Overview

Ok Tedi’s (OTML) vision is ‘To be the leading PNG Mining company setting the benchmark across all aspects of business in PNG’.

A pillar of the strategy to deliver OTML’s vision is to nationalise the management and executive leadership by 2023 and 2025. To do so requires a systematic and systemic approach to leadership and cultural transformation to achieve these outcomes and deliver sustainable performance. The Manager to Advisor Program has been designed to support Ok Tedi in achieving its vision to provide non-national managers with frameworks to transition into advisory roles and support national leaders to meet their highest potential. 

The Manager to Advisor program follows the Mining Leaders Group 3D capability model and covers pre-assessment, online learning sections, a workshop, and follow-up review (see Figure below).

PROGRAM OBJECTIVES and outcomes

 

Program Objectives

To assist managers (particularly expats) in their transition to an advisory role by:

  1. Providing tools that assist managers to advise rather than do it themselves
  2. Supporting consistent understanding and use of development plans and monitoring progress
  3. Promote continuous improvement
  4. Providing training in how to advise when corrective action may be required
  5. Build Advisor confidence in how to avoid “stepping back in” when times are tough

Learning Outcomes

  • Understand the differences between advising, mentoring, and coaching.
  • Understand the benefits of mentoring for Ok Tedi
  • Understand and be able to apply the Ok Tedi Manager to Advisor Transition Model
  • Increased awareness of strengths and weaknesses moving from manager to advisor (assessments and reflection)
  • Knowledge of models that can help your transition to advisor (online learning; iGROW, Solution Focused Coaching, and SMART Goals)
  • Able to practice use of models to enhance soft skills to help transition (workshop)

    What is advising? 

    Advising and mentoring can be thought of as on a continuum of most directive to least directive. Where advisors provide a lot of directive advice, mentors are more likely to gently guide their mentee to solve their own problems. As a manager, you probably already provide advice and use coaching skills, but not to the degree you might if providing advice was the core function of your role. 

    Coaching skills underpin the ability to ease-off outright advice giving, and ramp up the non-directive support. An advisor may spend 30-40% of their time coaching, whereas a mentor might spend closer to 85-95% of their time coaching. 

    As you move from manager to advisor, your role is to gently step back and help up-and-coming managers transition into their roles to the point that they are empowered to operate independently. Inevitably, there will be some circumstances where you need to provide directive guidance, and that will be the crux of your role as an advisor. However, to truly empower up-and-coming managers, you will also need to exercise restraint with your advice and maximise the opportunity for mentoring and coaching type conversations.  

    Building your coaching skills will help you facilitate the types of conversations that empower (i.e., coach) new managers to become more independent and will serve you well as both advisor and mentor.

    What is coaching? 

    Coaching is an outcome-focused activity that fosters self-directed learning. Coaching is often undertaken by professional coaches who are trained in the art of developing others. However, anyone can be a coach, including peers and managers, by following specific practices. Coaching should be a result-orientated process. Coaches often use models (e.g., iGROW, which is covered in this course) to ask questions which can encourage the coachee being developed to stop, think, learn, and grow.

    The job of the coach is never to tell the coachee what to do but assist the coachee to take responsibility for attaining their own career and life objectives. A coach, unlike a mentor, does not need to have had the specific career experiences a mentor would have in terms of the person being developed, but has a lot of experience infacilitating learning and development.

    What is mentoring? 

    Mentoring is a developmental relationship between a less experienced individual and a more experienced person. Mentors are people who have walked a similar path to the one the mentee wishes to follow, helping mentees by providing guidance and support to improve how they are performing in their current role and life, or the ongoing development needed to follow their desired future career and life path.

    Mentors may often be your manager or someone at the next level up in an organisation. They may use their own experiences and learning to give insight to the mentee and may also use models (e.g., iGROW) to provide a structure for asking questions of the mentee that can assist them to think through and take responsibility for their life and career goals. We all develop best as adults when we take responsibility for our own development. 

    While there are important differences between coaching and mentoring, effective mentoring requires an ability to coach. Thus, during this program, the terms mentoring and coaching (also mentor/coach and mentee/coachee) are both used, but not interchangeably. Not all coaches are mentors, but to be effective, all mentors must be able to coach.

    summary

    In Ok Tedi, structured mentoring, underpinned by coaching skills, can help new managers by:

    • Preparing them for their future roles
    • Maintaining their focus on business goals
    • Providing challenges
    • Navigating organisational culture
    • Acquiring and developing new skills
    • Overcoming plateaus in learning

     

    Potentially leading 90% more revenue, 2x profit growth, and 14% increase in performance.

    3 Pre Assessments- complete in order

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    1. IPIP NEO - Big 5 Personality Traits

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    2. Emotional Intelligence

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    3. Coaching / Mentoring Skills

    Complete all three assessments by selecting start activity