Leadership Development Services’ Vice President assumes key leadership role starting January 2018.
Phoenix, AZ; Seattle, WA — December 19, 2017
Lisa Z. Fain, Leadership Development Services Vice President and new CEO of the Center for Mentoring Excellence
The Center for Mentoring Excellence, a division of Leadership Development Services LLC, is proud to announce that Lisa Z. Fain will become its Chief Executive Officer effective January 1, 2018. She will lead its practice of creating learning, growth, community, and inclusion for organizations and leaders seeking to achieve business results through mentoring excellence.
According to Dr. Lois Zachary, the current Chief Executive Officer:
“We are thrilled to have Lisa leading the Center for Mentoring Excellence. She is highly regarded for her combination of knowledge, expertise, humor, and no-nonsense practical approach to enhancing mentoring performance. Her passion for diversity and inclusion work has enabled her to assist mentors and mentees to understand, bridge, and leverage their differences to achieve better business results.”
Ms. Fain has conducted mentoring training programs in corporate, government, and educational institutions. A skilled facilitator and experienced coach, she offers clients solutions that come from her diverse experience and utilize her ability to listen and understand clients’ needs. She gives practical, actionable guidance to help organizations maximize the return on their investments in mentoring. Speaking about the transition, Lisa Fain said:
“I am very excited and honored to lead the Center for Mentoring Excellence. I look forward to continuing Dr. Zachary’s work to bring the very best in mentoring practices to organizations committed to their employees’ development and growth. Dr. Zachary will continue her association with Leadership Development Services and the Center, and we plan to offer new services from time to time, such as Mentoring Excellence Masterminds, which provides monthly online support for mentors, mentees, and program administrators to achieve sustained accountability and excellence.”
Lisa Z. Fain and Dr. Lois J. Zachary
Since October 2015, Fain has been Leadership Development Services’ Vice President and lead in Diversity Strategy and Cultural Competency, as well as CEO and Founder of Vista Coaching. Prior to those roles, Fain served as Senior Director of Diversity and Inclusion at Outerwall, Inc. (the parent company to automated retail giants Redbox and Coinstar). Lisa spearheaded the development and implementation of its diversity initiative, including launching the company’s first mentoring program for its Women’s Business Resource Group. Prior to that position, she worked as Outerwall’s in-house counsel, where she coached leaders and partnered with Human Resources to establish fair and effective policies and practices to sustain the organization as it grew in size, revenue, and renown.
Previously, Lisa practiced law with the Chicago office of a major multinational law firm and counseled employers on creating inclusive policies and practices. In addition, she served as a Master Trainer, training thousands of employees at a variety of companies on how to create a better workplace. Certified as a mediator through Chicago’s Center for Conflict Resolution, Lisa applied her counseling skills to help clients understand and prevent conflict.
Lisa holds a B.S. in Social Policy from Northwestern University and a JD degree from its School of Law. She is also a certified Life Coach, with certification from the International Coach Academy.
About the Center for Mentoring Excellence®
Center for Mentoring Excellence is a rapidly growing consulting, training, and coaching firm that offers training, consultation, and coaching to promote, elevate, and enhance the practice of mentoring excellence. Based on the work of its founder, author Dr. Lois Zachary, and its talented mentoring experts, the Center is able to provide customized solutions and services to its clients.
Its latest program, Mentoring Excellence Masterminds™, offers ongoing and just-in-time support to maximize the effectiveness and ROI of mentoring.
For more information about the Center for Mentoring Excellence and its unique mentoring services, visit www.centerformentoring.com.
Maintaining accountability in a mentoring relationship is critical for success. But it’s not one-sided. Accountability must be mutual. “Wait, what?” you might be thinking. “Accountability is hard enough, but mutual accountability?”
Yes! Making sure both mentors and mentees are accountable keeps mentoring relationships moving and on track thanks to regular care and attention. Regular monitoring of your relationship guarantees that even when the relationship seems to be going well, you can still promote mutual accountability and, therefore, a healthy relationship.
How do you get started? Use the following conversation tips to provide a framework that drives mutual accountability — and helps maintain it.
Check in at the beginning of your meeting. Regularly ask, “How is it going?” Probe your mentee’s response, and take it to a deeper level.
Share your observations about how things are going and what concerns you have about the learning process. For example, “I’ve noticed that our discussions are very general and theoretical. Are you finding them helpful?”
Take a step back before you go forward. For example, “Let’s take a look at how we’re doing. What’s particularly helpful to you in your learning? What has been least helpful? What do you think is going well? What do we need to improve? What kind of additional assistance do you need?”
Use your mentee’s goals as benchmarks for measuring the progress and achievement of learning goals. Refer to them frequently. Evaluating progress regularly maintains momentum, keeps learning goals at the forefront of the relationship and holds partners mutually accountable for achieving them.
As one of the Plenary Speakers at University of New Mexico’s 2017 Mentoring Institute Conference, Dr. Lois Zachary tackled an important mentoring practice — looking back so that we can move forward. In her address, Dr. Zachary discusses the past and future of mentoring using Dr. James Ryan’s “Five Questions” as a framework.
In this video, Dr. Zachary explores the first two questions, using them as a lens for viewing the past and the future.
When we hear the word “feedback,” most of us assume that something is wrong, that we require improvement or that we are going to be criticized.
So, when a mentor says, “Can I give you some feedback?” we brace ourselves. Maybe at best, we approach the message cautiously.
But feedback shouldn’t be feared! Good feedback should identify and reinforce behaviors that contribute positively, while altering behaviors that get in the way. When it comes to feedback, mentees seek confirmation that they are meeting their mentor’s expectations — and they want them to acknowledge it! Starting with praise, and then following with something specific to work on, is a great way to encourage mentees and make them more receptive to feedback.
Here are 6 tips for giving feedback to your mentee.
- Talk about the value of feedback. Let your mentee know to expect it.
- Provide frequent feedback. This ensures your feedback is timely and closely related to the events it refers to.
- Stay balanced. Err on the side of caution. Offer more positive comments than critical comments.
- Be sincere. If positive feedback is forced, it loses value and undermines your credibility.
- Keep it two-way. Feedback should be a conversation, not a lecture. Make sure your mentee is engaged in the conversation. Facilitate a conversation that ensures your mentee understands your input and is motivated to act on your feedback.
- Limit feedback to one or two items your mentee can do something about. Don’t overwhelm them!
At the end of the day, feedback is critical to any mentoring relationship’s success. Making sure mentors know how to give good feedback and mentees know how to receive it are two necessary components of success.
What feedback tips do you have? We’d love your feedback!
Imagine this scenario:
You are hidden in the cubicle next to your supervisor when a colleague drops by to ask her about your performance and contribution to her team. In your dream scenario, your supervisor raves about your work ethic, your analytic skills, your strong relationships with co-workers and members of the leadership team.
That, of course, is what you would like to hear! But in reality, do you have a real handle on what others would say about you? Do you know how your mentor might answer that question?
Managers wish employees would come to them to ask how are they are doing, and what specific areas they should work on. Mentors feel the same way. It’s a lot easier and more comfortable to provide feedback when a mentee seeks it out and is open to working on him or herself. While we all seek positive feedback, we also need to be open to hearing a frank assessment of what holds us back or gets in our way. And, most importantly, we need to be prepared to work on ourselves once an area has been identified.
Here are 5 tips in asking for feedback from your mentoring partner:
- Be clear and specific about what feedback you’re looking for. First, start on a positive note by asking about areas of strength. Then, ask about two areas your mentor feels you need to work on. (Two keeps it limited and doable.)
- Check for understanding (especially around constructive feedback) without getting defensive. If you are unaware of the issues your mentor is raising, ask for an example of where you fell short (again, without being defensive or aggressive). Make sure you agree on what behaviors would help correct deficiencies.
- End the conversation on a positive note. Thank your mentoring partner for their feedback.
- Take time to reflect on what you heard. Think about how the feedback you received might be impacting other areas of your personal and professional life. Set aside any negative feelings you have about what you heard by remembering that this feedback was designed to help you grow and develop.
- Address the areas that have been raised by taking action. Become more conscious about your behaviors and how they affect others and your work. Check in (but not too soon) with your mentor to determine if what you are doing differently is making a difference.
How do you like to ask for feedback?
Last month, we offered some tips about how to set starter goals. As we noted then, the key to exploring starter goals is to get to the heart of the learning need and create specificity around your desired outcome. This month, let’s discuss how to turn starter goals into the kind of goals that help mentees achieve their mentoring objectives — we call these goals “SMART goals.”
SMART goals are goals that are: Specific, Measurable, Action-Oriented, Realistic and Time-bound.
How to create a SMART goal:
- Ask questions to really understand your mentee’s desired outcome. The best way to create SMART mentoring goals is through conversation. Together with your mentee, take a look at the starter goal you created. Make sure you are clear on what success looks like. Be as specific as possible, and drill down until you come up with a way to measure success. Ask: “How will we know if you achieved it?” “What will success look like?” “What will be different when you achieve this goal?”
- Encourage action rather than contemplation. Mentors help mentees create action-focused goals by reminding them that clarity comes from engagement, not thought. Too often we see mentees set goals that start with “I will think about” or “I will explore” or “I will learn.” SMART goals have action words and should answer the question: “What will you DO?”
- Provide a reality check. SMART goals are realistic. Help your mentees set realistic milestones that link to a larger goal. That will keep them motivated and create enthusiasm for further progress. Ask “What are the obstacles to your success?” and “On a scale of 1 to 10, how confident are you that you can overcome those obstacles?” For anything less than an 8, work with your mentee to identify and anticipate obstacles. If obstacles can be overcome, create learning around that. If they cannot, create a more realistic goal.
- Set a deadline. Too often, development goals languish because they feel important but not urgent. Having time-bound goals helps measure progress, create a sense of urgency, generate momentum and provide natural check-in points along the way. Set a date by which the goal should be achieved, and continually track progress towards that date. It’s perfectly appropriate — even, at times, encouraged — for a mentee to choose a lofty goal that will really propel them forward. But unless that goal is broken down into smaller steps, your mentee may get fatigued or burned out. Set timelines for milestones along the way.
How have you used SMART goals in your mentoring relationship?
The goal-setting conversation is an iterative process that usually begins with “starter goals.” (more…)
If you want to have a productive mentoring partnership, you must engage in good conversation throughout your relationship. (more…)
Discussing ground rules is one of the most important conversations you will ever have with your mentoring partner. Ground rules not only manage expectations in your mentoring relationship, but they also lay the foundation for building and strengthening your relationship, allowing you to focus on learning. Rather than restrict the relationship, they encourage and support accountability. Without them, you may end up spending more time managing the relationship than actually learning from your mentor. Here are some strategies for setting ground rules in place:
- Focus on:
- How you will go about allocating and managing your mentoring time
- How you want to give and receive feedback
- Your mutual role expectations
- How and when you will connect and communicate with each other
- How you will address stumbling blocks should they occur
- What steps you will follow if you need to prematurely end the relationship for any reason
- As you discuss your ground rules, keep in mind that they should not restrict your relationship. Their purpose is to encourage and support accountability.
- Once you and your mentoring partner have decided on ground rules, be sure to schedule some checkpoints to determine whether the ground rules are working for you or simply providing unnecessary obstacles.
Lois, Lory and Lisa share many things in common when it comes to mentoring, but it’s their individual approach and unique outlook that make them such a successful team. This spirit of individuality and their complementary skills were highlighted in a recent interview, where they were asked about their passion for mentoring, what they’ve learned from mentors, and their advice to new mentors.
Here’s what they had to say:
Why are you passionate about mentoring?
LOIS: My personal mentoring stories are many. I marvel at how my mentors raised the bar for me, led by example, pushed me beyond my personally defined limits, encouraged me to enlarge my thinking, and believed in me even when I was not sure of myself. I am grateful for their time, their stories and their commitment to my growth. And, while most of my experiences were positive, there were a few that could have gone better. I had no clue then that there were things I could have done, could have said, could have asked, and could have tried that would have allowed me to make the most of my mentoring relationships. I didn’t realize that as a mentee I had an instrumental role to play in shaping the relationship and defining the outcomes of the relationship. So for me, mentoring is both personal and professional. I pay it back, every day and in every way that I can. My passion is reignited every time I work with my many diverse clients and I see how mentoring has helped them change, both themselves and the world around them.
LORY: I’ve interviewed hundreds of mentors and mentees over the past 18 years and heard their stories about breakthroughs, renewed confidence, and shifts in thinking. Their stories have inspired me. I get energized listening to people talk about their renewed sense of energy and commitment to their work because of the support and positive feedback they’ve received from mentors. I recently spoke to a mentee who told me how his mentor helped him see why certain stereotypical beliefs were holding him back and undermining his success at work. When he was finally able to turn his behaviors around, the stress and tension disappeared and new opportunities opened up. It’s exciting to see the transformative power of mentoring play itself out, time and time again.
LISA: I believe the best way to make a difference in the workplace is to help employees feel connected, valued and heard. I think that mentoring is the ideal way to accomplish this, because it creates a safe and powerful space for a mentee to gain perspective, focus on his/her own needs and ask questions that broaden their perspectives of themselves, their teams, and their organization.
What have you learned from your mentors?
LOIS: I’ve learned to listen to my own voice, to think outside the box, to let my creativity shine through, and to never give up. And that’s only the start of it. I’ve learned from observing my mentors in action, how they model the art and practice of being a reflective practitioner and asking deep, penetrating questions.
LORY: My first mentor believed that I had the skills and talent to be successful. He believed in my abilities more than I did. He inspired me to take risks and take on assignments that I would never have done without his support. I learned to believe in myself and see myself as a capable leader. My mentor also helped me understand how to think strategically and understand the politics of the institution. In a sense, he helped me see how the chess pieces moved. I learned to think several steps ahead, rather than jump in and make decisions on the fly.
LISA: I’ve learned to slow down, and to step back and think about the impact my role can have on the organization as a whole. This has helped me be more strategic and focus my own development so that I can have the greatest impact. I’ve learned to pay attention to what lights me up. I’ve learned to appreciate the positive feedback I get and to process difficult feedback constructively and in the proper context.I’ve learned a ton about the importance of developing relationships with people who believe in me and to nurture those relationships.
What are the top 3 things you’d like a new mentor to know?
- Pay attention to your intuition. Your gut feeling is more often right than wrong.
- Don’t be afraid of the silence. Silence allows a mentee to catch up, to process, and come up with new insights.
- You don’t need to know everything. A good question is the most powerful tool in your mentor’s toolkit.
- Talk about your challenges and struggles with your mentee as well as your successes. It will make you more approachable and human.
- Believe in your mentees and let them know that you see their potential. They are doing the heavy lifting and your positivity helps them continue the effort.
- Push your mentee out of their comfort zone. It’s the only way they will reap real rewards.
- Share your own experiences — the good stuff and the stuff that might not be so good. It makes a world of difference for mentees to know you are human and that you can bounce back from difficult experiences.
- Give honest but constructive feedback — and help the mentee turn it into something actionable. Mentees can make great gains if they get honest feedback from their mentors. It helps many mentees to have a space to talk about the best ways to improve.
- Check in on the relationship. If something the mentee is doing isn’t working for you, or is sabotaging their own progress, share it with them as soon as possible. Some of the greatest progress has come from mentoring relationships that started out rocky, but where the participants addresses issues openly, swiftly, and willingly.