The value of mentors: what can we learn from them?

mentoringI was recently having dinner with a very good friend of mine who is an aspiring lawyer discussing the subject of;  is a mentor really necessary for children, teenagers, post-grads and adults. It was a fascinating discussion that caused much debate for hours.

We examined the current world we live in, which is a world that is focused on the things that are new, fast and most innovative — but there was also something to be said about looking back in time and how life has changed through the generations.

We discussed that in society the older generation rarely used coaching or mentorship as a succession plan to their careers, mentors provided newer employees with information and support they really needed to succeed and move up the ranks in an organisation. But the employees who did engage with mentorship saw the benefits of the mentor-employee relationship, thus, the benefits were not just for the employees; generally the company saw some significant engagement benefits as well.

At its most basic, the mentor-protégé relationship is one of information sharing. When the mentor works at the same workplace as the protégé, that means he or she will be able to share details about the way the workplace functions that may have taken the protégé years to figure out. This can enrich the protégé’s understanding of a subject in ways that may not have been possible in the classroom, or help the protégé understand a topic in a way she may not have considered. In short, the additional knowledge helps employees become more well-rounded and think more critically about problems and solutions.

At one point, the mentor was probably in a similar job or a similar position as the protégé, and thus has intimate knowledge of what it takes to move up the ranks. Mentors can be great sources of information on what steps the protégé needs to take to move up in the company and the dynamics of making one decision over another. And since the mentor will also have an understanding of the protégé’s skill set and ambitions, the mentor relationship makes it easier for companies to identify future leaders, or match employees with the right job within the company.

Often, all it takes for an employee to succeed is the knowledge that someone believes in his or her abilities. The mentor-protégé relationship helps to foster that. Managers should be responsible for motivating employees through positive reinforcement, but in the midst of looming deadlines or an excess of work, that can get thrown by the wayside. That is where the mentor relationship — which is often fostered outside of regular work hours — can come in handy, to boost morale when it needs boosting. Another positive thing about mentoring: it’s contagious. When a protégé has a positive mentor relationship, he or she may find ways to mentor others.

In some cases mentorship can often mean more than one person, both internal within the organisation and external and for very difference reason of mentorship, balancing technical and emotional stability.

When employees have a mentor to whom they can turn when they have a question or concern, they do not need to spend a lot of time seeking out the answers to their questions. Mentors may not have all the answers, but they can help you find them. When there’s less confusion about the work at hand or managers have to spend less time explaining a job, a business’ productivity can increase. And since mentoring can improve employee retention, your productivity will further increase because you won’t be constantly re-training employees.

An employee benefits from a mentoring relationship because he has someone with greater knowledge and experience to turn to for advice. While a mentor will not do the employee’s job for him or her, the mentor may demonstrate a task, guide the employee through solving a problem, or critique the employee’s work. A mentorship may help an employee feel less isolated at work, too, and encourage him to interact more with others. A mentor can offer an employee with tips on career growth and introduce the employee to other professionals. As the employee matures in his career, a mentor may remain a valued adviser to the employee.

The employer of a mentored employee gains from greater productivity in the workplace. As employees turn to their mentors for advice, they make fewer mistakes on the job, cutting losses to the employer. Employees in mentoring relationships tend to have greater job satisfaction as well, which can mean a more positive work environment. Employers might also notice less turnover of employees as workers feel a greater loyalty to the company. A company might even use its mentoring program to attract new employees.

Jeff Myers, http://www.summit.org/announcements/new-incoming-president-jeff-myers/, has a great quotation “Mentoring is the cultivation of young adults, the tender caring for and nurturing of them so that they will grow, flourish, and be fruitful.”​

Who are your mentors and most importantly, are you a mentor to our next generation?

Middle Management or Strong Managers?

Fast RelayIs middle management still necessary or do we just need a few strong managers to guide a company?

I have been engaged with some very interesting debates over the last few weeks on the subject of leadership and the shift in the leadership models within business today.

I think it is clear: a company needs leaders—not managers. From the top down, every employee has the opportunity to lead, starting with the organisation of one within the larger organisation that we call “Mr Me, Ltd.” Every person is responsible for shaping and creating their own future with collaboration and some help in the making.

What does that look like? We trust and then we empower. You know how leaders will typically say “I empower my people”—and then they do not? The tendency is all too common. The minute there is a mistake it’s like a rope around your neck that rebounds back—you either get your head taken off, or you get pulled back so hard the natural reaction is to buckle down and become “less engaged” instead of growing to “maturing growth.”

At this point, your entire company is flat.  With no hierarchy, everyone leads within their areas of stewardship and responsibility.  Many will have excess capacity and offer to help another teammate or even go to another department to ask how they can help.

Then there is the temptation to micromanage, which makes people so fearful of making a mistake, they do not dare create something courageous.

Top-management greed is corrosive but in some important sense the greed is not systematic. There are certainly many firms, doubtlessly a majority, where those at the top are sensitive to these issues and believe in shared pain and some measure of equity. There has, however, been a structural shift in the circumstances of middle managers, which leads them to feel more distant from their leaders.

This is the disruption of career paths and the increased difficulty in making a move from the middle to the top. Middle managers today have less reason to believe that they are on a trajectory that will take them to the top and, therefore, they have less reason to identify with their bosses.

Just who are middle managers? It is important to note that though middle managers make many decisions, and many important ones, the context in which they make those decisions is not of their own making. Middle managers do not set the organisation’s strategy, nor do they decide which markets to enter, with whom to merge, how much to invest, and what technology to use.

Senior managers, in the words of Harvard Business School professor John Kotter, “set agendas,” and in doing so shape the direction of the organisation.  Do middle managers do anything similar? In fact, it turns out that the answer is “Yes.” They make decisions about resource allocation that are central and strategic, albeit at a lower level and with much less visibility than decisions made by senior managers.

change managementWe live in an era in which CEOs are glorified. It would be foolish to argue that the CEO is not relevant to organisational performance and it would be equally foolish to claim that no firm should ever reduce its managerial ranks. But the fundamental spirit of the times is wrong. As a group, middle managers are central, indeed crucial, to an organisation’s success.

Most sizable organisations have a management hierarchy that includes several if not dozens of managers, below the executive team or owners. As organisations have found ways to recover from the global recession and remain competitive, the costs of a significant management structure becomes questionable. Some would argue that middle management is no longer necessary and should be abolished.

A number of significant organisations are downsizing or removing middle management structures. For example, the digital-security giant Symantec has completed a restructuring process that saw middle management reduced by as much as 40%. The world’s biggest appliance making company, Haier, in China, has reorganised the company’s workforce into 2,000 self-managed teams that are responsible for not only production but for profit and loss and they are paid on performance. Online retailer Zappos, a company obsessed with customer service has moved to eliminate traditional managers, done away with the typical corporate hierarchy and job titles, and now has an approach that has been termed “holacracy.” This move gives employees more of a voice in the way the company is run.

It may be an ideal time to re-examine the purpose and structure of management for organisations, one that better suits the times and needs of modern organisations and their customers and employees.

I like Jack Welch quote that states “Leaders are generally not judged on their personal output. What would be the point of evaluating them like individual contributors? Rather, most leaders are judged on how well they’ve hired, coached, and motivated their people, individually and collectively—all of which shows up in the results.”

And the winners are …

Book Launch The five winners from the book competition have been contacted by email and they were all given instructions how to get their signed copy.

The correct answer? There were five books in the stack.

I hope you will all enjoy reading it and maybe later you could tell me your thoughts about the book. I would appreciate that.

My publishing company Troubador has posted about the book signing on their website. You can find it here.

On 22nd September, a large group of guests gathered at Waterstones in Charing Cross to join Geoff Hudson-Searle as he signed copies of his new autobiography Freedom After The Sharks.

After the event, Geoff and the guests moved to The Cinnamon Club in Westminster for a speech and further signing.

I am very grateful for the many reactions, the positive feedback, the great reviews, and discussions that resulted from the book.

Thank you all!

My interview on Entrepreneurs Library

I am thankful for the great reviews like this one:

5.0 out of 5 stars Great entrepreneurial resource! October 7, 2014
Format:Kindle Edition
 
We had Geoff on our podcast, The Entrepreneurs Library, to give a deep dive of Freedom After The Sharks. Geoff is very intelligent and has loads of advice coming from all his years of experience.
 
I highly recommend this book to anyone seeking a great entrepreneurial resource!
 
If you would like to hear a review from the author himself be sure to check out episode 63 on the EL podcast.
 
Thank you all!

Interview with Geoff Hudson-Searle

Author Geoff Hudson-Searle
Author Geoff Hudson-Searle

I love to read and crawl into people’s minds. Why did the author write the book in this style? Why that example? I am also curious about the writing process authors go through from the moment that their idea for a book to the published book.

Reflecting back after your début book comes out is very insightful to find what you did right and where you needed help.

I sat down with Geoff Hudson-Searle, the author of Freedom after the Sharks, to ask him about his experiences as a writer. His book was released in September by Troubador Books.

Below are my questions and Geoff’s answers. Your thoughts on these issues are very welcome so leave them in the comment box below this post.

Enjoy!

1: How do you deal with writer’s block?

Interesting enough, my writer’s block came to me in chapter 16 of the original manuscript, which is now epilogue. I was in full flow and then suddenly my heart could not write any further. Potentially this was the hardest challenge that I had ever experienced in writing to date.

I took a step back from the book, from what I was writing at the time and examined my emotions. Where was I in life and I asked myself certain questions. Whilst this had been a very hard set of questions for me to answer, the truth was examined. It was the very reason the story got hard for me to write.

I examined the particular chapter and after a while felt it was not worth writing. After contemplation I was ready to move forward again. I reaffirmed my purpose and the epilogue was born again which made a perfect completion to the book.

2: What’s the best thing about being a writer?

Always, in every place across the world, people have written. Writing has not changed since the Roman days. Writing affords me a chance each and every day to just sit with my thoughts and be still. I live in a very busy city with people everywhere on mobile devices, and I love that. But I also think it’s important to sit and be quiet, to reflect and to use creativity with yourself and your thoughts. Writing for me is very meditative and calming, and helps to keep me peaceful in a very frantic world.

Every writer is influenced by everything they’ve ever read or seen. All the books and news articles that have passed through your hands have also somehow made their way into your thoughts, whether you are aware of it or not. I love that idea. I love to think that when I write, I am in some ways sitting down with all the books I have ever read, and in some ways, sitting down with the writers who wrote those books. I like to think that I’m connected to a long line of people just like me, people who also loved to write with the ability to leave a legacy of my work that someday will be read and hopefully inspired upon by others.

3: What’s your advice for aspiring writers?

Trust yourself and never, never give up. Be determined right to the end. You should always write about what you know and love. This is not just a matter of principle but solid writing advice. Editors and readers have a good understanding whether a book has a purpose, it is their intuitive know-how. You have a story to tell that cannot be told by anyone else, in any other way, and if you’re talented and lucky and work hard, you will find the right way to tell it. In other words, be truthful to yourself and you can communicate the truth to others through writing. This is not to say that you cannot be creative, but rather that your voice, your true voice, is what will draw people in to your manuscript.

On another note it is quite possible that one publisher will reject your book for a number of reasons while another loves it for those very same reasons. The trick is to secure a great editor and find a publisher whose interests align with yours.

4: What are you working on now?

As my good friends and colleagues constantly remind me on a daily basis, I must write version 2.0 Life after the Sharks. This is in my thoughts and it will come. I need to be in a creative space with my netbook and some great coffee. It will happen soon, I promise guys! Outside of 2.0, I am enjoying my weekly blog writing, spending time with fellow authors, sharing experiences, PR, interviews, and of course my day job which is always challenging and interesting to life.

5: How do you get inspired to write?

Inspiration was never a concern for my time with Freedom After The Sharks. The obvious inspiration was the honour, respect, and love for my Grandmother and Grandfather. This was the main driver for my book. Secondly, I was in a very special destination in the US called Sedona, Arizona. The Red Rock formations surrounded me and my work daily and it was a channel for the words that came from within me. I felt that my heart and soul truly were providing the words that delivered the manuscript.

I had moments where maybe this was not going to be a book. Then I realised that these moments in my life were coming with their own memory of the realisation. They have the incentive to create a grand moment about themselves, to share with others the lessons of adversity. If you are more deeply connected with yourself in these moments it is very easy to write in the flow of your words even for someone like me.

It was a sheer miracle to sit down and sprint through my life as it happened, visual-by-visual, word-by-word, I did have notes. The emotions have overwhelmed at times and this has simmered in my mind for a while. As much as we might hope that we can sit down and write that easily, it’s not always possible. Fortunately with Freedom After The Sharks the words flowed freely and through me to the manuscript.

6: Where did you get the idea for your book?

The idea for the name Freedom after the Sharks came to me because to some extent or other all of us carry a reflection of the experiences of our lives. However, whether and how we succeed is determined at least in part by how we cope with those experiences and what we learn from them. The only exception is that nobody has ever written transparency about the journey that takes us from hardship to happiness and love.

Freedom after the Sharks is a non-fiction and I have not held back on the truth, the events or adversities that took place in my life or across my successes. Once I committed to writing the first chapter the words just flowed through my body, an amazing experience, and a life changing experience – one that I will never forget, a complete stimulus.

Launching Freedom After The Sharks with a book signing at Waterstones

My book was launched and it has been an incredible journey. I am so proud of my book and hope you will enjoy reading it.

I wish to pay tribute to my late Grandmother and Grandfather Annette and George Searle, who I love dearly. Of course, I could not have done this without the support of many friends and colleagues who are all amazing.

Below you will see the images of the day!

Enjoy,

Geoff

book signing at Waterstones Grid A

book signing at Waterstones Grid C

book signing at Waterstones Grid B

Win a signed copy of Geoff Hudson-Searle’s Freedom After The Sharks!

Win a signed copy of Freedom After The Sharks!

competition stack to win a signed copy
Can you guess how many books are in this stack?

For your chance to win a signed copy, look closely at the image and guess how many books are in the stack.

You can click on the image to enlarge it.

Leave your answer in the comments section at the bottom of this post. The 5 closest or correct answers will win a signed copy!

The competition closes at midnight on 28 September 2014 GMT.

The five winners will be announced next week and will be given an email address to contact us to claim their books.

Tweet this competition!

Download a free chapter.

Book Cover "Freedom After The Sharks"

Freedom After The Sharks is the story of a man who, despite a difficult family life, developed the determination, drive and skills to create a successful business and a happy life.

Freedom After The Sharks shows how, even in a declining economy, a business can survive and even succeed.

It covers real-life experiences and offers some suggestions for dealing with problems and issues.

It provides a guide to finding your way in the business world.

Why not download a free chapter?

An evening with Mark

A great wine!
A great wine!

My recent visit to Oregon became even more interesting when Mark and his wife Jackie introduced me to their wine cellar and the local Pinot Noir. Pinot Noir is one of the oldest grape varieties used for making wine. Ancient Romans knew this grape as Helvenacia Minor and vinified it as early as the first century AD. It is recognized worldwide as a great wine grape.

We visited several vineyards whilst in Oregon, in particular the Abecela vineyard which is renowned for winning gold awards for its wine. It was clear that Pinot Noir is also one of the more difficult wines to ferment. Partly due to the presence of 18 amino acids, which are naturally balanced in this variety, Pinot Noir ferments violently, often “boiling” up and out of its container, speeding the process out of control.

Colour retention is a major problem for the thin-skinned berries. Pinot is very prone to acetification and often loses the sometimes promising aromas and flavours it seems to display through fermentation and aging, as soon as it is bottled.

There is one part in which Pinot Noir seems naturally quite rich, three to four times higher compared to other varieties, especially when it is grown in cooler and more humid climates: resveratrol. While this may not affect the aspects of sensory enjoyment, it may draw the attention of health-conscious consumers.

Great wine, great company!
Great wine, great company!

Apart from enjoying Mark’s and Jackie’s amazing company in the beauty of Oregon, I could not help but think about the wine process which lead me on to the process of ideas, preparation, design and development, implementation and execution of a strategic plan.

The very nature of adverse variables in a the execution and delivery of a good wine is very similar to that of a new product or business. There is an entrepreneurial quote by Eric Ries that states “I would say, as an entrepreneur everything you do – every action you take in product development, in marketing, every conversation you have, everything you do – is an experiment. If you can conceptualize your work not as building features, not as launching campaigns, but as running experiments, you can get radically more done with less effort.”

Which lead me on to a more meaningful discussion around strategic planning and why you need a strategic plan.

Developing strategy takes time and resources. It requires the time and commitment of some of the most highly paid and highly experienced people in your organisation. So, if your team is not willing to invest what is needed, I recommend that you do not do it. Poor planning is often worse than no planning at all.

So, why do you need a strategy?

Why take time for planning?

Just like a great wine, strategic planning takes time, energy, and a focused effort to coordinate the actions of people and groups whether their number is 5, 50, 500, or 1,500. The ultimate goal for a strategic plan is to enable your team to focus on a small set of desirable, clearly articulated outcomes to produce desired results. After all, if the team doesn’t know the vision or direction, how can they stay engaged?

Entrepreneurs don’t usually start out with strategic plans because their internal drive for success is so powerful, so compelling, and so motivating. It’s usually everyone else who needs the plan. But make no mistake, leaders benefits from having a carefully crafted plan as well. Strategic planning with the major decision makers and managers in your company allows an entrepreneur – even one who has never needed a strategic plan before – to gain the following benefits:

  • New insights from other peoples’ perspectives
  • Identification of the challenges as your best thinkers see them
  • New ways of thinking about old problems
  • Alternatives beyond the resources the entrepreneur has traditionally brought to bear
  • Training benefits. In fact, strategic planning is one of the absolute best training tools for getting next generation family business leaders up to speed
  • Buy-in from others on the team
  • A sharpened focus on critical success factors for pushing the company forward
  • Analysis from others’ perspectives on the feasibilities of new goals and objectives
  • Identification of challenges and barriers

The biggest benefit of strategic planning comes from the actual process itself. It is executing the process which drives everything else; even the final planning document itself is less important than the “all for one, one for all” process of thinking through the strategies.

So just like an excellently fermented Pinot Noir wine, without the plan, engagement, the process and the capital resources, and performance improvement, the chances are it could fail.

An afternoon with Mark

Courtesy SH
Courtesy SH

I recently had the fortune of staying with a good friend and his wife, who is a successful author and entrepreneur living in the Portland area of Oregon, in the United States.

Mark Herbert was a very big inspiration to me when I wrote ‘Freedom After The Sharks’, and a true mentor. Mark is the Senior Principle and Founder of New Paradigms LLC.

During my trip we decided to take a car trip to have lunch in a beautiful coastal town on the West Coast called Florence – Oregon. Florence is a city in Lane County, Oregon in the United States, with a beach resort, restaurants, art galleries, boutiques and has a very affluent local community.

Mark has a strong passion for thought leadership, business and fast cars, so we took his Porsche convertible on a very scenic drive to the city of Florence. Admiring the incredible views, we could not help but discuss strategy today. I have always made statement to the fact that ‘strategy has not really changed since the Roman days, but it does seem to get more complex.’ This prompted much discussion around the subject and included some very interesting insights from one of Mark’s favourite authors Jack Whyte.

You may recall two of Jack Whyte’s more famous quotes; “My admiration for Britannicus grew as I watched the uncomplaining manner in which he accepted the injustice and the inefficiency and inconvenience being heaped upon him by incompetent superiors” and “ What is honor – I suspect that if, after reading this book, you were to go and ask the question of your friends and acquaintances, you might experience some difficulty finding someone who could give you, off the cuff, an accurate and adequate definition of honor.

Florence, Oregon by SH
Florence, Oregon by SH

Mark then introduced one of Jack Whyte’s books to me ‘The Singing Sword’ which is book two of The Camulod Chronicles. I could not help but think of the days King Arthur was in power and of Julius Caesar. How were the words honor, integrity, probity, morality and self-sufficiency used then and exactly what can we learn from this era about ethical or moral conduct of a business or operation today.

Do we lack determination, imagination, courage, and passion in today’s business world?

Are we lost in the big data phenomenon and blame/accountability of others?

Do we actually take responsibility of our actions with others?

How is this effecting the way we behave , our conduct, and more importantly the outcomes?

So as you can imagine this discussion did provoke lateral thinking around our experiences and learnings from assignments, when finally we came to historical information vs. historical thought.

Mark stated that there is a great deal of historical knowledge around today. We are awash with books on history, massive biographies, and philosophy on historical figures. Information on history is much broader than ever before, but there is very little historical thought across both spectrums in the business world.

As a famous lord, Lord Acton, once said ‘historical thought is far more important than historical knowledge’. Historical thought is using the lessons of history to understand the present and to make decisions for the future.

Can or should we be using history as an analytical tool and making use of the lessons of history?

If we were to draw lessons from the Roman Empire and experience it in our everyday existence, as human nature never changes, similar circumstances will always produce similar events. Churchill did change history and this should act as a guide and impediment to understanding the present, so that we can change the future.

The questions we should ask ourselves:

  • Do we have the reserves of moral courage that the Romans did to undertake that burden of empire or in business?
  • If we make change, what will be our legacy to the next generation?
  • Are we generous in spirit, determined to leave the world a better place, or are we hoping that an algorithm or technology is the answer?
  • Should we constantly refer to the Roman era or can we instill the disciplines, teachings, values and techniques that are far more enduring and far better than that of the Roman era?

What do you think?

My book comes out Sept 28, 2014!

Press Release Sept 28, 2014