Feb 16, 2023

Feb 16, 2023

Mentorship

Mentorship

Creating team growth plan

Creating team growth plan

Creating team growth plan

Bring together the vision of the founder, and the purpose and passion of the team together

Bring together the vision of the founder, and the purpose and passion of the team together

At the very core of this program, we aim to enable a conversation between the leader’s of the tribe and the members. And this conversation aims to bring the efforts of the entire tribe into a unified direction. For that reason the first thing we aim to do is get to understand the motivations of individual members, as well as the founding members of the tribe.


Part 1 | Build Rapport with the Tribe.

Similar to the activity with a founder, we will also triangulate the purpose and passion of the Tribe members but using a slightly different approach. Modelled around Simon Sinek’s “Find your why” we will explore their past experiences and values by getting to know them using a series of autobiographical activities that encourage reflection and self exploration. Where we would differ to that of S. Sinek would be that each activity will contribute a bit of understanding that will be looked at through a lens derived from the Japanese “Ikigai” Which is detailed further in the article about Role forecasting.

Actvities for building rapport

  • “How did you end up where you are?” (45min)

  • Compare Personality test (16 personalities- 2 h)

  • My ideal Collaborator (45min)

  • Professional Values (45min)



Part 2 | Defining the roles of today

Once I as the facilitator have reasonably good idea of the personality, interests and passions of each team member, the next aim is to get an understanding of how they see their own role in the tribe they belong to. Understanding your role and how your work fits into the larger workflow of the organisation is valuable because it helps you connect your efforts to value generated by the company, align your learning and development goals with the organisation's objectives, and identify opportunities to contribute value.

This knowledge can also help you advance within the organisation by finding new ways to ad value to the work flow


Part 3 | Making work visible

Once we have a rough idea of what each member’s role in the organisation is, as a facilitator we want to have them break their role down into it’s constituting steps in their own words. This is of critical importance, because they will build their learning journey with these steps as their foundation.

Leader’s and mentors will have an opportunity to contribute to the definition of the role, during the next stage, which is the role forecasting.


Part 4 | Role Forecasting

With an understanding of the current capabilities of the production aspect of the company, the tribe can together consider how, the vision and objectives of the organisation can be better served by exploring The skills and capabilities needed to capitalise on the opportunities identified (Find out more: Role Forecasting Article)

With a clear idea of current and future opportunities for the business, it becomes a relatively simple task to determine a customised learning journey. To come up with any effective learning intervention, there are three categories that must be considered:


Part 5 | Personalised Learning Journies

With a clear idea of current and future opportunities for the business, it becomes a relatively simple task to determine a customised learning journey. To come up with any effective learning intervention, there are three categories that must be considered:

  • Learning material: Material that is relevant, engaging, and presented in a way that aligns with the learner's strengths.

  • Method of learning: Utilise different methods of learning, such as lectures, hands-on activities, and group discussions, Videos games and anything else that proves to be effective.

  • Educator/Mentor: Last but not least the person responsible for facilitating the learning process, whether it is a teacher, mentor, or parent.

Note the learner can have a mentor, but a different person that is aiding the learning process, this would be called a sponsor

At the very core of this program, we aim to enable a conversation between the leader’s of the tribe and the members. And this conversation aims to bring the efforts of the entire tribe into a unified direction. For that reason the first thing we aim to do is get to understand the motivations of individual members, as well as the founding members of the tribe.


Part 1 | Build Rapport with the Tribe.

Similar to the activity with a founder, we will also triangulate the purpose and passion of the Tribe members but using a slightly different approach. Modelled around Simon Sinek’s “Find your why” we will explore their past experiences and values by getting to know them using a series of autobiographical activities that encourage reflection and self exploration. Where we would differ to that of S. Sinek would be that each activity will contribute a bit of understanding that will be looked at through a lens derived from the Japanese “Ikigai” Which is detailed further in the article about Role forecasting.

Actvities for building rapport

  • “How did you end up where you are?” (45min)

  • Compare Personality test (16 personalities- 2 h)

  • My ideal Collaborator (45min)

  • Professional Values (45min)



Part 2 | Defining the roles of today

Once I as the facilitator have reasonably good idea of the personality, interests and passions of each team member, the next aim is to get an understanding of how they see their own role in the tribe they belong to. Understanding your role and how your work fits into the larger workflow of the organisation is valuable because it helps you connect your efforts to value generated by the company, align your learning and development goals with the organisation's objectives, and identify opportunities to contribute value.

This knowledge can also help you advance within the organisation by finding new ways to ad value to the work flow


Part 3 | Making work visible

Once we have a rough idea of what each member’s role in the organisation is, as a facilitator we want to have them break their role down into it’s constituting steps in their own words. This is of critical importance, because they will build their learning journey with these steps as their foundation.

Leader’s and mentors will have an opportunity to contribute to the definition of the role, during the next stage, which is the role forecasting.


Part 4 | Role Forecasting

With an understanding of the current capabilities of the production aspect of the company, the tribe can together consider how, the vision and objectives of the organisation can be better served by exploring The skills and capabilities needed to capitalise on the opportunities identified (Find out more: Role Forecasting Article)

With a clear idea of current and future opportunities for the business, it becomes a relatively simple task to determine a customised learning journey. To come up with any effective learning intervention, there are three categories that must be considered:


Part 5 | Personalised Learning Journies

With a clear idea of current and future opportunities for the business, it becomes a relatively simple task to determine a customised learning journey. To come up with any effective learning intervention, there are three categories that must be considered:

  • Learning material: Material that is relevant, engaging, and presented in a way that aligns with the learner's strengths.

  • Method of learning: Utilise different methods of learning, such as lectures, hands-on activities, and group discussions, Videos games and anything else that proves to be effective.

  • Educator/Mentor: Last but not least the person responsible for facilitating the learning process, whether it is a teacher, mentor, or parent.

Note the learner can have a mentor, but a different person that is aiding the learning process, this would be called a sponsor

alfi@campfire.cards

Strive for more

alfi@campfire.cards

Strive for more

alfi@campfire.cards

Strive for more

Creating team growth plan

Creating team growth plan

Creating team growth plan