adminComments Off on Mentorship to Expand an Organization’s Culture
Most would agree that our organizational needs have changed so that past practices may not work so well for future progress.
In order to expand an organizational culture it’s time to shift our tutoring approaches to reflect more balanced and reciprocal coaching. Mind-guiding, detailed in Weber’s book, Lead Innovation with the Brain in Mind, (P. 333) offers a form of mutual coaching for new members and new ideas to flourish in ways that benefit all concerned.
It differs from traditional mentorship in that mind-guides are not selected on entitlement, age or seniority. They also avoid any we-they dichotomies. Mind-guiding’s reciprocal learning-leading democratic process highlights new neural pathways to innovative results for all concerned. How so?
Imagine an innovative mentorship that includes a new way to lead big ideas, a novel approach to learn from unique talents that include multiple intelligences, in a mutual stage or setting for clever results across new and traditional teams.
Both experts and upstarts claim to see unlimited potential in shared wisdom. Yet seasoned mentors advise clever cronies to operate much like themselves, in spite of rapidly changing horizons. Do you see the potential for stagnation here?
In contrast, mind- guiding is based on mutual brainpower potential, and experience from differences, rather than on imparting traditional values in a one-way exchange. In a symbiotic learner-teach role, or “mind-guide to the side, replaces the mentor as “sage-on-a-stage”.
Gender preferences and interests stoke proposals from creative capabilities on both sides of the brain. Technology changes how brains learn and how mind-guides lead. Brainpower increases as multiple intelligences expand in the interactive mind-guide listening process.
A mind-guide mantra is Ask, ask, ask! Participants question with two feet to draw out unique contributions, which become doable big picture solutions applied. We implement what’s learned, and thereby engage unused areas in the prefrontal cortex to organizes and prioritize what we discover.
Music as well as speech impacts emotions, and impacts moods in ways that motivate people, and can add to focus for the mind-guiding process.
A possibility tone helps mind-guides step back from heated situations, tame an amygdala (the brain’s warehouse for emotions), to hear controversial issues through the other person’s perspective. Awesome rewards come to organizations that mix different communication approaches.
Mind-guides tend to laugh at themselves easily – yet run from humor that diminishes others, for instance. They focus more than most mentorships do – on spreading serotonin chemicals, which increase the brain’s well being. Serotonin and other neurotransmitters for aha insights support mind-guides’ learning and leading skills. It starts small with an effort to express and learn from opposing and integrated views on topics raised.
Social media offers more integrated views on mind-guiding topics. For that reason, a wider and more holistic approach has altered what people come to crave in the kind of opposing views often presented by radio stations such as NPR or CBC.
Mind-guiding improves the brain’s hard-wiring for organizational expansion. Each time a person interacts with others and with new insights, that strengthens a unique capability to interact with additional new ideas and with different approaches.
You’ve likely noticed that – in each brain-powered tool above, diversity and rawboned talent become mental assets for more than what mentoring views as minions’ benefit. In mind-guiding approaches – both sides learn in all sessions, and both sides also lead at times.
How could typical mentoring practices – morph into mutually beneficial learning opportunities in mind-guiding that refreshes your organization with new ideas that benefit all members? Would a brochure help mind-guides enjoy the process more?
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