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Mentoring
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What does it mean?
Mastering the skill of Mentoring means the ability to inspire people in your care to grow and become confident when completing new tasks. Your constant help and guidance will help your mentees to improve their skills and competences over time.
This requires a natural eagerness to welcome your pipeline into your own world, letting others progress through trial, error and feedback.
People will learn faster with a mentor compared to what they would have done on their own.
Main Theory
The Purpose of a Mentor
In order to understand the purpose of a mentor, it is important first to understand the 3 main definitions and purposes of a mentorship:
A Mentor
A person who can transfer their own abilities to another person by maturing a Mentee’s habits and tendencies to the desired standards.
Mentoring
To expect the same quality of work from the Mentee as you expect from yourself. Being the best version of yourself at all times to act as a role model people can look up to and ultimately build up the same qualities as you have yourself.
Ultimate Goal
Make the person better than yourself!
Your abilities + Their qualities = Something better than you…
The ultimate goal is obviously meant as a reference point for the Mentee. As you develop your own qualities and leadership skills by being the mentor, you will always be at a higher level than your Mentee. But, you should at least be able to form the person into becoming a better version than yourself in their position.
In Joe & The Juice, we are developing people at an age where they (at all moneyball levels) will gain great knowledge from having a strong person they can learn from and look up to:
Most Juicers in our company gets hired at a young age (18-20 years old). The Juicers will at first look up to (and be inspired by) their Trainer and BM. They will try and reflect themselves in the BM and learn from their experiences while developing their skills on each of the work-stations.
Bar Managers are usually a bit older in age, but will still not have had any other manager experience than Joe & The Juice. They need someone who can instill good habits and tendencies in their daily work in order to develop them going forward and prepare them for further progress within the company.
They need someone they can look up to and learn from.
It is very important that the BM works with someone who is willing to do whatever it takes to make them perform. Someone who is willing to pass on the baton of knowledge and work-experience to make sure they do not make the same mistakes as you over and over again.
You probably already guessed it… That person is you!
You are passing on the baton of knowledge, experiences, mistakes, success stories and advice. This also means that you can form the BM into becoming the person that you ultimately believe is the best BM in the market. You were chosen to become an RM for a reason. You were a well-performing BM. Now, you cannot live on this praise anymore. It is time to make others as good as you were… and even better
Secondary Theory
How You Instill Personal Development
So, how can you work on becoming a good mentor that can shape the BMs in a positive direction, providing them new knowledge and more experience?
In order to become a good mentor in Joe & The Juice, there are 6 areas that have to be practiced on a weekly basis:
1. You have to invest time
To be a good mentor, spend a lot of time with your mentee, offering help and support, especially during tough times.
2. You have to be intentional
Plan regular meetings with your mentee, have an agenda, and focus on what your mentee wants to learn.
3. You have to praise & encourage
Encourage and recognize your mentee's choices and behavior, not just their natural talent. Praise specific actions to reinforce them.
4. You need to exercise correction and instruction
Share your experience by correcting and instructing your mentee to help them stay on the right track. Help them set personal goals for development.
5. Bring them into your world
Occasionally involve your mentee in your tasks, seek their opinions, and give them a taste of your role.
6. Honesty
Establish open, honest communication. Encourage your mentee to be transparent and share their concerns and provide honest feedback.
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Mentoring & Coaching
It’simportant to understand and reflect on the difference between coaching andmentoring. Mostly a relationship between an RM and BM starts with coaching, as there is a clear agenda and training plan arranged. However, over time, the relationship will develop and become stronger with more trust and mutual experiences, so the RM can act as a mentor without a set agenda or time limit.
Situational Leadership
A Regional Manager should choose and select appropriate leadership style based on the level of competences of their BM. If a BM is new in a position, in a development phase, the RM shall be more direct, instructing and coaching. If the BM is developed and indepent, the RM can be more supportive, delegating and mentoring.
4 levels of SITUATIONAL mentoring AND coaching from RM:
Directing means that the RM is providing clear instructions with close supervision during tasks.
Coaching means that the RM is offering guidance and feedback to help BM’s improve performance.
Supporting means that the RM is providing encouragement, resources, and assistance to the BM.
Delegating means that the RM is delegates responsibility to demonstrate trust, allowing the BM to make decisions and take more ownership during tasks.
Sum Up
3 Purpose of a Mentor?
Mentor: Transfer own abilities to the Mentee
Mentoring: Being a role model the Mentee can look up to
Ultimate Goal: Make the person better than yourself
Rolemodels
The Bar Manager acting as a role model for Juicers
The Regional Manager acting as a role model for Bar Managers
Hand over the Baton
Pass on the baton of knowledge, work-experience and previous mistakes to strengthen the Mentee
How to Install Personal Development
1) You have to invest time: If you want your Mentees to grow it requires for you to invest your own time in developing this person
2) You have to be intentional: Plan in advance when you are having a meeting.
3) You have to praise and encourage: Praise choices and behaviour instead of natural talent
4) Exercise correction and instruction: You need to give correction and instruction, otherwise the Mentee will not evolve
5) Bring them into your world: Let the Mentee get a taste of how is to be a Regional Manager. This will encourage them to reach the same level.
6) Honesty: Honesty has to work both ways in a mentorship, otherwise true progression cannot be realised.
Coaching & Mentoring
Understanding the difference between the two leadership approaches
Situational Leadership
Adapting leadership style based on level of competences of BM
Training
The training of Mentoring is divided into 3x exercises and 1x exam preparation that the RM must go through together with The Trainer.
This equals a total of 6 OH hours (RM Prospect) + 4.5 OH hours (Trainer) as well as the needed OH hours to let the RM carry out the necessary exercises with all BM’s once the training is done.
Exercise 1: Shadow Consultant
Objectives
The learning objective of this exercise is to understand how to keep a constant learning curve for the BMs (Mentees). The BMs might have been fully trained, but it can be very useful to keep developing and pushing the BMs towards further growth and learnings. This can be done by acting as what we call a Shadow Consultant.
Introduction
This exercise will take place in an optional store. The RM will shadow a chosen BM in carrying out a task and provide feedback and suggestions on how this could be done at an even higher level.
Step 1 - Introduction to Shadow Consulting - 5 minutes
Inform the RM that it can be very useful to follow up on how the BM is training their team by acting as what we call a Shadow Consultant:
Acting as a shadow consultant leads to a foundation of conversation and can with appropriate feedback potentially make the BM a stronger leader who will be able to act as a better role-model for their employees. The effective time of shadowing the BM doing a task has no limitations. It can be something easy and quick or something more complex that requires more time to be spent. The important thing is that the RM is able to observe all aspects of the training taking place and openly shares feedback on how it could be improved afterwards.
Step 2 - Example of Shadow Consultant - 10 minutes
Take the RM through the example of how to act as a Shadow Consultant to strengthen their understanding of how the task should be carried out:
INTRODUCTION
Shadow the BM in how they carry out a crucial task and provide suggested improvements afterwards.
EXAMPLE
As a part of a SM Junior trainer, the BM needs to train the SM Junior in Count & Stock Management doing their first stock count.
Execution
Follow the procedures of the training throughout a day and observe the method and approach the BM is using for the training. Do not interrupt the training at any point. You can only provide corrections and feedback between just the two of you. You do not want to remove the power from the BM in front of the SM Junior - they should act as the master of the show.
FEEDBACK
Observe the training, gather the intel and give feedback to the BM once the training is done. Share how you believe the training could have been stronger or how they could have done things differently. Share your opinion and remember to handover the message in an engaging way. The BM needs to feel that you are only doing this because you want them to develop even further and become stronger in the specific task.
OUTPUT
If the BM is carrying out the task to perfection, that is only great! Then they get the possibility of receiving praise for their effort. If there are some lacking areas of the training, it should be addressed by explaining that the RM does not want the BM to make the same mistakes as they did. They want to give them the knowledge and work-experience that is needed to develop and progress to the next money ball step.
Step 3 - Practice Shadow Consultant: Execution - 60 minutes
In corporation with the RM , plan and execute their first Shadow Consultant with one of the BMs. Choose a specific task or procedure and remember to inform the BM that the RM is shadowing the BM on the specific day. It should not be a surprise for the BM - it should be informed and framed as a part of their Mentorship partnership. You should not be present during the Shadow Consultant, but should take part in the feedback after the execution.
Step 4 - Practice Shadow Consultant: Feedback- 15 minutes
Once the execution is over and the task has been carried out, tell the RM to hand over the feedback with your presence. Once the feedback is handed over to the BM, bring your opinion on how the RM managed to act as a Shadow Consultant and observe areas where the BM could develop even more.
How to videos
Exercise 2: Show How It’s Done
Objectives
The learning objective of this exercise is to learn how you can inspire the BM to become even stronger and motivated in their position. This is done by refreshing their memory of how to execute a specific task through leading by example.
Introduction
This exercise will take place in an optional store. The RM will carry out an optional task for a chosen BM and show how it should be done to perfection.
Step 1 - Introduction “Show How It’s Done” - 5 minutes
Inform the RM that another way of mentoring the BMs strengthening their capabilities, is to perform Show the BM How It’s Done:
When a BM is carrying out the same tasks on a weekly basis, they can circulate in the same habits and forget the importance of smaller details in the task execution. Therefore, it can be useful to refresh the BMs memory and carry out a task for them. First of all, the BM will be delighted that the RM is supporting them with a standard task. But most importantly, they are going to be motivated to do even better when they with their own eyes can see how the RM is carrying out the task to perfection with great energy focusing on even the smallest details. Then the BM will once again be motivated to do even better at this specific task going forward.
Step 2 - Example of Show How It’s Done - 10 minutes
Take the RM through the example of how to perform Show How It’s Done:
INTRODUCTION
A BM is doing repetitive tasks from week to week. Sometimes it is good to stop for a second and get inspiration on how these tasks should be done once again being reminded the correct methods and optics.
EXAMPLE
The BM has to train a Prospect Juicer in Juice Making. In the first hour of the training, the RM tells the BM that they will take care of the training and that they can just focus on the general performance of the store.
EXECUTION
The RM enters the bar and trains the JQ Prospect in Juice making giving 100% of themselves with an unbelievable energy covering the new Juicer constantly. The RM Prospect follows the JQ Prospect around at all times, shares all the necessary tips and keeps pushing them in a positive direction being the best example of a Trainer in Joe & The Juice.
FEEDBACK
When the hour of training is done, explain the BM that this is how a training in Joe & The Juice should be carried out at all times, no matter who the new JQ Prospect is.
OUTPUT
The BM is doing a lot of training, and sometimes they can become a bit demotivated in doing the same training over again. It can be good for them to be reminded of the importance of being the best version of themselves sharing inspiring behaviour at all times. The Output is similar to a follow up. In this case, the RM is instead inspiring the BM to increase their effort going forward by showing how it should be done.
Step 3 - Practice Show How It’s Done: Execution - 60 minutes
In corporation with the RM , plan and execute their first Show How It’s Done. Choose an optional BM task that the RM will carry out with the BM’s presence in the store. It is recommended to inform the BM beforehand, but it is also okay to keep a surprising element so the BM gets surprised that the RM took their time to support them with the task. You (Trainer) will also be present in the store to see how the RM manages to be the best version of themselves carrying out the task for them BM.
*It is very important that the task is being done to perfection, otherwise the whole purpose of the mentorship will fall to the ground. The RM should manage to inspire the BM to become even better at the task by showing them how it should be done continuously going forward. The RM is not doing the task on a weekly basis, so they should be able to execute it with a positive mindset and great energy that hopefully also will affect the BM.
Remember that the RM should explain the BM some key factors of the task execution to apply in their own work going forward (feedback).
Step 4 - Provide Feedback- 15 minutes
Once the exercise is over, evaluate how the RM managed to be the best version of themself carrying out the task and thereby inspiring the BM to copy their behaviour and procedures going forward.
Exercise 3: Juicer Evaluations
Objectives
The learning objective of this exercise is how you can mentor your mentee into becoming a mentor themselves for their own team. This is done by hosting structured Juicer Evaluations, to create a space for an open dialogue.
Introduction
This exercise will take place in an optional store. The RM will teach a chosen BM how to host Juicer Evaluations and guide them in how to get a useful outcome.
Step 1 - Introduction to Juicer Evaluations - 5 minutes
Inform the RM that the third way to strengthen the BM’s optics and push them to become a Mentor for their team is to teach them how to do Juicer Talks:
Just as the RM is carrying BM Evaluations, it is a part of the mentorship to teach the BM how to execute performance talks with their team. There are usually strong social ties connected between each team in Joe & The Juice, but it is important that we are able to have serious conversations with each other in order to make work conditions better.
Furthermore, it is very powerful to let the BM adapt their own leadership skills mentored by the RM.
When a Juicer Evaluation is scheduled there are 3 major topics that can bear fruit for the BM:
1. Get insights on how they feel about going to work?
2. What are their future desires in the company?
3. Feedback on if the BM can do anything to make it a better workplace for each individual.
Step 2 - Practice “Teach Juicer Evaluations” - 85 minutes
In corporation with the BM, let the RM schedule 3 Juicer Evaluations. The RM should try and give further their learnings from practicing BM Evaluations (Communication Module). Tell the BM always to include following 5 questions in the talk:
1. How do they feel about the team performance in the store?
2. Do they feel happy going to work everyday, why / why not?
3. Where do they see themselves in 1 year in company?
4. Are there any aspects of the work they wish they were better at?
5. Do they have any specific things they wish the BM would do differently?
Inform the RM to plan and execute 3 Juicer Evaluations with a chosen BM. Remind the RM that they should let the BM lead the word and only break in if any sudden questions needs to be supported.
*You (trainer) should not be present at this part of the exercise, as is can be harder to open up for the Juicer in front of 3x senior people.
Step 2.1 - Mentor the BM - 15 minutes
Once the 3 Juicer Evaluations are done, sit down with the RM and the BM. Let the RM give feedback on how the BM managed to invite the Juicer for an open conversation and what the output of the 3 evaluations are.
*You (trainer) obviously cannot participate in the actual conversation as you didn’t take part in the evaluation. What you are focussing on, is how the RM Prospect manages to mentor the BM.
Remind the RM that they should incorporate as many of the 6 areas from “How you install personal development” when they give feedback to the BM:
1) You have to invest time: If you want your Mentees to grow it requires for you to invest your own time in developing this person.
2) You have to be intentional: Plan in advance when you are having a meeting.
3) You have to praise and encourage: Praise choices and behaviour instead of natural talent.
4) Exercise correction and instruction: You need to give correction and instruction, otherwise the Mentee will not evolve.
5) Bring them into your world: Let the Mentee get a taste of how is to be a Regional Manager. This will encourage them to reach the same level.
6) Honesty: Honesty has to work both ways in a mentorship, otherwise true progression cannot be realised.
Step 3 - Provide Feedback- 15 minutes
Once the RM has given the BM feedback, take a moment to assess how the RM managed to mentor the BM. Relate to the 6 above key areas of Mentoring when bringing the feedback.
Exercise Sum Up
How to Apply Learnings
All methods should be practiced by the RM to form the BMs towards becoming better role-models and leaders. The RM should use their learnings and activate the exercises when they believe the BM would benefit from it. Go through the illustration with the RM and agree how the learnings and objectives should be applied in the RM's work going forward.
Introduction
After the reflective exercises has been completed and the Regional Manager now understands what the skill means.
The RM will now gather and repeat the key findings from theory and exercises.
These findings will be written down and saved for them to present in the final exam in front of Trainer and Market Management by the end of the program.
As a part of the sum up and final exam preparation, the RM Prospect will explain the three layers of the circle to the trainer.
0.1: SUMMARY OF EXERCISES:
- The Trainer will repeat the headline of each exercise whereafter the RM will repeat the key findings from each step in the exercises. The RM can use their notes from the worksheets to recap what they’ve been through.
The RM Prospect will now explain the why, how and what.
1: THE WHY:
- Explain why Mentoring is an important skill to have when leading and developing people as a Regional Manager in Joe & The Juice. Touch upon the consequences if not leading with Mentoring.
2: THE HOW:
- Explain how to use Mentoring when developing people and how to apply this skillset in the daily work.
3: THE WHAT:
- Explain what the skill means with own words and include key learnings from the main and secondary theory incl. illustrations.
Clean Seating and Tables
Clean Trash Bins in Customer Area
Deep Clean Centrifuge
Clean Bar Bins
Clean Bar Lamps + Speakers
Clean Cleaning Tools
Clean Drains
Clean Floor Panels
Clean Ice Machine
Clean Menu
Clean Sandwich Grills
Clean Toilets
Clean Walls and Pictures
Clean Fridges
Deep Clean Stockroom + Fridges
Clean Bar Front
Clean Bar Filters
Clean Fruit Baskets
Clean Dishwasher
Clean Sinks
Clean Centrifuge Cave
Deep Clean Mazzer
Deep Clean Mythos
Deep Clean GB5
Clean Blender
Clean Centrifuge
Clean Seating and Tables
Clean Trash Bins in Customer Area
Deep Clean Centrifuge
Clean Bar Bins
Clean Bar Lamps + Speakers
Clean Cleaning Tools
Clean Drains
Clean Floor Panels
Clean Ice Machine
Clean Menu
Clean Sandwich Grills
Clean Toilets
Clean Walls and Pictures
Clean Fridges
Deep Clean Stockroom + Fridges
Clean Bar Front
Clean Bar Filters
Clean Fruit Baskets
Clean Dishwasher
Clean Sinks
Clean Centrifuge Cave
Deep Clean Mazzer
Deep Clean Mythos
Deep Clean GB5
Clean Blender
Clean Centrifuge
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