Duration: 1 hour
Trying to develop new or front-line managers? Looking for suggestions and best practices in preparing and mentoring these key leaders to strengthen your leadership bench and build your leadership pipeline?
Perhaps you are looking for a mentor yourself and want to get the most from a mentoring relationship? Or you are mentoring someone else and want to do a better job?
If you answered yes to any of these questions, you’ll want to join a new webinar from the Center for Creative Leadership (CCL®).
In this session you will learn:
- Why first-time managers and new leaders are so important to building a strong pipeline of leaders in organizations.
- What to do to start a mentoring initiative for this level of leaders.
- Why a more integrated approach to mentoring is needed.
- Practical, actionable tips to ensure your mentoring initiatives are a strong success.
You can follow one of our presenters, Bill Gentry, on Twitter (@Lead_Better) as well as CCL (@CCLdotORG). Use #1stTimeMgr and #mentoring to take part in the conversation online about first-time managers, mentoring programs, and transitioning into leadership before, during, and after the webinar.
Target audience: Talent managers, T&D managers, and HR business partners or coaches who are responsible for developing first-time managers. This webinar is also for those who want to get the most from a mentor or want to be stronger in mentoring someone else.
William A. (Bill) Gentry, Ph.D. is Director of Applied Research Consulting Services and a Senior Research Scientist at the Center for Creative Leadership in Greensboro, North Carolina. He also trains the Assessment Certification Workshop and Maximizing Your Leadership Potential programs at CCL and has been an adjunct professor at several colleges and universities, currently at Guilford College and the University of North Carolina, Charlotte. In applying his research into practice, Bill’s current focus is on helping new leaders who are managing for the first time in their lives, particularly those on the frontlines in entry- and first-level positions in organizations. Bill has more than 70 academic presentations, has been featured in more than 50 internet and newspaper outlets (such as Harvard Business Review, Forbes.com, the Wall Street Journal online At Work, CNN.com, businessweek.com, Chief Learning Officer, ChiefExecutive.Net, and TrainingIndustry.Com), and has published more than 40 peer-reviewed articles on leadership and organizational psychology. His book published by Berrett-Koehler, Be the Boss Everyone Wants to Work For: A Guide for New Leaders, will be available in September of 2016. You can follow Bill on twitter (@Lead_Better) and use #1stTimeMgr to continue the conversation online about first-time managers, new leaders, and transitioning into leadership.
Richard J. Walsh serves as senior faculty at the Center for Creative Leadership and vice president of The Leaders’ Counsel. Richard provides expertise in strategic leadership, with particular focus in coaching and mentoring. He regularly designs and delivers leadership experiences from first level managers to functional leaders, executives and board members. With over twenty years in business, he held key roles in strategy, human resources, leadership and organizational development. Richard also served as executive and founding director of the Center for Leadership & Executive Development, a highly successful consortium between higher education and industry.
Richard consults with global organizations including American Express, BCG, Campbell’s, Emerson, Google, Haworth, National Life Group, Phillips, Proctor & Gamble, Timken, Volvo, Whirlpool, Wal-Mart, World-Bank, US Air Force, and others. Richard also collaborates with other thought leaders from international consulting firms and top business schools. He earned graduate degrees in Organizational Leadership and International Marketing. He holds a number of professional certifications and serves on several company boards, professional associations, and nonprofit organizations. Richard coauthored numerous articles and papers, including mentoring, and is currently focusing his efforts guiding and supporting senior leaders of functions, business units, and divisions.