Executive Springboard Process
Executive Springboard combines onboarding, coaching and mentoring best practices into a proprietary process that sets executives up for long-term success. Through their mentors, leaders gain awareness of themselves and their environment, build key relationships, adjust their behavior for greatest effectiveness and are held accountable to achieve milestones. Here are the key elements of our process:
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INDIVIDUAL AND COMPANY AUDITS
We review any existing personality or behavior assessments of the mentee. We also provide two assessment tools, one designed to measure the executive's "coachability" and the other a proprietary view of their comfort zone on eight dimensions that are critical to success. We can also conduct and analyze Hogan, DISC or EQ-I 2.0 assessments for an additional fee. We interview a key company stakeholder to understand organizational culture, the management task to be faced and how the mentorship success will be defined. We do not determine cultural health, but rather the environment that the executive will encounter. MENTOR SELECTION After analyzing information on the executive and the organization, we recommend the best fit from our network of100 mentors. We focus on relevant experience, such as function, employment circumstance, business situation, industry familiarity, region, etc. The mentor’s biography or CV will be provided for review. The mentor will make themselves available for 30-minute interviews with the company’s HR representative and the executive for approval and for logistics on mentoring sessions. |
MENTORING RELATIONSHIPS
The executive and their mentor meet by videoconference twice monthly for up to eight months. Mentors are also accessible by text or email in between sessions to help with urgent issues. The mentor employs an onboarding roadmap, but the executive directs much of the discussion to address specific needs they face. Executives are tasked to execute a series of 90-day development plans and to explore how they integrate with culture and colleagues.
LEAP
Our mentors individually tailor each executive's assimilation process, based on their personality and the circumstances they face. But in all cases, Executive Springboard mentoring engagements use a common framework, called LEAP.
The LEAP process has four elements that all interact and create a feedback loop:
The executive and their mentor meet by videoconference twice monthly for up to eight months. Mentors are also accessible by text or email in between sessions to help with urgent issues. The mentor employs an onboarding roadmap, but the executive directs much of the discussion to address specific needs they face. Executives are tasked to execute a series of 90-day development plans and to explore how they integrate with culture and colleagues.
LEAP
Our mentors individually tailor each executive's assimilation process, based on their personality and the circumstances they face. But in all cases, Executive Springboard mentoring engagements use a common framework, called LEAP.
The LEAP process has four elements that all interact and create a feedback loop:
Learning.
The executive learns about their role, the industry, the company, its culture and its influencers. The mentor guides the executive through a discovery process, encouraging journal-writing and exploring implications of what is uncovered.
Engaging.
The executive interacts with stakeholders, getting to know their own team, their boss, their colleagues and other key opinion leaders. The mentor suggests a phased approach to developing ripples of relationships and helps the executive to understand the needs and motivations of those with whom they work most closely.
The executive learns about their role, the industry, the company, its culture and its influencers. The mentor guides the executive through a discovery process, encouraging journal-writing and exploring implications of what is uncovered.
Engaging.
The executive interacts with stakeholders, getting to know their own team, their boss, their colleagues and other key opinion leaders. The mentor suggests a phased approach to developing ripples of relationships and helps the executive to understand the needs and motivations of those with whom they work most closely.
Adapting.
The executive will begin new roles by writing a 90-day plan. Through learning and engagement, they will recognize what parts of this plan needs adjustment. They will also assess whether their teams and colleagues are receiving and responding to messaging as intended. The mentor will coach them on social-awareness and the steps needed to gain co-worker alignment.
Performing.
The executive establishes milestones that allow them to gauge their progress against goals, objectives and strategies. The mentor holds them accountable for these milestones and helps them establish new metrics, as the implications of learning and engaging suggest new courses of action.
FEEDBACK
The executive will report on the progress of the mentoring three times during the engagement. This allows for mid-course corrections by the mentor. It also provides companies with valuable information on the return on their investment.
In order to ensure strict confidentiality and to allow the executive to make themselves vulnerable with their mentor, the mentor will not communicate directly with the company. Executive Springboard representatives will solicit feedback from the company on the executive’s performance and their progress in forming relationships that will ensure long-term success. This feedback will be shared with the mentor to be incorporated into their sessions.
The executive will begin new roles by writing a 90-day plan. Through learning and engagement, they will recognize what parts of this plan needs adjustment. They will also assess whether their teams and colleagues are receiving and responding to messaging as intended. The mentor will coach them on social-awareness and the steps needed to gain co-worker alignment.
Performing.
The executive establishes milestones that allow them to gauge their progress against goals, objectives and strategies. The mentor holds them accountable for these milestones and helps them establish new metrics, as the implications of learning and engaging suggest new courses of action.
FEEDBACK
The executive will report on the progress of the mentoring three times during the engagement. This allows for mid-course corrections by the mentor. It also provides companies with valuable information on the return on their investment.
In order to ensure strict confidentiality and to allow the executive to make themselves vulnerable with their mentor, the mentor will not communicate directly with the company. Executive Springboard representatives will solicit feedback from the company on the executive’s performance and their progress in forming relationships that will ensure long-term success. This feedback will be shared with the mentor to be incorporated into their sessions.