Corrective Feedback

Establishing Expectations and Boundaries

Tim Schneider, Coach, Speaker, Author and Trainer from Aegis Learning

By Tim Schneider

The polar opposite of positive feedback is corrective feedback. The purpose of positive feedback is to achieve the replication of a valued event or behavior. Therefore, the purpose of corrective feedback is to reduce or eliminate a poor event or behavior.

Corrective feedback, in large part, is the process of establishing expectations and boundaries for team members. It is not punitive. It is not a form of discipline. It is rather a very direct response to a situation when a team member does not produce or behave in needed areas.

A great disconnect occurs in many organizations because of a hesitancy or fear in providing regular corrective feedback. When asked, team members will pretty universally want to know where they stand. They want to know what they are doing well and what they could do better. In the other corner, many leaders have trepidations and fears associated with providing corrective feedback and would rather defer or save the information for later. Some would rather put it in writing or surprise a team member with the corrective feedback in an annual review.

The remarkable thing about corrective feedback is that the many of the skills and techniques associated with positive feedback are used for corrective feedback. Immediacy in corrective feedback is very important to make sure that the risk of a poor piece of performance or bad behavior is not replicated. In corrective feedback, this risk takes on a multiplier effect because other team members see when a team member errors and is not coached about the event. This could cause greater performance slippage among the team and now you will be coaching multiple people instead of a single team member.

One of the reasons that immediacy of corrective coaching is often missed is because of an avoidance tendency in many leaders. Fearing a confrontation or not wanting to risk their likeability, some leaders will defer a corrective coaching interaction until later. Unfortunately, later rarely happens and some leaders use justifying statements such as “I will talk to her if she does it again” or “the next time he does that, I will talk with him” or “it really wasn’t that big of a deal.” These types of deferrals must be fought off and the feedback must be provided immediately when performance or behavior is unacceptable.

Another shared skill with corrective feedback and positive feedback is using a direct and matter-of-fact communication method. In positive feedback, a direct approach is used to improve clarity and make sure team members understand what they have done well in the most simple terms. With corrective feedback, clarity is also important but directness is used to make sure the leader does not use too many words or paint themselves into a corner. Simply indicate the failure point, iterate the expectation and make sure the message was understood.

In narrative form, that sounds like “Bob, you were late today. I need you here every morning at 8:00am. Are you clear with that?” Or in another form it is “Mary, your report is not accurate. You need to go back and check the numbers in the farthest right columns. This report must be accurate because of the impact it has on our financial statements. Do you understand what I need?”

Some people will look at this type of dialog and perceive harshness. Harsh is a tone element and not the words you use. Direct is necessary to insure the team member clearly understands the intent of the coaching interaction and clearly understands the expectations for performance or behavior. It is not harsh but just direct and to the point.

Tim Schneider

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.  

What You Need is Not What They Need

Model for Positive Feedback

Tim Schneider, Coach, Speaker, Author and Trainer from Aegis Learning

By Tim Schneider

Another stumbling block in the correct application of positive feedback is using your own need for it as a model for giving to everyone else.

Leaders have greater self-management. Leaders have a greater resiliency. Leaders have greater mechanisms for providing honest feedback internally. You know when you have done well. You may even have a small, internal celebration. Unfortunately, many leaders assume that all team members have the same internal dynamics.

People need to feel appreciated and that their contributions are valued. This goes beyond a paycheck and they desperately want to hear some positive feedback from their leaders.

In a perfect organizational climate and culture, line level leaders are hearing positive feedback from mid-level managers. Mid-level managers are hearing positive feedback from division leaders. Division leaders are hearing positive feedback from senior executives. That is the way it should be.

Reality check. Sadly, in many organizations, positive feedback needs to be provided to team members even when that leader is not hearing any positive feedback. It is easier when you receive it but just because you might not, it is not an excuse to not provide it to your team members.

There is another message here as well. Some team members will attempt to rebuff or minimize any positive feedback. They will even tell you that they don’t need it. Don’t buy into their shtick. They want positive feedback and need it as much as any other person.

Tim Schneider

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.  

Leading Others Through Change

Pitfalls to Avoid

Tim Schneider, Coach, Speaker, Author and Trainer from Aegis Learning

By Tim Schneider

Just because you are comfortable and supportive of a change does not mean your job is done. You have to lead others through that change.

A couple of common pitfalls to avoid in leadership include assuming that everyone else is as comfortable with change as you are and that you cannot have any impact on the cycle of change. The truth is that you have great influence over how the cycle of change impacts your organization and no two people will react to change in the same manner. Your role as effective leader compels you to guide your team through the change event with the minimum loss of results and with maximum effectiveness.

Your role in leading others through change has an interesting little rub point. Just suppose for a moment that you do not agree with or support the change and cannot reconcile even the slightest elements of it. That does not let you off the hook in guiding your team through the change. Whether you support it or not, you must be a willing and enthusiastic leader during changing times. This is your responsibility to your team and your organization.

There are three primary ingredients needed to helping others and an organization as a whole deal with change. The first and a very critical element is input. The best time to seek input on change is before change occurs but that is not always possible because of business needs or issues outside of the control of the organization. Input from those affected is the biggest cure to the depth of the mourning phase in the change cycle.

In the most simple terms, it is allowing team members and other stakeholders to define key elements of the needed change. It is soliciting opinions about how to accomplish the desired outcomes and looking for the unintended consequences that were previously discussed. The effective leader lays out what the desired outcome is and then allows team members to provide input on how to accomplish those objectives.

This is not allowing the inmates to run the prison but rather an attempt to achieve full buy-in and support for a change initiative. Just because you are seeking input does not imply you are running your company or department as a democracy. You are still free and empowered to enact the direction or change that you choose. People are far more likely to embrace change when they have input and feel as if they were part of the decision making and direction.

This cannot be overstated. Input equals buy-in. It cannot be bought. It cannot be achieved in a slide show. Buy-in only occurs with input.

The second key ingredient of leading others in change is communication. Input reduces or eliminates the depth of mourning in the change cycle and communication will reduce the amount of time the mourning and embracing parts of the cycle last.

As a person in a leadership position, you have heard things like “no one likes surprises” or “I wish someone would have told me this was coming.” Those statements and those like it are cries for information. Information that can only be delivered through frequent communication.

In order to guide team members through a change event, communication prior to the event occurring is critical. Your team needs time to process the changes, see how it impacts them and find the positive outcomes. Through your personal communication, you will provide them with the answers and give reassurances that the changes are needed and the impacts will be minimized. Without the communication, they will fill in the blanks for themselves and you risk them focusing only on risk based or failure based outcomes.

The standard rule of thumb for change based communication is to over-communicate. If you meet with your team twice a month, double that in a changing environment to focus on those changes and provide redundant information. Send out weekly or even daily status updates that talk about the change and how it is going. Be more open than ever to answer questions and address concerns.

The most surefire way to raise anxiety about change and lengthen the time of coping and embracing is to effect the change behind closed doors. Changes need to occur with transparency and in full view.

The final element of leading others through change is developing cultural tolerances and conditioning about change. Without the consultant speak, that is putting your team or the entire organization on notice that you and your team will be nimble and in a constant state of evolution.

Easily said but a little bit harder to actually pull off. There are several techniques to utilize including reminding team members about the previous changes that they have encountered, worked through and embraced. Another technique is not to focus on the history of the company or department and focus more on the future or vision and the need to change to in order to achieve that future view.

Change tolerance can also be achieved in a daily operational manner. If you routinely change and modify work flows and assignments (i.e. rotating jobs and schedules), dealing with larger scale organizational change is easier. Condition nimbleness by rotating assignments, hours and even where a person sits. That also helps with reducing the comfort to complacency equation.

The final reminder about leading others in change is about you. Remember that the example that you set in change management is extremely important and the team you lead will take a big clue about how to deal with change from how you deal with change.

Tim Schneider

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.  

Building Relationships with Team Members

Seek to Understand

Tim Schneider, Coach, Speaker, Author and Trainer from Aegis Learning

By Tim Schneider

Building appropriate and genuine relationships with team members is also an important skills and competency for leaders. These relationships are built on establishing commonalities, listening effectively, providing respect and knowing a little bit about each team member. These relationships represent the core ingredient in loyalty and the desire for someone to push them in working for you.

When building relationships with team members, remember to spend significantly more time in finding out who they are as compared to telling them who you are. To paraphrase Covey: seek first to understand and then seek understanding. Also be very in-tune with the clues that your team gives you. Look for pictures, bumper stickers or clothing themes that provide a hint about someone’s interests, passions or family composition. Largely, people enjoy talking about their family, their pets, where they are from and in what they are interested. Let them and use that information for future follow-up.

Being an effective leader does not require superhuman memory skills as much as it requires the desire to be interested and the desire to remember team member information. In the pre-proliferation-of-computers era, leaders made index cards that included some key information from relationship building as well as important dates such as work anniversary, promotion date and birthday. That information was reviewed periodically prior to interacting with team members. In the more modern world, many leaders note key information about team members in contact management software and databases for future reference.

One great dividing line of good leaders and a very challenging line for new supervisors is the difference between friendly and friends. Effective leaders bridge the pitfalls related to the appearance of favoritism, clouded judgment and poor perception by being friendly with all their employees but friends with none of them. This is an important distinguishing line that often requires the use of “no, I am sorry I can’t” when responding to an after work drink invitation.

Tim Schneider

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.  

Overuse of Expert Power

Too Much Power

Tim Schneider, Coach, Speaker, Author and Trainer from Aegis Learning

By Tim Schneider

The overuse of expert power is one of the most common challenges among new and emerging leaders and can lead to some serious disconnects with a work team.

Expert power is the technical skills, knowledge and expertise that you have amassed during your career. It is your experience and understanding of how things get done and how they should be done. It is you being an expert in your field. It is also the organizational savvy you have grown to understand during your tenure with your company. It is the who does what to whom and what can and cannot be done within the organizational culture.

As indicated previously, some expertise is needed to preserve credibility with your team and within the organization. You must know the basic functions of what goes on and how it is done but you do not have to know everything. That is why you have team members.

The challenge with new and emerging leaders comes from the fact that most of them are promoted from the ranks in which they will now supervise and manage. They were expert doers so now they will become the leader of doers. It is the promotion of people for technical abilities and success and not based on leadership skills and competencies that cause problems here.

It also is a challenge in smaller environments when the owner, founder or original entrepreneur begins to hire team members.

New and emerging leaders often struggle with the awkwardness of leadership. The communication, tone setting, coaching and decision making needed to be effective is difficult for them so they retreat back to where they were previously successful. Doing things. Things that should be done by team members. After all, they were promoted because they were the best doer. What occurs in this environment is a complete drain of leadership and results will suffer shortly.

The other phenomenon attached to the overuse of expert power is that team members have room to participate or contribute. This will lead directly and quickly to sheep breeding. Why should they make suggestions or innovate, when you have all the answers and expertise? The effective leader must be more concerned with sharing expertise and growing the knowledge base of team members rather than protecting and reinforcing their own expert power.

Tim Schneider

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.  

Collaborative Innovation

Innovation Process

Tim Schneider, Coach, Speaker, Author and Trainer from Aegis Learning

By Tim Schneider

Brainstorming does not work.

That’s right. Brainstorming as most people think of it is highly ineffective and does not achieve the level of collaborative input desired. The brainstorming that incorporates twenty or so of your team members and peers with the obligatory facilitator, flip chart pad and colored markers does not work.

There is a pretty large population of people that will not share their ideas, suggestions and thoughts in this type of forum. Some people fear embarrassment, ridicule or even just speaking in front of a group. No matter how comfortable you make the environment, they are going to contribute very little or nothing at all. Worse yet, they may even openly mock the process because of their discomfort and pollute the participation of others. These people have great ideas, they just will not share them in a traditional brainstorming environment.

There is also a population of people that require time to process information and formulate ideas. They do not do well in an environment that rewards near auctioneer speed in conveying thoughts. They want to collect themselves, play around with various scenarios and have time to form something that meets their standards. Brainstorming sessions exclude the great ideas from this group.

Before we visit what processes work to achieve collaboration in innovation, we must examine why collaborative innovation is desirable. If you are an effective leader and have great ideas, why do you need the input from others?

The effective leader is looking for innovation partners and not just innovation participants. Ownership and buy-in are only achieved with participation. You cannot demand buy-in, sell buy-in or purchase buy-in. It is only achieved when others can willing participate in the process. As the leader, you get a team that believes they designed the innovation rather than was victimized by the innovation.

A collaborative approach to innovation also assists the leader in seeing potential unintended consequences of an new approach or change. The different views from your team and the perspectives they represent can be real eye-opening to the leader. They have operational level and daily knowledge that even the most in-tune leader will never know. Quite simply, they know what works and often, what is best for the customer or end user.

There is a short process to obtain collaborative input from your team or others in an innovation process. The first step is to announce the issue or process that you would like input about. As a general rule of thumb, give people a ten to twenty day window of time to think about what you want them to have ideas about.

The second step is to require, yes require, input. That is achieved by sending your team members a note or form with the identified issue or process and requesting that each team member produce three suggestions or ideas for how to perform it better. Establish a deadline and build a follow-up mechanism to insure you receive feedback from each team member or organizational participant. Upon receipt, be sure to thank each team member for the input, no matter the quality.

The next immediate interim step is to reconcile the written comments from your team. There are two areas of awe that occur here. First is the feedback that you will receive from the quietest members of your group. The ones that never speak in a staff meeting or traditional brainstorming session will come up with and articulate some great ideas. The second awe point relates to the degree of commonality. Commonality between your approach and theirs and commonality between their suggestions. Leaders who utilize this method report that out of hundreds of individual ideas, they can be edited down into a dozen or so common responses. Different words but same processes or suggestions.

The final step of this collaborative innovation model is the only public airing and it is a relatively brief one compared to traditional brainstorming. A group meeting is conducted and all the ideas are presented equally. The leader can include his or her suggestions and ideas on equal footing with other input and feedback at this time. With each idea out in the open, the leader or facilitator will begin reconciling ideas by pairing people, then in groups of four, groups of eight and finally the entire group to build ideas and suggestions that represent the entire group. Everyone participates and everyone is represented in this reconciliation. Ideas are formulated, documented and fully vetted. Each of the consolidation steps are time sensitive with short deadline periods to avoid over-pontification by any one group member. The team leader often excuses himself or herself from this process because of the influence they carry among team members.

Collaborative innovation takes a little more time and work but the results and the buy-in of affected stakeholders is dramatically better than dictated ideas and solutions.

 

Tim Schneider

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.  

Feedback from Others

Understanding Yourself

Tim Schneider, Coach, Speaker, Author and Trainer from Aegis Learning

By Tim Schneider

The third and final source of information related to understanding yourself comes from the feedback of others. This can be in two subsets, formal and informal. Formal feedback from other people includes performance reviews and 360 degree evaluations. Performance reviews are usually not a very good source of self understanding and awareness because they are done infrequently and they are generally not done well.

The formal process of gathering leadership, performance and behavioral information from others is commonly referred to as a 360 degree assessment. It obtains feedback from those you lead, your boss and others, including vendors and customers, in which you exercise influence. The best versions of these instruments contain both quantified and numeric ratings about key leadership indicators but also include a section for anonymous comments. The most helpful information is often found in the comment section under headings that include behaviors to stop, behaviors to begin, things the person does well and things the person could do better.

The one intellectual honesty risk with 360 degree feedback comes from selecting the audience to comment and evaluate. Two errors occur frequently in choosing either people that you know will be very supportive and positive or choosing people that will be very critical. Both populations do not provide an accurate picture of you or your style. Evaluators and comment providers must be a cross section of those who love you and those who do not.

Informal methods of gaining feedback include the highly complex transaction of (gasp) asking people how you are doing. One of the best leadership sources of this information come from those being led. Simply asking how you are doing as a leader, what you could do better and what is working well is a great source of feedback to understand yourself and uncover some important blind spots.

Another great source of the same type of information comes from peers or near peers. Since they have no real vested interest in how you lead, their degree of honesty would be pretty high. This works especially well if you can create a peer mentoring type of relationship where the feedback is shared between both of you.

As with all types of self understanding feedback, this also contains a warning tale or two. The first time out of the gate, many people will not provide you with direct and fully honest information. In fact, your subordinates and peers may sugar coat things or deny that there is anything in you that needs to be changed. They may even openly think you are up to no good in this questioning. It is only through a consistent approach in which you have demonstrated no repercussions that team members will provide you with complete honesty and feedback that you need. You must ask several times across multiple months and show that no one is going to get hurt to get the self management information you want.

The final cautionary tale about direct feedback is the desire that many people have to dismiss the source. In informal feedback, if you hear something you don’t like from someone you don’t like, it is easy to discredit the information. You might say things like “you know Bob, nothing ever pleases him” or “Mary has not had a good thing to say about a boss in ten years.” Unfortunately, even when the source is not valued, some of the feedback is important. Even when wrapped in exaggeration or dislike, important information about you might lay below the surface and underneath some emotion. Focus on the message and not the messenger.

The three ingredients of understanding yourself are what you already know and believe, feedback from personality assessments and profiles and the feedback from others. Armed with this information you are now ready to begin the final step of self awareness and understanding.

Tim Schneider

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.  

Overusing Reward, Threat and Organizational Power

Threat Power

Tim Schneider, Coach, Speaker, Author and Trainer from Aegis Learning

By Tim Schneider

Threat power is a form of “if, then” equation. It is the direct or intimated threat that if a team member fails, something bad will happen to them. A little bit of threat power is needed in any leadership dynamic but if overused, can drain the spirit and desire to perform from any team.

The necessary application of threat power is usually reserved for formal disciplinary actions when coaching has not produced a successful turnaround in a team member’s performance. In formal disciplinary action, there is the “if, then” that relates to continued failure could result in more disciplinary action or termination. Beyond this application, threat power serves no good purpose in leadership.

Like threat power, reward power is an “if, then” type of proposition. The only difference is that reward power provides for a positive reward or carrot at the end of a stick upon achieving a desired result. Also like threat power, it is necessary but in small doses.

Two areas of concern for any leader is the ongoing availability of rewards. If rewards dry up, now what? The other area of concern is why people work for and perform for a leader. Is the leader really building loyalty and relationships or simply offering compensation and spiffs on a regular basis. Many times the leader that is over-reliant on reward power is compensating for a lack of true relationships with team members and trying to buy performance.

Organizational or legitimate power is the actual authority granted to a leader based on their position and title. It is where you live in the organizational chart. It is your authority to approve things, initiate action and operate independently. It can also be seen as “do it because I said so.” It is very common in military and paramilitary type organizations which rely on a rigid hierarchy.

Unfortunately, too much emphasis on organizational power will lead to bottlenecked decision making, lack of innovation and failure to take risks. It can also be a contributing factor in sheep breeding and the lack of success associated with that. The use of organizational power can also become territorial and hoarding with people waging turf wars to insure their areas of influence are protected and insulated.

The effective leader should never have to order anyone to do anything or beg anyone to do anything. The effective leader creates a climate and the relationships needed for team members to want to do the work prescribed and direction defined by the leader.

Tim Schneider

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.  

Creativity Dampeners

Creativity Stimulants

Tim Schneider, Coach, Speaker, Author and Trainer from Aegis Learning

By Tim Schneider

Before delving into the leadership role in driving innovation, a few comments and notes about creativity.

Creativity can be stymied in individuals and in organizations in a variety of ways. Among the most common dampeners of creativity is a lack of recognition for ideas. When an idea falls on deaf ears and is not acknowledged or validated in any manner, people will not provide creative solutions. Even worse than ignoring an idea, is if an idea is openly besmirched or ridiculed. When that occurs, ideas and creativity will be greatly diminished in the long term and people will be hesitant to ever participate in creative solutions or suggestions.

Other common dampeners include the proliferation of policy and procedure in a company. When all behaviors are defined by the dreaded P and P, there is little room for creative thought. Add a cumbersome process to revise policy and you will have a great recipe for no creativity.

Hyper rigidity is also a contributor to lack of creativity. When there are rules for the sake of rules and adherence to those rules are more important than achievement of results, creativity is diminished. Creativity is not stimulated through sameness.

A final piece of creative dampening is history. History is a poor indicator and predictor of what may work now. Many people look back and remember how something failed previously as an excuse to not try it again. Your history and your organization’s history should never be used to not attempt something anew. After all, people have changed, the environment has changed and it just might work this time around.

Stimulating creativity requires that an organization consistently reminds itself and the team members in the organization of what is really important. Is quality service more important than clocking in at eight? Is performance more important than rigidity? Is the quality of the end product more important than attendance at the mandatory Monday meeting?

Another creativity stimulant comes from a concept linked in this section. Personal change will tend to drive creative though process and stimulate the mind to seek different paths. Trying a new drive to work, rearranging your office and new working hours all stimulate creative thought. Change some patterns and habits and grow your creative output.

Without venturing into the spiritual or metaphysical realms, there are some other creative stimulants like listening to music (softly, of course), getting fresh air and exercise that are effective as well. One of the most overlooked creative stimulants is the gift of time to think. Supervisors, managers and leaders at all levels are very often consumed by their schedule. Things to do. Meetings. Tasks. None of that provides any time to sit back and sit back and think and be creative. The most effective leaders provide themselves some time to reflect, review and be creative. No interruptions, just thinking and being creative.

Tim Schneider

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.  

The Coach as Mentor

Mentoring Dynamics

Tim Schneider, Coach, Speaker, Author and Trainer from Aegis Learning

By Tim Schneider

The final role for the coaching leader is that of mentor. Mentoring has a lot of dynamics and sub-competencies and can be the most rewarding of all the coaching related activities.

At it’s core, mentoring is the growing of talent. Growing talent to take your place. Growing talent so you can be more easily promoted. Growing talent to ease your workload and increase team member satisfaction. Growing talent to increase your organizational influence by the promotion and transfer of people you have mentored. Growing talent to create a pool of succession for your organization.

The first mentoring dynamic is finding someone to mentor. This needs to be a collaborative operation. Not everyone you think will be a good successor wants to be mentored. Not everyone who wants to be mentored will be a good candidate for future promotion or advancement. The process needs to be available to all but utilized with only a few at a time. As a rule of thumb, you should only consider directly mentoring two people at any one time. You will have to conduct some courageous conversations with people to both encourage and dissuade participation in mentoring.

The reason that mentoring is done in plural with two people is because stuff happens. People quit. They may not be exactly what you thought they were. You need to have points of comparison and need to have choices when opportunities arise. Placing all of your mentoring stock in one candidate is risky and often backfires.

Identifying mentoring candidates will require you to do a little career counseling. You will need to discover what they want out of this job and their career in whole. What are they looking for and what are their key motivations and satisfaction points. This process is just like hiring for correct fit.

After you have identified a couple of mentoring candidates, the first step is to solidify relationships with them. Discover commonalities, reconcile differences in style and appearances and build bonds on a deeper level. This relationship base will further establish trust and communication comfort which is important in the mentoring process. Get to know the mentoring participants. Let them tell their stories. Know their biography. Both you and the mentored team member must feel good about expression and deeper communication intimacy.

The effective leader now wants to add some quality doses of storytelling. Not of the bedtime variety but the types of stories that reinforce how to be a successful leader. The challenges you faced. Things you have seen. Lessons you have learned. Not related in a I’m-The-Best-Thing-Since-White-Sliced-Bread type of approach but in narrative of lessons and matter-of-fact approach. This is uncomfortable for many leaders but priceless for those being mentored.

After relational and storytelling activities, the leader must begin the process of delegating, empowering and developing the mentoring participants. You must be able to let go of some key tasks, allow the team members to perform them using their techniques and styles and debrief their decisions and performance. Much more about this process in found in the Sheep Breeding Commandment.

Another powerful mentoring tool is job shadowing. This allows mentored participants to gain a feel and firsthand appreciation for higher level jobs and functions. Job shadowing should be done in a programmatic and long –term approach that gives a sustained look at the job.

The other key mentoring piece is to allow mentored team members to act in your behalf and for you at key meetings and during times of your absence. This is an important step of translating their learning from storytelling, delegation and job shadowing into the practical world of acting and performing. During any period when a mentored candidate acts for you, even if it is very brief, a debrief dialog is critical. This dialog is designed to see what went well and what could have been done better. When done in a non-comparing and non-judgmental form, this is a great form of learning for mentored participants.

Mentoring requires a good time commitment. A time commitment that is not always returned in the near term but an investment that will pay dividends to you and your organization for years to come.

Tim Schneider

Tim Schneider is the founder, CEO and lead facilitator for Aegis Learning.