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We use the information and insight from variuos well developed and proven insight products.
Kolbe tests give comprehensive reports to discuss with others and use in Career Makers three step successful career processes.
The Kolbe A Index measures a person’s instinctive method of operation (MO), and identifies the ways he or she will be most productive. The Kolbe B Index measures an individual’s expectations of how he or she should perform in a current job. This page explains coaching, mentoring and counseling and how to apply them in your work and personal life.
In a work environment a mentor, coach or counselor is usually a person who is experienced in the area in which the competencies of a colleague still need development. To be able to maximize the growth of the individual being mentored and add value to the relationship, the mentoring skills and style of the mentor should be developed and adapted to suit the developmental level and need of the individual being mentored. What does it mean to adapt your mentoring style to the developmental level of the individual being mentored?
According to Hersey and Blanchard, four developmental levels of the individual being mentored can be distinguished, ranging from D1 to D4 (as they call it).
At each level the individual being mentored needs a different monitoring style to maximize growth. They have further identified four mentoring styles (S1 to S4) which differ from each other in terms of the amount of supportive and directive behavior each encompasses. The diagram above illustrates what each developmental level entails, as well as the appropriate mentoring style that will facilitate the individual being mentored’s growth to the next level. OK, so that means that my colleague , who has high commitment and low competence, is on developmental level D1 and he needs a Directing Mentoring Style.
Remember to adapt your mentoring style as your individual being mentored moves to another development level.
The mentoringprocess can be regarded as the growth of the individual being mentored’s self-concept through goal directed behavior.
After achieving the goal, it is vital that the mentor assists the individual being mentored to REFLECT on the achievement.
Through reflection (which implies honest feedback) self-analysis and self-evaluation, growth of the individual being mentored’s self-concept is facilitated.
The Performance Management Process is a very effective vehicle for setting and reviewing goals.

What others are saying:Llewelyn VenterCurrent Professional Coaching Student"Roughly 3 weeks ago I was in a terrible place. Nineteen county vocational-technical school leaders traveled to the nation’s capital last week to spread the word about the success of NJ’s career and technical education programs and seek continued support for CTE funding.
Armed with data documenting the success of county vocational-technical school graduates and the growing demand for CTE programs, school leaders divided into small groups for meetings with their Congressmen and Senators. Our goal was to give our lawmakers a vivid picture of today’s county vocational-technical schools and an understanding the importance of federal CTE funding to our schools.
Mikki Regan of Morris County Schools of Technology and colleagues from Union, Somerset and Hunterdon counties had a great meeting with Rep. Tom Bistocchi of Union County Vocational-Technical Schools was surprised to be greeted by 2008 Magnet High School graduate Brittany Stromko when he arrived for a meeting with her boss — Representative Leonard Lance. Council President Phil Guenther of Atlantic County Institute of Technology led a delegation including  Robert Matthies of Cape May Tech, Dina Elliott of Cumberland Technical Education Center, Mike Dicken and Brian Shakespeare of Gloucester County Institute of Technology for a great meeting with Representative Frank LoBionodo and aide Rachel Bolander. Brian Loughlin of Middlesex and colleagues from Monmouth, Mercer and Hunterdon counties appreciated the chance to reconnect with Rep.
Meet 40 companies that excel at nurturing leaders—and find out what you can learn from them.
Each year since 2005, Chief Executive has sought to identify those companies that excel in leadership development.
The final, top-40 ranking consists of public companies with over $1 billion in revenue, and the top 10 on the list scored within several points of one another. Similar to 2015, some attrition among last year’s winners explains why previous winners don’t appear on this year’s list. For the second year in a row, GE tops the list as the “Best Company for Leaders” with EMC Insurance moving up from No.
P&G and Deloitte, which normally place in the top two positions among the public and privately held firms respectively, both experienced CEO transitions in 2015. Stanley Black & Decker CEO John Lundgren likes to mentor his people, either alone or in groups, and encourages what he calls “boundery-less” behavior.
For over 38 years, Chief Executive magazine has provided ideas, strategies and tactics for top executive leaders seeking to build more effective organizations. We use these insight products with all our Career Maker clients, teams and companies for the last 9 years. Comparing a Kolbe B Index result with an A Index result yields insights into how to leverage instinctive talents at work. As indicated in the diagram below, the individual being mentored is guided from one goal (G1) to a more complex one (G2).

Chrys Harttraft of Somerset County Vocational-Technical Schools and Kimberly Metz of Hunterdon Polytech were also part of the discussion about CTE success in the 7th Congressional District. Rush Holt, who is a member of the Congressional CTE Caucus.  Brian and Chrys Harttraft led the team meeting with Rep. Albio Sires, who was so supportive of county vocational-technical schools when he was NJ’s Assembly Speaker, and remains a strong proponent of CTE programs. It was great to have Howard Lerner of Bergen County Technical Schools with us to discuss to importance of CTE programs to New Jersey’s urban centers.
In partnership with GrowthPlay (previously Chally Group), a sales and leadership research and consulting firm headquartered in Chicago, we canvas world-class companies through a questionnaire and interviews to learn what they are doing to identify and nurture people three or more levels down the chain from the CEO. Furthermore, because it would be inappropriate to compare private companies with larger public companies that enjoy greater resources, we rank large, private organizations with in-depth leadership development programs separately. Given that points are allotted for the amount of time a company’s CEO spends on leadership development, their scores would have been a bit lower than normal and this may account for the slippage in rank. Across the hall in the Rayburn House Office Building, Bill Hoey and Nancy Webber Loeffert of Ocean County Vocational-Technical Schools, Tim McCorkell of Monmouth County Vocational Schools, and Kimberly Schneider of Mercer County Technical Schools briefed Caitlin Ross, an aide to Rep. Jon Runyan before sitting down with legislative assistant Jeff Brabant to make the case for continued federal funding under the Perkins Act. Frank Pallone’s legislative aide, Brendan Hennessy, and members of our group had a chance to speak personally with Congressman Pallone as he was walking over to the Capitol for a vote. Rankings are affected by a company’s reputation among its peers as a source for well-rounded talent.
Of the companies surveyed, 83% have headquarters in North America and 71% have international operations. Their rankings reflect a generous amount of CEO time spent on leadership development, having a formal leadership process in place, the depth of the leadership funnel filled by internal candidates and number of the number of other companies that recruit talent from their company. The percent of senior management recruited from internal talent pools is another criterion.
10) both held their rankings in the top 10 listing of companies identified having impressive leadership development processes.

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