On March 17th – “How to Generate 50 Contacts a Week” - - You can maximize your networking and have enough contacts to keep your business growing no matter how busy you are. Learn effective tactics you can use the minute you hit the street.

Please join us at these information packed sessions. WBW will be on February 17th from 11:30 AM-1:00PM at Coyotes Bar and Grill located at 5301 W. Baseline, Hillsboro 97124. RSVP by February 15th to Darcey Edwards 503-726-2143 darceye@hillchamber.org

I am the Chief Navigator for Odyssey Mentoring. We provide training to companies and professional associations for their mentoring and leadership programs. We opened our doors a little more than one year ago and we are in the black!

When I speak and write, I  share my business-building principles, strategies and tactics. She has trained hundreds in the art and science of networking. Throughout my career, I have delivered success after success in marketing, advertising and public relations – increased sales, broadened customer bases, community action, media campaigns and charitable fund raising. She has more than 20 years of hands-on experience as an entrepreneur, manager, trainer, writer and speaker.

The evidence is disappointing. In a recent article, about the 2010 Catalyst Census: Fortune 500 Women Board Directors and the 2010 Catalyst Census: Fortune 500 Women Executive Officers and Top Earners, released Monday, December 13, Ilene H. Lang, Catalyst president and chief executive officer told FOX Business, “The first look at our census numbers over the last years shows little progress for women as top earners.”

• In 2010, women held 14.4% of executive officer positions, up from 13.5% in 2009 and only 7.6% of the top earning positions compared with 6.3% in 2009.
• Women held just 15.7% of board seats in 2010, a mere 0.5% gain over the 15.2% in 2009.

One bright aspect of the report, according to reporter, Barbara Mannino, showed that men and women with mentors were placed higher in their post-MBA first jobs, with men benefiting more than women over time. Men with mentors were 93% more likely than men without mentors to start out at middle management or above. Women with mentors increased their odds of being placed at mid-manager or above by only 56% over women who did not have mentors.

Throughout their careers, men received more promotions than women and higher salary increases. Each promotion earned men an extra 21% in compensation; for women, each promotion amounted to an extra 2%.

High- potential men and women with senior-level mentors advance further and earn more than those with less senior mentors. Overall, though, women’s compensation still lags men whether or not their mentor is at the top.

With top tier leadership and board rooms having so few women among their ranks, it is less likely these executives will choose a woman to mentor. Historically, leaders choose the person most likely to be just like them as their own careers advanced.

Forward-looking companies can boldly address this issue by creating and supporting mentorship programs that are open to a wider pool of future leaders. To launch such a program, both mentors and mentees should receive training that prepares both partners for success – regardless of gender, culture and generational differences.

Mentoring at the senior level is not about showing another how to do something, rather it is about cultivating the kind of thinking that experience provides. It includes being able to have a conversation that leads to insight, action, accountability, and learning. It provides a support system for the learning process. Finally, as the mentee proves herself it includes career sponsorship and network sharing to help her advance in her career.

According to the Business Week article “How Failure Breeds Success,”  ”Everyone fears failure. But breakthroughs depend on it.”  And while “not all failures are praiseworthy… intelligent failures — those that happen early and inexpensively and that contribute new insights about your customers — should be more than just tolerable. They should be encouraged.”

However, even in environments which allow for failure, “some people will take setbacks to heart instead of to mind. Such people let a disappointment seep into their sense of self like a poison,” says Carlin Flora in the Psychology Today article “Embracing the Fear of Failure.”

But failure is “not as bad as you may think,” says Marcia A. Reed in the Black Enterprise piece “The Truth about Failure.” In fact, Reed quotes job counselor Seaborn Morgan who says, “If you’re not failing on a regular basis, then you’re probably not doing a whole lot.”

Reed summarizes tips for using failure to advantage:

First, “Find your purpose and define your goals… in specific, measurable outcomes. Use them as the criteria for assessing progress, as well as success and failure. For example, if you aim to improve your health, use changes in cholesterol, blood pressure or weight to track how far you’ve come toward achieving your goal.”

Second, “Know your weaknesses… Conduct a self-assessment and look for areas in which you feel most prone to fail. Then, create an action plan to strengthen yourself and respond positively when you do fail.”

Third, “Think of failures as learning … Don’t make excuses for failure; acknowledge and accept it as soon as it occurs.” Analyze it and ask yourself: “What was the mistake? Why did it happen? How could it have been avoided? How can I do better next time?”

Fourth, “Rebound and take more risks… Build your tolerance for failure and resilience by forcing yourself to take more risks as soon as possible.”

If you have a mentor, allow them to support you on using the four tips in the article. Your mentor can be your sounding board. She can assist you in being accountable. He can cheer you along the way. When you experience a subsequent failure, and you will, your mentor can dust you off and assist you as you get going again.

If you are a mentor, you can assist your mentee by asking the kind of reflective questions that guide them away from the emotions of the failure and allow them to think more clearly about what actions they will take in the future if they are confronted by the same or similar circumstances. ]]> http://odysseymentoring.com/news/learning-from-your-mistakes-nobodys-perfect/feed/ 0