"Mr.Dvorak's ability to customize his presentation to the specific requirements of our organization enables him to connect with his audience in a truly motivational and meaningful way." - Kathy Litts
"Far from a canned response, you provided a completely custom analysis of our office’s marketing and sales. Each new response and action item was specific to the problems, issue, constrains, and opportunities that we face. You showed great creativity of ideas, and great knowledge and understanding of the ever-changing world of marketing." - John Powell
CTA Architects Engineers
"Your ability to weave in our corporate objectives and areas of pain contributed to a very successful event." - Nancy Vaughan
Group Sales and Marketing Manager
Marriott Hotels & Resorts
"Your presentation management development seminars was indeed just what we needed. Our employees found your motivational presentation inspiring to say the least. Then not only enjoyed themselves tremendously but also came away from the seminars understanding more about what it takes to not only motivate their co-workers and staff but also to have a more positive outlook on their own lives." - Bob Nobile
Training, Quality & Development Manager
Swissport Cargo Services
"Your professionalism and high degree of energy made our event a tremendous success. Your insights and read into the audience was critical in providing a non-defensive atmosphere. You did not miss a step in bringing the audience to a very receptive and motivating level to take action. It was amazing the response we have received." - Edward J. Morris
"I must tell you that your presentation generated the most feedback I have ever received. To a person, the comments were glowing. I was told several times that this was the best kickoff we have had in years." - Amy Graver
IBM Services Manager
IBM Global Services
"Thank you for your excellent presentation. I overheard several people commenting about your program and the things you emphasized such as the need to set goals and self-motivation. Your interesting and creative style assists you in delivering a unique message to your audience." - Joel Levy
Director of Human Resources
Trump Hotel & Casino
"I wanted to personally thank you for spending time with our staff recently at The Westin Fort Lauderdale. Your engaging presentation really excited our team! Your presentation obviously made and impression as the team is working together to find fun and creative ways to close more business! Thank you again for the information and excitement that you brought to our group." - Juan Ortega
Director of Sales and Marketing
Westin Hotels & Resorts
"I wanted to reach out and thank you for the great job you and Mike Breen did preparing and presenting our sales training. I am very satisfied but more importantly our employees feel that this type of training was way over due and that they learned a confident that this will pay dividends. Not only in added revenue but also in employee moral and commitment." - Felipe Reyes
Director of Business Development
"Doug, We are extremely happy with your presentation. We have received an endless number of positive comments from all Services.
We will definitely keep In mind for future opportunities."- Carl B. Glover
Navy Fire & Emergency Services
"Your humorous and motivational program set the perfectly for our annual meeting. The comments I received from the Attendees have been very positive. We were also impressed with your diligence in preparing for the meeting. You asked a lot of questions and interviewed a number of individuals prior to the meeting in order to tailor and personalize your presentation for our healthcare origination. When asked for speaker suggestions in the future, we’ll be happy to recommend Doug Dvorak and his alter ego, Dr. Carpediem."- Cathy Tinsley
Blue Cross Blue Shield
Change of any kind or at any level can be a daunting process, but a necessary one for personal and professional growth and development. Although it is often times easier to just "stay put," it is far more rewarding to move forward. Dr. William Bridges, author of Managing Change and Transition, outlines the change process by illustrating the three phases of change as well as what to expect from these phases and what is needed to successfully move through them:
Phase 1: The first phase of change is what Bridges' calls "ending." This is basically the recognition that the time has come for us to move on. It is the process of letting go of old patterns and habits before embracing the future.
Phase 2: The second phase of the process is that "transition zone." People report a feeling of being disconnected from the past, yet emotionally not connected to the present. This phase can offer a great opportunity for creativity if anxiety and fears are readily managed.
Phase 3: And lastly, the "new beginning" phase is one of action as we have finally let go of old patterns and have made a commitment to the life style or change that will accommodate new opportunities.
One of the things we forget to consider when mentoring or coaching someone is the human tendency to resist change. For example, when a mentoree enters into a mentoring relationship they have made a decision to make potential changes and ultimate transitions in their careers. Sometimes a mentor will experience this resistance first hand. It is helpful to know in advance what to be prepared for and how to help a peer or colleague move forward or get "unstuck."
The following are a few simple ways in which to successfully challenge others to embrace change and make that exciting transition:
The key to successful transition is constant evolvement of our goals, behaviors and dreams. Our personal and professional journeys are just that - a passage from one opportunity or success to another. Have a great journey!
The mentor plays a key role in designing developmental learning experiences for the mentoree. Often, though, a mentor's first question is, "How do I design a developmental activity?" The first step is to identify a need that offers the greatest opportunity for improvement and focus an assignment to address this need. Secondly, the activity should be one in which the mentoree will learn without becoming discouraged or feel overwhelmed and where the learning environment will be "safe." Finally, ensuring an effective means of feedback from the activity is vital to achieving and solidifying the developmental goal of the activity. The following are a few ideas for developmental activities within five specific realms of employee experience.
- Style - Encourage mentorees to solicit feedback after meetings from trusted colleagues as to how their communication style is perceived by others.
- Listening Skills - Practice listening skills by having the mentoree listen to someone explain an issue and then recite the major points of the argument to that person in order to see if they have captured the main purpose of the discussion.
- Writing - Have the mentoree draft an internal memorandum and evaluate the writing style and tone in terms of company expectations and effectiveness of the communiqué. Provide feedback.
- Presentations/Briefing - Provide feedback after a presentation has been delivered. Ask for feedback from others who also received the brief.
- Problem Solving - Encourage the mentoree to tackle a problem within the organization from an analytical perspective incorporating the views of the major stakeholders and create a plan to address the problem.
- A Fresh Look - Have the mentoree walk through the office space with "new eyes," asking themselves if the environment reflects the culture and values that are important to him/her and then discussing these new insights with you.
- Unwritten Rules - Have the mentoree speak with at least three senior managers about what they consider to be the organization's "unwritten" rules and why they are important.
- Information Sharing - Have your mentoree set aside a specific time monthly (or more often as required) to share new knowledge and information with his/her team members.
- Team Orientation - Encourage the mentoree to solicit feedback from team members in terms of how team oriented he/she is. Determine if team members feel that the mentoree pushes his own ideas rather than listening to the collective voice of the group or that he considers or fails to consider how decisions will affect the other team members.
- Membership - Have the mentoree join an "ad hoc" team or committee assignment as a team member and monitor his/her behavior within that role.
- Collaboration - Have the mentoree serve on a project requiring collaboration with a variety of different perspectives and disciplines to see what barriers he/she may face.
- Shadow an Expert - Ask the mentoree to follow an expert for a day and to prepare a paper on what was learned from this experience.
- Stretch Goals - Encourage the mentoree to take a project outside their normal area of expertise or comfort zone.
- Networking - Encourage the mentoree to foster a network of situational "technical" mentors by spending time with them on a monthly basis.
- Professional Conferences - Mentorees should attend at least one professional conference per year with the goal of strengthening their technical skills in at least one area.
- Priorities - The mentoree should discuss his/her team's top ten priorities with a senior manager.
- Goals and Deadlines - Encourage the mentoree to maintain a work journal, chronicling their deadlines and daily work goals to identify time wasters, times when they are most and least productive, and means of controlling the use of their time.
- The Power of Experience - Have the mentoree interview three key executives who balance their time with ease to glean insight into the techniques and processes for doing so.
- Efficiency - Have someone visit the mentoree's office and provide constructive feedback on its efficiency.
These are just a few of the myriad developmental activities that you can recommend to your mentoree in order to help them become a more valuable asset for the organization. Use these as guidelines to create your own developmental activities that focus on the critical aspects of employee success. Most of all, try to make the activities interesting, non- confrontational, and even fun whenever possible.
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The pessimist sees difficulty in
every opportunity. The optimist sees the opportunity in
- Winston Churchill
A man is not idle because he is
absorbed in thought. There is a visible labor and there
is an invisible labor.
- Victor Hugo
With courage you will dare to
take risks, have the strength to be compassionate,
and the wisdom to be humble. Courage is the
foundation of integrity.
- Keshavan Nair
To care for anyone else enough
to make their problems one's own, is ever the
beginning of one's real ethical development.
- Felix Adler