Mentoring Program Quotes

If you lead an organization or a team, success begins with WHAT FOR?

How can you get mentors/inventors ? Be the person that you would want to be a mentor. Be a person you would invest in

Because I have a program of recovery I recognize that I must when in crisis: 1. Acknowledge it. 2. Believe it could improve. 3. Ask for help.

a mentoring program that pairs new managers with experienced ones. A key facet of this program is that mentors and mentees work together for an extended period of time—eight months. They meet about all aspects of leadership, from career development and confidence building to managing personnel challenges and building healthy team environments.

when we work together, we achieve more. Character is not a concept that is simply spoken about, but actually manifests itself through our actions.

After fifteen years of making my living in stand-up, The Sarah Silverman Program has been a lesson in collaboration. Rob, Dan, and I live by the mantra "Whoever is most passionate." If I was mentoring someone, that's the Shandling-esque advice I would proffer: Find people you really respect and trust, and then at each decision, heed the most passionate voice. I love that because it eliminates nearly all struggle. And when you're doing a show that's mostly about farts, penises, and vaginas, there should be as little struggle as possible.

It became my mission to work with young people to help show them the way, not save them! But help them understand that there are choices that can be made that will make the difference for the rest of their lives.

We must commit to pulling our brothers and sisters out of the river and also commit to going upstream to identify, confront, and hold accountable those who are pushing them in. We help parents bury their babies who were victims of gun violence. And we go upstream to fight the gun manufacturers and politicians who profit from their children’s deaths. We step into the gap to sustain moms who are raising families with imprisoned dads. And we go upstream to dismantle the injustice of mass incarceration. We fund recovery programs for those suffering from opioid addiction. And we go upstream to rail against the system that enables Big Pharma and corrupt doctors to get richer every time another kid gets hooked. We provide shelter and mentoring for LGBTQ homeless kids. And we go upstream to renounce the religious-based bigotry, family rejection, and homophobic policies that make LGBTQ kids more than twice as likely as their straight or cis-gender peers to experience homelessness. We help struggling veterans get the PTSD treatment they need and deserve, and we go upstream to confront the military-industrial complex, which is so zealous to send our soldiers to war and so willing to abandon them when they return.

From a very early age Edison became used to doing things for himself, by necessity. His family was poor, and by the age of twelve he had to earn money to help his parents. He sold newspapers on trains, and traveling around his native Michigan for his job, he developed an ardent curiosity about everything he saw. He wanted to know how things worked—machines, gadgets, anything with moving parts. With no schools or teachers in his life, he turned to books, particularly anything he could find on science. He began to conduct his own experiments in the basement of his family home, and he taught himself how to take apart and fix any kind of watch. At the age of fifteen he apprenticed as a telegraph operator, then spent years traveling across the country plying his trade. He had no chance for a formal education, and nobody crossed his path who could serve as a teacher or mentor. And so in lieu of that, in every city he spent time in, he frequented the public library. One book that crossed his path played a decisive role in his life: Michael Faraday’s two-volume Experimental Researches in Electricity. This book became for Edison what The Improvement of the Mind had been for Faraday. It gave him a systematic approach to science and a program for how to educate himself in the field that now obsessed him—electricity. He could follow the experiments laid out by the great Master of the field and absorb as well his philosophical approach to science. For the rest of his life, Faraday would remain his role model. Through books, experiments, and practical experience at various jobs, Edison gave himself a rigorous education that lasted about ten years, up until the time he became an inventor. What made this successful was his relentless desire to learn through whatever crossed his path, as well as his self-discipline. He had developed the habit of overcoming his lack of an organized education by sheer determination and persistence. He worked harder than anyone else. Because he was a consummate outsider and his mind had not been indoctrinated in any school of thought, he brought a fresh perspective to every problem he tackled. He turned his lack of formal direction into an advantage. If you are forced onto this path, you must follow Edison’s example by developing extreme self-reliance. Under these circumstances, you become your own teacher and mentor. You push yourself to learn from every possible source. You read more books than those who have a formal education, developing this into a lifelong habit. As much as possible, you try to apply your knowledge in some form of experiment or practice. You find for yourself second-degree mentors in the form of public figures who can serve as role models. Reading and reflecting on their experiences, you can gain some guidance. You try to make their ideas come to life, internalizing their voice. As someone self-taught, you will maintain a pristine vision, completely distilled through your own experiences—giving you a distinctive power and path to mastery.

How do you get into making video games anyway? Sadie hated answering this question, especially after a person told her he hadn't heard of Ichigo. "Well, I learned to program computers in middle school, I got an 800 on my math SAT, won a Westinghouse and a Leipzig, and then I went to MIT, which, by the way, is highly competitive, even for a lowly female like myself, and studied computer science. At MIT, I learned four or five more programming languages and studied psychology with an emphasis on ludic techniques and persuasive designs, and English, including narrative structures, the classics, and the history of interactive storytelling. Got myself a great mentor. Regrettably made him my boyfriend. Suffice it to say, I was young. And then I dropped out of school for a time to make a game because my best frenemy wanted me to. That game became the game you never heard of. But yeah, it sold around two and a half million copies, just in the U.S., so...." Instead, she said, "I like to play games a lot, so I thought I'd see if I could make them.

In the middle of my depression, somebody told me about a self-help group for people who wanted to persue personal visions, and I thought that might be just the thing for me, since I no longer had any. So I went to this Goals Meeting. It was in an Episcopal church in the leafy suburbs, and when I walked inside, a nice lady was explaing that her Goal was to get out of debt and buy a pony for her little daughter. Then this other fellow got up to share. He was a white boy in a dashiki. He said, "My name is Ira and I have a Goal. Right now I'm unemployed and in debt and I'm living with my parents, who don't understand me at all. But my faith in this program is so huge that I know that one year from today I'm going to be traveling across the United States with my Spirit Guide. My Spirit Guide is going to be a while malamute dog named Isis. I mean, I know this as clearly as I've known anything in my life. My Goal is for Isis to guide me to the homes of my favorite self-help authoers. Isis is going to take me to meet John Bradshaw and Louise Hay and M. Scott Peck, and I'm going to get them to mentor me!" He kind of bellowed this. And I wasn't sure whether Ira was exactly what John Bradshaw and Louise Hay and M. Scott Peck deserved or whether I hoped they kept shotguns in their homes. I was honestly torn.

Indeed, equal amounts of research support both assertions: that mentorship works and that it doesn’t. Mentoring programs break down in the workplace so often that scholarly research contradicts itself about the value of mentoring at all, and prompts Harvard Business Review articles with titles such as “Why Mentoring Doesn’t Work.” The mentorship slip is illustrated well by family businesses: 70 percent of them fail when passed to the second generation. A business-owner parent is in a perfect spot to mentor his or her child to run a company. And yet, sometime between mentorship and the business handoff, something critical doesn’t stick. One of the most tantalizing ideas about training with a master is that the master can help her protégé skip several steps up the ladder. Sometimes this ends up producing Aristotle. But sometimes it produces Icarus, to whom his father and master craftsman Daedalus of Greek mythology gave wings; Icarus then flew too high too fast and died. Jimmy Fallon’s mentor, one of the best-connected managers Jimmy could have for his SNL dream, served him up on a platter to SNL auditions in a fraction of the expected time it should take a new comedian to get there. But Jimmy didn’t cut it—yet. There was still one more ingredient, the one that makes the difference between rapid-rising protégés who soar and those who melt their wings and crash. III.

Everything we do and say will either underline or undermine our discipleship process. As long as there is one unsaved person on my campus or in my city, then my church is not big enough. One of the underlying principles of our discipleship strategy is that every believer can and should make disciples. When a discipleship process fails, many times the fatal flaw is that the definition of discipleship is either unclear, unbiblical, or not commonly shared by the leadership team. Write down what you love to do most, and then go do it with unbelievers. Whatever you love to do, turn it into an outreach. You have to formulate a system that is appropriate for your cultural setting. Writing your own program for making disciples takes time, prayer, and some trial and error—just as it did with us. Learn and incorporate ideas from other churches around the world, but only after modification to make sure the strategies make sense in our culture and community. Culture is changing so quickly that staying relevant requires our constant attention. If we allow ourselves to be distracted by focusing on the mechanics of our own efforts rather than our culture, we will become irrelevant almost overnight. The easiest and most common way to fail at discipleship is to import a model or copy a method that worked somewhere else without first understanding the values that create a healthy discipleship culture. Principles and process are much more important than material, models, and methods. The church is an organization that exists for its nonmembers. Christianity does not promise a storm-free life. However, if we build our lives on biblical foundations, the storms of life will not destroy us. We cannot have lives that are storm-free, but we can become storm-proof. Just as we have to figure out the most effective way to engage our community for Christ, we also have to figure out the most effective way to establish spiritual foundations in each unique context. There is really only one biblical foundation we can build our lives on, and that is the Lord Jesus Christ. Pastors, teachers, and church staff believe their primary role is to serve as mentors. Their task is to equip every believer for the work of the ministry. It is not to do all the ministry, but to equip all the people to do it. Their top priority is to equip disciples to do ministry and to make disciples. Do you spend more time ministering to people or preparing people to minister? No matter what your church responsibilities are, you can prepare others for the same ministry. Insecurity in leadership is a deadly thing that will destroy any organization. It drives pastors and presidents to defensive positions, protecting their authority or exercising it simply to show who is the boss. Disciple-making is a process that systematically moves people toward Christ and spiritual maturity; it is not a bunch of randomly disconnected church activities. In the context of church leadership, one of the greatest and most important applications of faith is to trust the Holy Spirit to work in and through those you are leading. Without confidence that the Holy Spirit is in control, there is no empowering, no shared leadership, and, as a consequence, no multiplication.

One of the days we were there, the program leaders, or mentors, as they were called, told us we couldn’t go on any flights because of the threat of sandstorms. To kill time, the marine who had lost his hands and I decided to take advantage of the amenities in camp. So we headed to the pool. He wasn’t wearing his prosthetic hands and when we arrived, I sat down on the edge of the pool, dangled my right leg in the water, and took off my left leg. We joked about how these guys got to go swimming on their days off. I mean, days off? I certainly never had one. As the two of us removed our limbs to get in the water, we noticed one of the active-duty guys already in the pool looking at us. He did a double take before asking, “What are y’all doing here?” Without a moment’s hesitation, we both said in unison, “We’re on vacation.” We said it with a blatantly arrogant tone as if to say, You think you’re deployed. We think you’re on vacation.

Terms and sayings like “I’m not racist” and “race neutral” and “post-racial” and “color-blind” and “only one race, the human race” and “only racists speak about race” and “Black people can’t be racist” and “White people are evil” are bound to fail in identifying and eliminating racist power and policy. Stratagems flouting intersectionality are bound to fail the most degraded racial groups. Civilizing programs will fail since all racial groups are already on the same cultural level. Behavioral-enrichment programs, like mentoring and educational programs, can help individuals but are bound to fail racial groups, which are held back by bad policies, not bad behavior. Healing symptoms instead of changing policies is bound to fail in healing society. Challenging the conjoined twins separately is bound to fail to address economic-racial inequity. Gentrifying integration is bound to fail non-White cultures. All of these ideas are bound to fail because they have consistently failed in the past. But for some reason, their failure doesn’t seem to matter: They remain the most popular conceptions and strategies and solutions to combat racism, because they stem from the most popular racial ideologies.

See especially academia, which has effectively become a hope labor industrial complex. Within that system, tenured professors—ostensibly proof positive that you can, indeed, think about your subject of choice for the rest of your life, complete with job security, if you just work hard enough—encourage their most motivated students to apply for grad school. The grad schools depend on money from full-pay students and/or cheap labor from those students, so they accept far more master’s students than there are spots in PhD programs, and far more PhD students than there are tenure-track positions. Through it all, grad students are told that work will, in essence, save them: If they publish more, if they go to more conferences to present their work, if they get a book contract before graduating, their chances on the job market will go up. For a very limited few, this proves true. But it is no guarantee—and with ever-diminished funding for public universities, many students take on the costs of conference travel themselves (often through student loans), scrambling to make ends meet over the summer while they apply for the already-scarce number of academic jobs available, many of them in remote locations, with little promise of long-term stability. Some academics exhaust their hope labor supply during grad school. For others, it takes years on the market, often while adjuncting for little pay in demeaning and demanding work conditions, before the dream starts to splinter. But the system itself is set up to feed itself as long as possible. Most humanities PhD programs still offer little or nothing in terms of training for jobs outside of academia, creating a sort of mandatory tunnel from grad school to tenure-track aspirant. In the humanities, especially, to obtain a PhD—to become a doctor in your field of knowledge—is to adopt the refrain “I don’t have any marketable skills.” Many academics have no choice but to keep teaching—the only thing they feel equipped to do—even without fair pay or job security. Academic institutions are incentivized to keep adjuncts “doing what they love”—but there’s additional pressure from peers and mentors who’ve become deeply invested in the continued viability of the institution. Many senior academics with little experience of the realities of the contemporary market explicitly and implicitly advise their students that the only good job is a tenure-track academic job. When I failed to get an academic job in 2011, I felt soft but unsubtle dismay from various professors upon telling them that I had chosen to take a high school teaching job to make ends meet. It

Most exciting, the growth mindset can be taught to managers. Heslin and his colleagues conducted a brief workshop based on well-established psychological principles. (By the way, with a few changes, it could just as easily be used to promote a growth mindset in teachers or coaches.) The workshop starts off with a video and a scientific article about how the brain changes with learning. As with our “Brainology” workshop (described in chapter 8), it’s always compelling for people to understand how dynamic the brain is and how it changes with learning. The article goes on to talk about how change is possible throughout life and how people can develop their abilities at most tasks with coaching and practice. Although managers, of course, want to find the right person for a job, the exactly right person doesn’t always come along. However, training and experience can often draw out and develop the qualities required for successful performance. The workshop then takes managers through a series of exercises in which a) they consider why it’s important to understand that people can develop their abilities, b) they think of areas in which they once had low ability but now perform well, c) they write to a struggling protégé about how his or her abilities can be developed, and d) they recall times they have seen people learn to do things they never thought these people could do. In each case, they reflect upon why and how change takes place. After the workshop, there was a rapid change in how readily the participating managers detected improvement in employee performance, in how willing they were to coach a poor performer, and in the quantity and quality of their coaching suggestions. What’s more, these changes persisted over the six-week period in which they were followed up. What does this mean? First, it means that our best bet is not simply to hire the most talented managers we can find and turn them loose, but to look for managers who also embody a growth mindset: a zest for teaching and learning, an openness to giving and receiving feedback, and an ability to confront and surmount obstacles. It also means we need to train leaders, managers, and employees to believe in growth, in addition to training them in the specifics of effective communication and mentoring. Indeed, a growth mindset workshop might be a good first step in any major training program. Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value. With a belief in development, such programs give meaning to the term “human resources” and become a means of tapping enormous potential.

Cultivate Spiritual Allies One of the most significant things you learn from the life of Paul is that the self-made man is incomplete. Paul believed that mature manhood was forged in the body of Christ In his letters, Paul talks often about the people he was serving and being served by in the body of Christ. As you live in the body of Christ, you should be intentional about cultivating at least three key relationships based on Paul’s example: 1. Paul: You need a mentor, a coach, or shepherd who is further along in their walk with Christ. You need the accountability and counsel of more mature men. Unfortunately, this is often easier said than done. Typically there’s more demand than supply for mentors. Some churches try to meet this need with complicated mentoring matchmaker type programs. Typically, you can find a mentor more naturally than that. Think of who is already in your life. Is there an elder, a pastor, a professor, a businessman, or other person that you already respect? Seek that man out; let him know that you respect the way he lives his life and ask if you can take him out for coffee or lunch to ask him some questions — and then see where it goes from there. Don’t be surprised if that one person isn’t able to mentor you in everything. While he may be a great spiritual mentor, you may need other mentors in the areas of marriage, fathering, money, and so on. 2. Timothy: You need to be a Paul to another man (or men). God calls us to make disciples (Matthew 28:19). The books of 1st and 2nd Timothy demonstrate some of the investment that Paul made in Timothy as a younger brother (and rising leader) in the faith. It’s your job to reproduce in others the things you learn from the Paul(s) in your life. This kind of relationship should also be organic. You don’t need to approach strangers to offer your mentoring services. As you lead and serve in your spheres of influence, you’ll attract other men who want your input. Don’t be surprised if they don’t quite know what to ask of you. One practical way to engage with someone who asks for your input is to suggest that they come up with three questions that you can answer over coffee or lunch and then see where it goes from there. 3. Barnabas: You need a go-to friend who is a peer. One of Paul’s most faithful ministry companions was named Barnabas. Acts 4:36 tells us that Barnabas’s name means “son of encouragement.” Have you found an encouraging companion in your walk with Christ? Don’t take that friendship for granted. Enjoy the blessing of friendship, of someone to walk through life with. Make it a priority to build each other up in the faith. Be a source of sharpening iron (Proverbs 27:17) and friendly wounds (Proverbs 27:6) for each other. But also look for ways to work together to be disruptive — in the good sense of that word. Challenge each other in breaking the patterns of the world around you in order to interrupt it with the Gospel. Consider all the risky situations Paul and Barnabas got themselves into and ask each other, “what are we doing that’s risky for the Gospel?

You will read over and over again in this book how important it is to do your homework. To prepare. To practice. To be disciplined. To be smart. To make smart trading moves. You will not win every round against algorithms and HFT, but you can win some of the rounds, and you can profit. You must be able to identify the different algorithmic programs so that you can trade against them. This takes some experience, good mentoring, and practice.

stepped down as their program director, the residents still humor me on Saturday mornings after rounds as we drink coffee and I draw arrows and boxes on the whiteboard linking their pasts to their futures, each time returning to the topic of identifying mentors on their own career journey, to seek out those with admirable qualities or desirable skill sets to incorporate into a new self.

I must’ve told her of my plan to cope with the pain of divorce by having sex with lots of people because she said, ‘What does it mean then, all this meditation, this program, this faith in God, if as soon as there is a problem in your life you turn to sex?’ Well, what it means is that the meditation, program and faith in God are all phoney, hollow practices, phatic chants and empty dances that I carry out when the going is good, basically just for their aesthetic value. But when pain comes, and pain is always coming, I will abruptly turn, like a good little soldier, to a materialistic solution to a spiritual problem. It means that my true religion is materialism, my true god is the ego, and what I really mean when I say ‘I want to be enlightened’ is ‘I want to feel nice’.

Kurt Fischer, my mentor and colleague at Harvard, where he is the director of Harvard University’s Mind, Brain, and Education program, goes so far as to say that today’s schools essentially fail about 80 percent of students. Sure, kids get through. Yet simply surviving is not a high enough bar for our educational system—not by a long shot. Worse still, our schools are often downright damaging in the long term for children who by temperament are prone to question authority—the kinds of kids who can’t help but think differently, who like to take risks, and who represent America’s best hope to innovate its way to a better future. Unfortunately, instead of focusing on changing an obviously broken educational context, we have to date largely put the blame on our hardworking teachers—and perhaps even more so on our children, millions of whom are themselves treated as broken because our system cannot deal with natural learning variability.

You will spend 90,000 hours of your life working. That’s more than you will spend doing anything else except sleeping. And you know you owe it to yourself to make those hours the most meaningful that they can possibly be. You know you can’t resign yourself to a listless job. You don’t want to spend your one life grinding out work you care little about, a sad office-humor cliché. You’re here because you want more out of your career, even as you’re facing a stupid-tight and ever-shifting job market, nagging self-doubt, the challenges of rampant sexism and racism in the workplace, a persistent wage gap (particularly for women of color), a lack of precedent for female leadership in most careers, a lack of mentors, and mansplaining men everywhere you look. You’re here because you’re tired of feeling quite so delicate, one professional rejection away from emotional cataclysm, a floor puddle of Chunky Monkey and Netflix. Because you want to get stronger and more sure-footed. Because you don’t want to be tripped up by small things like what to say in an e-mail, and big ones like how to ask for a raise. Because you don’t yet know when you need to stand up for yourself and when you definitely don’t need to stand up for yourself. You’re here because you haven’t realized yet that you’re not alone, that even your heroes think they are impostors, that we all think we don’t deserve to be here, we all believe, despite overwhelming evidence to the contrary, that we are irrelevant, incompetent trash people, and soon THEY ARE ALL GOING TO KNOW. You are here because no matter how nasty the self-talk and shitty programming that’s intermittently popping off in your brain, the voices that tell you you’re lazy, untalented, the worst, you need to find empathy for yourself, you need someone to tell you how you are feeling is normal. That you belong. That you CAN do this. Because you can.

About three decades ago, in 1993, I had a debate with my own mentor Marvin Minsky. I argued that we needed about 1014 calculations per second to begin to emulate human intelligence. Minsky, for his part, maintained that the amount of computation was not important, and that we could program a Pentium (the processor in a desktop computer from 1993) to be as intelligent as a human.

As Christina Luo, a former mentor in our online program, puts it, “…the goal is to take note of what moves your projects forward, not get a PhD in notetaking. And if ideas are best preserved through execution, what doesn’t bring you closer to making progress on your projects may be detracting from it.

A few weeks later, Chesky decided that the founders of the struggling company should apply to the prestigious Y Combinator startup school, which invested seventeen thousand dollars in each startup, took a 7 percent ownership stake, and surrounded founders with mentors and technology luminaries during an intense three-month program. It was a last-ditch effort and Chesky actually missed the application deadline by a day. Michael Seibel, an alumnus of the program (and later its CEO), had to ask the organizers to let the company submit late. They got permission, and the co-founders were invited for an interview. Blecharczyk flew out to San Francisco and crashed on the living-room couch on Rausch Street, and the three co-founders gathered themselves for one last try.

The X1 Search program: instant, precision searching by independent criteria (not just Google-style search string goulash) to pinpoint my files and emails going back to the 1980s. As info explodes, and my memory doesn’t get better, it’s a godsend.

Our women’s group has a formal mentoring program for new Christians. It’s called Mentor-a-Sister. Once a woman joins, she’ s assigned a mentor to acclimate her to the church.

Deep, fluting emotions were a form of weakness. She'd seen the softening in her work over the years, she'd started making the lazy, homey treats like apple crumble, chocolate muffins, butterscotch pudding, and lemon bars. They were fast and cheap and they pleased her children. But she'd trained at one of the best pastry programs in the country. Her teachers were French. She'd learned the classical method of making fondant, of making real buttercream with its spun-candy base and beating the precise fraction off egg into the pate a choux. She knew how to blow sugar into glassine nests and birds and fountains, how to construct seven-tiered wedding cakes draped with sugar curtains copied from the tapestries at Versailles. When the other students interned at the Four Seasons, the French Laundry, and Dean & Deluca, Avis had apprenticed with a botanical illustrator in the department of horticulture at Cornell, learning to steady her hand and eye, to work with the tip of the brush, to dissect and replicate in tinted royal icing and multihued glazes the tiniest pieces of stamen, pistil, and rhizome. She studied Audubon and Redoute. At the end of her apprenticeship, her mentor, who pronounced the work "extraordinary and heartbreaking," arranged an exhibition of Avis's pastries at the school. "Remembering the Lost Country" was a series of cakes decorated in perfectly rendered sugar olive branches, cross sections of figs, and frosting replicas of lemon leaves. Her mother attended and pronounced the effect 'amusant.

What was my reaction when I was suddenly assigned a good-looking and understanding ‘big brother’? During my early days at the boarding school, did I open up immediately to my ‘big brother’ Nikee or to other ‘big brothers’ in my House? I was like a fish swimming happily in water. I took to my ‘big brother’ Nikee like I had discovered gold in a hidden treasure trove. All the ‘big brothers’ had undergone special educational training before being assigned to a ‘little brother’. They were trained in the art of listening to the needs of their charges. Even for the BBs that were not E.R.O.S. members, the boarding school had training programs for ‘regular’ students who wanted to mentor the juniors following in their footsteps. All BBs and BSs (in our sister schools) had been through a one-year mentorship training program before becoming BBs and BSs. Therefore, whenever I had a problem and I needed advice, I was able to go to any BB of my choosing and confide to him. Most boys tended to disclose their quandaries to their allocated BBs because they seemed to understand us best. The answer to your last question, was I unreserved by nature or was it a learned trait? The answer is both. As much as I am a happy-go-lucky person, I also learned many methods and techniques to come out of my shell. Daltonbury Hall, Bahriji and E.R.O.S. turned me, in part, into the person I am today. This valuable training helped me pursue my dreams through the art of positive human relations. This is one of the main objectives of the Enlightened Royal Oracle Society: to be responsible citizens of the world. Dr. Arius, I’m ready for your next installment of queries. Keep them coming. With love and affection, Young.

A good induction program can include a pre-school-year workshop, a welcome center, a bus tour of the neighborhood, study groups, mentors and coaches, portfolios and videos, demonstration classrooms, administrative support, and learning circles. It should last for at least three years.

Here are some examples: DON’T DO THIS! DO THIS! Leader-follower Leader-leader Take control Give control Give orders Avoid giving orders When you give orders, be confident, unambiguous, and resolute When you do give orders, leave room for questioning Brief Certify Have meetings Have conversations Have a mentor-mentee program Have a mentor-mentor program Focus on technology Focus on people Think short-term Think long-term Want to be missed after you depart Want not to be missed after you depart Have high-repetition, low-quality training Have low-repetition, high-quality training Limit communications to terse, succinct, formal orders Augment orders with rich, contextual, informal communications Be questioning Be curious Make inefficient processes efficient Eliminate entire steps and processes that don’t add value Increase monitoring and inspection points Reduce monitoring and inspection points Protect information Pass information

We should conduct ourselves so that wisdom will grow. Our organization’s structures should be designed to facilitate learning at all levels, in all areas, even if at first we don’t see the relevance. Professional development opportunities including seminars, university programs, special project teams, and mentoring programs are just a few examples of structured learning.

The program, piloted last year in Boston and Washington, D.C., pairs teachers with mentors who are still in the classroom. Before being selected, mentor teachers are interviewed, asked to share a strong Common Core lesson plan, and must prove that they’re effective in the classroom. Once the mentors are chosen, they are trained in facilitation and how to teach adults.

In May, Stanton graduated with five other formerly incarcerated adults from Project ReMADE, a 12-week program created by Stanford law students that aims to turn ex-convicts into entrepreneurs. The program matches former prisoners with Silicon Valley venture capitalists and business executives, and with students from Stanford's law and graduate business schools, who mentor the ex-inmates to become small-business owners. "Stanford brings social capital to people who don't have ... the networks that you and I and everyone else leans on and takes for granted," said Debbie Mukamal, executive director of the Stanford Criminal Justice Center, who oversees Project ReMADE. "We're here to open doors for them.

development starts with awarding a one-credit-hour payment to each faculty member who participates in a weeklong program in August. The program continues with three credit hours of release time during the fall term, which allow new faculty to meet once a week with campus mentors and attend an intensive four-day instructional skills workshop in the spring. The college also pays for program costs.

for several years starting in 2004, Bezos visited iRobot’s offices, participated in strategy sessions held at places like the Massachusetts Institute of Technology , and became a mentor to iRobot chief executive Colin Angle, who cofounded the company in 1990. “He recognized early on that robots were a very disruptive game-changer,’’ Angle says of Bezos. “His curiosity about our space led to a very cool period of time where I could count upon him for a unique perspective.’’ Bezos is no longer actively advising the company, but his impact on the local tech scene has only grown larger. In 2008, Bezos’ investment firm provided initial funding for Rethink Robotics, a Boston company that makes simple-to-program manufacturing robots. Four years later, Amazon paid $775 million for North Reading-based Kiva, which makes robots that transport merchandise in warehouses. Also in 2012, Amazon opened a research and software development outpost in Cambridge that has done work on consumer electronics products like the Echo, a Wi-Fi-connected speaker that responds to voice commands. Rodney Brooks, an iRobot cofounder who is now chief technology officer of Rethink, says he met Bezos at the annual TED Conference. Bezos was aware of work that Brooks, a professor emeritus at MIT, had done on robot navigation and control strategies. Helen Greiner, the third cofounder of iRobot, says she met Bezos at a different technology conference, in 2004. Shortly after that, she recruited him as an adviser to iRobot. Bezos also made an investment in the company, which was privately held at the time. “He gave me a number of memorable insights,’’ Angle says. “He said, ‘Just because you won a bet doesn’t mean it was a good bet.’ Roomba might have been lucky. He was challenging us to think hard about where we were going and how to leverage our success.’’ On visits to iRobot, Greiner recalls, “he’d shake everyone’s hand and learn their names. He got them engaged.’’ She says one of the key pieces of advice Bezos supplied was about the value of open APIs — the application programming interfaces that allow other software developers to write software that talks to a product like the Roomba, expanding its functionality. The advice was followed. (Amazon also offers a range of APIs that help developers build things for its products.) By spending time with iRobot, Bezos gave employees a sense they were on the right track. “We were all believers that robotics would be huge,’’ says former iRobot exec Tom Ryden. “But when someone like that comes along and pays attention, it’s a big deal.’’ Angle says that Bezos was an adviser “in a very formative, important moment in our history,’’ and while they discussed “ideas about what practical robots could do, and what they could be,’’ Angle doesn’t want to speculate about what, exactly, Bezos gleaned from the affiliation. But Greiner says she believes “there was learning on both sides. We already had a successful consumer product with Roomba, and he had not yet launched the Kindle. He was learning from us about successful consumer products and robotics.’’ (Unfortunately, Bezos and Amazon’s public relations department would not comment.) The relationship trailed off around 2007 as Bezos got busier — right around when Amazon launched the Kindle, Greiner says. Since then, Bezos and Amazon have stayed mum about most of their activity in the state. His Bezos Expeditions investment team is still an investor in Rethink, which earlier this month announced its second product, a $29,000, one-armed robot called Sawyer that can do precise tasks, such as testing circuit boards. The warehouse-focused Kiva Systems group has been on a hiring tear, and now employs more than 500 people, according to LinkedIn. In December, Amazon said that it had 15,000 of the squat orange Kiva robots moving around racks of merchandise in 10 of its 50 distribution centers. Greiner left iRo

Mara Foundation is the nonprofit side of Mara’s business, a social enterprise focused on emerging entrepreneurs. We have myriad programs designed to address the complete life cycle of an entrepreneur’s business idea, from start-up advice right through to venture capital. My sister Rona, the foundation director, has been a dynamic force in ongoing advocacy for youth and women in business. Always someone with a keen eye for detail, she has secured partnerships for the Foundation with Ernst & Young to nurture and develop small and medium entrepreneurs (SMEs) in Africa and with UN Women, whose UN Women’s Knowledge Gateway for Women’s Economic Empowerment has operations in 80 countries. A spin-off of this is a program called Mara Mentor—tagline: Enable, Empower and Inspire—an online community that connects budding entrepreneurs with experienced and inspiring business leaders around the world.

Those who do not have the power over the story that dominates their lives, power to retell it, to rethink it, deconstruct it...and change it as time changes...cannot think new thoughts.

TROPHY HUNTERS, by eliminating the most magnificent specimens of a species, enact reverse selection. It’s the opposite of natural selection. The hunters remove the healthiest and fittest males from the gene pool by targeting the largest bears or the lions with the darkest manes. The same sort of reverse selection has had disastrous consequences for elephants, in which it combines with ivory poaching. In many populations, bulls with large tusks have gone virtually extinct. One of the devastating side-effects has been that young bulls have become unruly and dangerous. In Pilanesberg National Park in South Africa, marauding gangs of juvenile elephant bulls went berserk. Like a blood sport, they began to chase down white rhinoceroses, stomping them with their feet and goring them to death with their tusks. They harassed other animals as well. The park resolved this problem by setting up a Big Brother program. Park staff flew in six full-grown bull elephants from Kruger National Park. Bulls keep growing larger throughout their lives, and the oldest ones often roam with younger bulls in tow. Like warriors in training, the latter follow and watch their mentors. The hyperaggressive state of musth—when testosterone levels increase fifty-fold—is curbed when young bulls are exposed to dominant males. A young bull may lose the physical signs of musth within minutes of being put in his place by a bigger one. At Pilanesberg, hormonal suppression and reduced risk-taking in the presence of intimidating adults made all the difference. After the Big Brother program, signs of random violence disappeared. In previous years, elephants had killed over forty endangered white rhinos. The civilizing influence of older bulls stopped the carnage.

Self-Discovery in San Francisco CA | Suzanne Fensin If This looks like what's Driving You, Then you're THE New Human And it slow Has come back To Step Up! The easiest to know your life purpose is thru your journey of self discovery. supported your birthname that holds distinctive sacred codes that unlock your destiny, your Soul Blueprint holds all the answers to what your challenges area unit and also the gifts they reveal, as well as what your skills and gifts area unit at a deeper level, and the way to activate them to make your a lot of fulfilling life. Life Purpose is complicated. throughout my self discovery journey, I uncovered hidden ways and forks within the road. there have been hills, mountains, valleys and shadowy places which will be scary to travel through. i finished and began, unsure if I had the strength to urge through it all. however I did it! and that i wish to share my method with you to jumpstart your magnificence that you’ve been concealing. Soul Codes Blueprint in San Jose CA This is a 12-week personal 1:1 mentoring program ideally delivered via ZOOM. ZOOM recordings of sessions are provided, upon request. Email support is supplied with every step of this method. Here’s what you receive with this distinctive program L – Learning Your distinctive skills, goals, and challenges with Soul Blueprint Reading. this is often a 1-hour, birthname solely analysis that offers you the subsequent information: • Birthname analysis • Your most fulfilling soul expression • Your Soul Destiny for this period of time • Karmic lessons, skills and gifts you were born with, and people you receive later in life. • Emailed Zoom recording of the session, upon request • Special discount rating on future mentoring that helps to activate your blueprint on a deeper level O - OMG you're Amazing! Understanding the scope of your soul mission and the way your skills, goals, and challenges work along to make your greatest purpose. acceptive the sweetness of the journey and speech communication affirmative to following step. this is often AN expanded 2-hour Soul Blueprint reading that offers you all of what you receive within the 1-hour reading, and the following: • Up to two extra names analysis • subject for private Years, Months & Cycles • wherever area unit you within the Ascension method • what's your Soul kind V - Valor Having the spirit to roll up your sleeves and acquire into uncovering, understanding, and material possession go of doubts, beliefs, and learning that show up as shadow aspects, and align together with your higher purpose. caring yourself through the method, permitting a lot of lightweight into your being. during this step you'll receive: • Intuitive work to support you in understanding what you discover on a soul level, and to help in your self-nurturing • Soul Blueprint Upgrade (working together with your etheric team to clear attachments, enhance your gift and talent codes, unleash doubt & worry • Flower Essence Remedy suggestions to help in clearing shadow aspects E - Ease, Excitement, And Energize The seeds of management you have got planted area unit currently development. you're claiming your truth and sharing your authentic magnificence (by visioning and actioning) with a reworking world that reflects and honors your journey. you'll receive the subsequent with this step: • corroborative work with life exercises to observe your new brilliance • Celebration exercises to stay you moving forward on your journey of success with grace. Contact Suzanne With Questions #SelfDiscoveryinSanFranciscoCA Email# suzannefensin@gmail.com

One of the great ironies is our defenses are knocked out most efficiently by our own personal beliefs and learning, by our own programming and wiring. As Mom used to say, “We’re our own worst enemy.” Bias is masterful at carrying itself convincingly, nimbly, glibly, even lovingly on the legs of the preacher, teacher, colleague, friend, mentor, or worst of all, the significant other or family member. If you ask me, the kryptonite for all humanity is bigotry, prejudice, us against them. Well-intended people blinded by rivalry and ambition or love and the bonds of blood. Overpowering and being the decider of who’s in and who’s out. Dividing people into groups. Making lists and assumptions. Deciding I’m okay and you’re not.

Your subjectivity, your bias has rendered you blind, deaf and dumb. You see what you want to see instead of what’s there. One of the great ironies is our defenses are knocked out most efficiently by our own personal beliefs and learning, by our own programming and wiring. As Mom used to say, “We’re our own worst enemy.” Bias is masterful at carrying itself convincingly, nimbly, glibly, even lovingly on the legs of the preacher, teacher, colleague, friend, mentor, or worst of all, the significant other or family member. If you ask me, the kryptonite for all humanity is bigotry, prejudice, us against them. Well-intended people blinded by rivalry and ambition or love and the bonds of blood. Overpowering and being the decider of who’s in and who’s out. Dividing people into groups. Making lists and assumptions. Deciding I’m okay and you’re not.

Behavioral-enrichment programs, like mentoring and educational programs, can help individuals but are bound to fail racial groups, which are held back by bad policies, not bad behavior.

PRE-INTERVIEW QUESTIONS What type of consulting does the firm do? In what industries does the firm specialize? How big is the firm? How many domestic and international offices does the firm have? How many professionals are in the firm? What kinds of training programs does the firm offer? What type of work does an entry-level consultant do? How much client contact does an entry-level consultant have the first year? Does the firm have a mentor program? How often do first-years sleep in their own beds? What’s their travel schedule like? How many hours make up a typical work day? How is a case team picked? How often do consultants get reviewed? How many consultants does the firm expect to hire this year? How does that compare to last year? Where do the consultants go when they leave the firm? Is it possible to transfer to other offices, even international offices?

On the other hand, many youths report that it was their direct personal observations of the ravages of crack smoking and heroin injection among their older siblings, parents, and members of the community that led them to avoid crack and heroin use.” Despite commonly held beliefs in Black complacency with drugs and crime, it’s also clear that residents of the communities hardest hit by the crack epidemic played some part in its decline. In several cities, they formed neighborhood patrols and watch groups with the specific goal of driving out drug dealers and closing down crack houses, taking the dangerous work of securing their neighborhoods into their own hands. They also founded organizations, launching campaigns and initiatives to provide access to substance-abuse programs and job training, to beautify streets, build playgrounds, and mentor children.

Be the accelerant. You have the power to light up the cultural flame of the company. It’s not going to happen because of programs, processes, tools, branding or the product itself; focus on the culture and light it up!

Newchip Accelerator Reviews - Supporting Entrepreneurs Newchip Accelerator provides entrepreneurs with the tools and skills necessary to first fund, then build and scale businesses. Supporting entrepreneurs and helping them succeed is the core tenet of the program, and its results are evident in the many positive reviews they’ve received. Newchip Accelerator has reached over 250 cities and built a mentor network of more than 500 professionals. Programs range from pre-accelerator small programs to the top-level accelerator.

Art Ocain is a business leader, investor, writer, and DevOps advocate from Pennsylvania, the United States who specializes in the field of programming and cybersecurity. He focuses on using the theory of constraints and applying constraint management to all areas of business including sales, finance, planning, billing, and all areas of operations. Ocain has a Mathematics degree from the University of Maryland and a Business degree from the University of the People. And he is also certified by many renowned organizations like CISM from ISACA, CCNA from Cisco, MCSE from Microsoft, Security Administrator from Azure, Six Sigma, Scrum, and many more. Ocain is responsible for leading many teams toward revolutionary change through his DevOps principles, no matter the type of company or team. So far, he has worked in a lot of companies as a project manager, a President, a COO, a CTO, and an incident response coordinator. Along with this, Ocain is a blog writer and public speaker. He loves to write and share his knowledge and has given presentations at SBDC (Small Business Development Center) and Central PA Chamber of Commerce. Ocain shares his thoughts and information about his upcoming events on sites like MePush, LinkedIn, Slideshare, Quora, and Microsoft Tech Community. Throughout his career, Ocain has been a coach and a mentor to many people and has helped develop companies and build brands.

I threw myself into learning everything I could about leadership, marketing, finance, business strategy, and project management. I enrolled in an MBA program, sought out mentors and role models, both within the company and in the broader tech community. And slowly but surely, I began to develop the skills and mindset of a successful CTO.

Avina Technologies offers a comprehensive SAP FICO course in Hyderabad, available in both offline and online formats to cater to diverse learning needs. Our SAP FICO training in Hyderabad is designed to provide in-depth knowledge of Financial Accounting (FI) and Controlling (CO) modules, ensuring that participants gain a robust understanding of key financial processes and controlling functionalities within SAP. Led by experienced trainers from leading MNCs, our program combines real-world scenarios, hands-on projects, and interactive sessions to build practical expertise. With flexible learning options, personalized mentoring, and access to extensive course materials, we aim to equip our students with the skills required to excel in the competitive job market. Join our SAP FICO course at Avina Technologies and advance your career with the best training in Hyderabad. Address :2nd Floor, Shanthi Nilaya Apts, Flat No. 201, SAP St, Ameerpet, Hyderabad,Telangana 500016 Phone Number : 90000 55217, 6309142821

bold leadership often thrives within strong support systems. Leaders who feel isolated or lack resources are naturally more averse to risk-taking. On the other hand, those who operate within networks of advisors, mentors, and peers find the confidence to make tough decisions. That's why initiatives like business incubators, leadership networks, and peer mentoring programs are invaluable in encouraging leaders to take thoughtful risks and drive progress.

Canada. That program had been in existence since 1976 and had helped more than twenty thousand kids. Like Youth Assisting Youth, his program matched responsible teens with younger kids in need of mentoring.

George W. Bush began a program referred to as the Faith-Based Initiative, an effort to get more grants and contracts to religious providers of secular services, from mentoring to feeding the hungry, based on the largely mythological claim—akin to the existence of “weapons of mass destruction” in Iraq—that there was widespread discrimination in giving government funds to religious groups. At the time, Catholic Charities alone appeared to be getting over five hundred million dollars in aid and the Salvation Army, literally a Christian denomination with strong homophobic tendencies, was getting eighty-nine million dollars for work in New York alone.

Creating a culture of discipleship is not first about creating programs, classes, groups, or other kinds of structural fixes within the church’s life. Certainly, mentoring programs may connect older and wiser Christians with younger and less mature ones. Small groups may build more intimate relationships with other believers. Age-graded Sunday school classes may offer specific instruction for various life situations. Support groups may care for members in certain life stages (newly married, new parents) or struggles (divorce, depression). All of these can be helpful structures. But a culture of discipleship can thrive without them.

It was only after World War II that Stanford began to emerge as a center of technical excellence, owing largely to the campaigns of Frederick Terman, dean of the School of Engineering and architect-of-record of the military-industrial-academic complex that is Silicon Valley. During World War II Terman had been tapped by his own mentor, presidential science advisor Vannevar Bush, to run the secret Radio Research Lab at Harvard and was determined to capture a share of the defense funding the federal government was preparing to redirect toward postwar academic research. Within a decade he had succeeded in turning the governor’s stud farm into the Stanford Industrial Park, instituted a lucrative honors cooperative program that provided a camino real for local companies to put selected employees through a master’s degree program, and overseen major investments in the most promising areas of research. Enrollments rose by 20 percent, and over one-third of entering class of 1957 started in the School of Engineering—more than double the national average.4 As he rose from chairman to dean to provost, Terman was unwavering in his belief that engineering formed the heart of a liberal education and labored to erect his famous “steeples of excellence” with strategic appointments in areas such as semiconductors, microwave electronics, and aeronautics. Design, to the extent that it was a recognized field at all, remained on the margins, the province of an older generation of draftsmen and machine builders who were more at home in the shop than the research laboratory—a situation Terman hoped to remedy with a promising new hire from MIT: “The world has heard very little, if anything, of engineering design at Stanford,” he reported to President Wallace Sterling, “but they will be hearing about it in the future.

With this in mind, I’d started a leadership and mentoring program at the White House, inviting twenty sophomore and junior girls from high schools around Greater D.C. to join us for monthly get-togethers that included informal chats, field trips, and sessions on things like financial literacy and choosing a career. We kept the program largely behind closed doors, rather than thrusting these girls into the media fray. We paired each teen with a female mentor who would foster a personal relationship with her, sharing her resources and her life story. Valerie was a mentor. Cris Comerford, the White House’s first female executive chef, was a mentor. Jill Biden was, too, as were a number of senior women from both the East and the West Wing staffs. The students were nominated by their principals or guidance counselors and would stay with us until they graduated. We had girls from military families, girls from immigrant families, a teen mom, a girl who’d lived in a homeless shelter. They were smart, curious young women, all of them. No different from me. No different from my daughters. I watched over time as the girls formed friendships, finding a rapport with one another and with the adults around them. I spent hours talking with them in a big circle, munching popcorn and trading our thoughts about college applications, body image, and boys. No topic was off-limits. We ended up laughing a lot. More than anything, I hoped this was what they’d carry forward into the future—the ease, the sense of community, the encouragement to speak and be heard. My wish for them was the same one I had for Sasha and Malia—that in learning to feel comfortable at the White House, they’d go on to feel comfortable and confident in any room, sitting at any table, raising their voices inside any group.

Happiness is a choice you make and a skill you develop. The mind is just as malleable as the body. We spend so much time and effort trying to change the external world, other people, and our own bodies, all the while accepting ourselves the way we were programmed in our youths. We accept the voice that talks to us in our head all the time as the source of all truth. But all of it is malleable, every day is new, and memory and identity are burdens from the past that prevent us from living freely in the present.

The methodology, admitted openly and without embarrassment at the time, was to identify promising talent at a young age, and to make special provisions for its development. These provisions included a great degree of educational segregation. Bright young people were conspicuously set apart from their contemporaries. They were placed in special, enriched classes and sent into extracurricular programs that only admitted those of comparable talent. It was assumed that, as they moved through the educational stream, they would maintain a rather close-knit formation, associating primarily with their intellectual peers and with mentors drawn from the ranks of accomplished sci- entists.8 The operating hypothesis was that talent, whatever its origins in genetic endowment or early childhood experience, is a relatively rare resource, that positive measures are necessary to seek it out, and that once found it requires and deserves special treatment.

What sets God’s people apart from everyone else is not our accoutrements or our language. It won’t be our music, our programs, or our bumper stickers. It will be the presence of the Lord . . . His hand being upon us.

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Dean Casca Highbottom, the man credited with the creation of the Hunger Games, was overseeing the mentor program personally.

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