Harvard ManageMentor Orientation

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TO SUPPORT OUR VISION TO BE RECOGNIZED NATIONALLY FOR QUALITY CARE, ACADEMIC EXCELLENCE, AND INNOVATION…

CNE Balanced Scorecard/Strategy Map

…we need to ensure our managers and leaders have the skills to meet the most pressing challenges.

© 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

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THE DEVELOPMENTAL MIX

70

20

10

• Experience Based• Build knowledge through

informal learning; integrating workplace assignments, projects and experiences.

• Relationship Based• Gain insight through

assessments and feedback, coaching and mentoring.

• Education Based• Build baseline knowledge

through formal education and self-directed learning.

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BLENDED LEARNING

mentornet

Classes[instructor-led]

HMM Courses[CBLs]

PAGE 5© 2009 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

LEARNING STYLES

“I don’t have time to goto a course. I prefer to learn by

doing anyway. If I need something, I’ll look itup when I need it.”

“I prefer to learn from others. I like the interaction. I could take an hour over lunch and meet

with someone.”

“I don’t mind spending time learning, grappling with a new idea. If I can do it when I have

a window of time – I’d take a class.”

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ALIGNMENT TO OUR LEADERSHIP COMPETENCIES

Each HMM topic is mapped

to CNE’s leadership

competencies for aligned and

integrated development

opportunities.

Lominger

PAGE 7© 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

PAGE 8

HARVARD MANAGEMENTOR – MAP TO LOMINGER COMPETENCIES

© 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

Card # Category Skill / Competency Description Harvard ManageMentor

1 Initiative Action Oriented

Enjoys working hard; is action oriented and full of energy for the things he/she sees as challenging; not fearful of acting with a minimum of planning; seizes more opportunities than others.

Strategy Execution Team Leadership

2Self

ManagementDealing with

Ambiguity

Can effectively cope with change; can shift gears comfortably; can decide and act without having the total picture; isn't upset when things are up in the air; doesn't have to finish things before moving on; can comfortably handle risk and uncertainty.

Change ManagementCrisis Management

3Interpersonal Relationships

Approachability

Is easy to approach and talk to; spends the extra effort to put others at ease; can be warm, pleasant, and gracious; is sensitive to and patient with the interpersonal anxieties of others; builds rapport well; is a good listener; is an early knower, getting informal and incomplete information in time to do something about it.

Coaching Leading and Motivating

4Interpersonal Relationships

Boss Relationships

Responds and relates well to bosses; would work harder for a good boss; is open to learning from bosses who are good coaches and who provide latitude; likes to learn from those who have been there before; easy to challenge and develop; is comfortably coachable.

Managing Upward

Lominger Competencies Mapped to Harvard ManageMentor Topics

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HARVARD BUSINESS PUBLISHING

© Copyright 2010 Harvard Business School Publishing Corporation. All rights reserved.

}

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• 44 modules, each designed to help managers and leaders gain competency or get help fast on a specific topic, and to share what they know.

• Built on the knowledge and experience of world-class experts.

• Modules incorporate video insights, cases, real-world practice, peer-to-peer connections, tools, assessments, and more.

Top Researchers

HARVARD MANAGEMENTOR - CONTENT AT A GLANCE

Managing the Business

Budgeting

Business Case Development

Business Plan Development

Crisis Management

Customer Focus

Decision Making

Diversity & Inclusion

Ethics at Work

Finance Essentials

Innovation & Creativity

Innovation Implementation

Marketing Essentials

Negotiating

Performance Management

Process Improvement

Project Management

Strategic Thinking

Strategy Execution

Managing Others

Change Management

Coaching

Developing Others

Difficult Interactions

Dismissing an Employee

Feedback Essentials

Global Collaboration

Hiring

Managing Lay-offs

Leading and Motivating

Performance Appraisals

Persuading Others

Retaining Employees

Team Leadership

Team Management

Virtual Teams

Managing Yourself

Career Management

Delegating

Goal Setting

Managing Upward

Meeting Management

New Manager

Transitions

Presentations Skills

Stress Management

Time Management

Writing Skills

PAGE 11© 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

HARVARD MANAGEMENTOR®

TOUR

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ACCESSING HARVARD MANAGEMENTOR

URL: https://carene.myhmm.org

Username: Your email address

Password: harvard (all lowercase)

© 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

Questions? Contact Dean Carlson, Meghan DeAngelis or Lorinda Silveira by

phone or email.

Additional Documentation Available on our SharePoint Sitehttp://cnesites/sites/cne_odlearning

*Find listed under CNESITES