Lisa Z. Fain is the CEO of the Center for Mentoring Excellence™, a global speaker, and an expert in the intersection of cultural competency and mentoring. Her passion for diversity and inclusion work fuels her strong conviction that leveraging differences creates a better workplace and drives better business results. Lisa is a certified mediator, graduated with a Bachelor of Science in Social Policy from Northwestern University, and holds a J.D. from Northwestern University School of Law. Lisa lives in Seattle, where she loves to hike and explore the Pacific Northwest with her husband and two daughters. Lisa is the co-author of Bridging Difference for Better Mentoring, and the 2022 revision (3rd Edition) of The Mentor’s Guide. Both are co-authored with Center for Mentoring Excellence's founder, Dr. Lois J. Zachary.

Learn more at https://www.centerformentoring.com/

Episode Overview:

This discussion focuses on peer mentoring and building a strong mentoring culture. The conversation explores the evolving landscape of diversity and inclusion, shifting towards equitable outcomes, and how peer mentoring offers a collaborative approach to professional development.

Key Discussion Points:

• Introduction and Guest Background: Introduction to Lisa Fain, CEO of the Center for Mentoring Excellence. Lisa's expertise in cultural competency and mentoring is highlighted, along with her passion for diversity and inclusion.
• Evolving Diversity and Inclusion Practices: Discussion on the changing landscape of D&I in organizations. Lisa notes the continued desire for equitable outcomes and the importance of inclusive leadership within mentoring programs. The impact of policy changes and funding challenges on D&I efforts is also discussed.
• Peer Mentoring: Exploration of peer mentoring as a non-hierarchical model for growth. Lisa outlines the benefits, including increased engagement, retention, and mutual skill-building. The importance of setting clear learning goals and thoughtful peer matching is emphasized.
• Defining Objectives and Ownership: Focus on the foundational aspects of building effective mentoring programs. Lisa stresses the need to define desired outcomes before designing the program structure and discusses where ownership of mentoring programs typically lies within an organization.
• Peer vs. Hierarchical Mentoring: Comparison of mentoring models. Lisa cautions against the “pair and pray” approach and emphasizes the need for structured support and progress tracking.
• Accountability in Peer Mentoring Groups: The importance of accountability within peer mentoring cohorts is discussed. Clear rules, shared expectations, and topical focus are highlighted as crucial elements.
• Fostering a Learning Culture: Lisa highlights the role of cultivating a learning culture where continuous development and peer support are integrated into organizational success.
• Collaborating on Mentoring Innovation: Discussion about deepening the understanding of peer mentoring and enhancing mentoring products, specifically Mentoring Complete. Future collaboration opportunities and product improvements to align with market needs are explored.

Graham Abbey is a dynamic leader and organizational development expert, currently serving as Chief Executive at Farleigh Performance and a Professor in Practice at the University of Bristol. With over two decades of experience spanning corporate HR, consulting, and academia, Graham has helped numerous organizations, from global corporations to mid-sized businesses, address complex leadership and performance challenges. His work is grounded in a deep understanding of how organizations function as complex ecosystems, where success depends on navigating interconnected systems rather than following linear processes.

Graham’s expertise lies in transforming organizational culture, improving leadership capabilities, and fostering team performance.

Topic Discussion Summary

The Power of Narratives: Exploring how leaders can craft impactful narratives while aligning them with individual experiences within the organization.

Empathetic Leadership: Emphasizing the role of empathy in fostering deeper connections and understanding diverse perspectives among team members.

Organizations as Ecosystems: Redefining organizations as living, interconnected systems that require adaptive leadership and contextual awareness.

The HARD Framework: Introducing a performance model centered on Higher Purpose, Autonomy, Relationships, and Disruptive Learning.

Empowering Purpose and Collaboration: How defining a purpose narrative enables autonomy and inspires diverse innovations.

Performance Formula: Insights from Tim Galway's "inner game" philosophy—performance equals potential minus interference.

Agency and Self-Organization: A call for a new organizational “operating system” that fosters self-direction, balance, and purpose.

Podcasting Reflections: Sri’s journey of learning, transparency, and trust in storytelling through his podcasting endeavors.

Introduction:

Meet Keri Higgins Bigelow, Founder and CEO of Living HR. Since 2009, she has been dedicated to humanizing workplaces by aligning business strategies with talent and culture. Keri is also an advocate for advancing women in corporate roles through her co-founded group, Fair League, and she frequently speaks at HR and business events.

Key Achievements:

• Co-founded Fair League to promote women in leadership.
• Hosts "Work Now Plus in the Future" series and Disrupt HR events.
• Member of Forbes Human Resources Council, recognized by various business journals and HR accolades.

Main Discussion Points:

1. The New Employee-Employer Contract:

• Post-pandemic, traditional contracts are outdated. Employees now seek autonomy, flexibility, and a greater sense of purpose in their work.

1. Systemic Workplace Issues:

• Keri highlights the disconnect between the traditional 9-to-5 workday and modern life demands, leading to inefficiency and employee dissatisfaction.

1. Outcome-Based Work:

• Moving away from time-based work models to focus on results and performance. Advances in AI make it possible to complete tasks faster, pushing for a shift in how work is measured.

1. Challenges Across Industries:

• Time-based models still dominate industries like retail. Keri proposes an "Uberization" of work schedules, giving employees flexibility to choose shifts with varied pay structures.

1. Loneliness in Remote Work:

• Remote work can lead to isolation. Keri stresses the need for intentional efforts to foster community through virtual tools and social channels, as implemented at Living HR.

1. Employee Accountability:

• Employees should take ownership of their career growth. While employers provide resources, it’s up to the individual to invest in their development.

1. Flexibility for Performance:

• Flexibility at work should be earned based on performance. Transparency and mutual accountability form the foundation of the new employee-employer contract.

1. Leveraging Technology:

• Companies should use data-driven tools to objectively track engagement and performance, moving beyond subjective evaluations.

Closing Thoughts:

Keri envisions a new, healthier workplace culture focused on outcomes. She invites listeners to connect with her on Living HR’s LinkedIn and join their Chief People Officer collective.