How To Micro-Mentor Leadership (2023)

Welcome back to episode 24 of Baktari MDs' CRASH CEO SCHOOL! In this weeks episode we dive more into Micro-Mentoring and what it really means! You've all heard of Micro-Managing, but what about when you want to do it in a caring and respectful way that actually grows your leadership? All of the tips and trick you need are right here! Find out all of this and more in the full episode! 

This content was produced in association with our affiliated partners: 
eNational Testing: https://www.enationaltesting.com/ 
USDTC : https://www.usdrugtestcenters.com/ 
e7 Health: https://www.e7health.com/ 
SEMRush: https://semrush.sjv.io/oqz2ag 

Do you have further questions about the content? Please leave your question in the comments below so I can make an episode about it. Also, I’d love to hear any suggestions you may have for future content. 

SUBMIT YOUR BUSINESS STORY HERE: https://jonathanbaktarimd.com/contact/ 
For more information, please visit: https://jonathanbaktarimd.com/ 

Sign up for my NEWSLETTER here: https://ns.jonathanbaktarimd.com/ 

#BAKTARIMD #BUSINESS #PODCAST #CEO #MENTORSHIP

SOCIAL:
Facebook: https://www.facebook.com/baktarimd 
Instagram: https://www.instagram.com/baktarimd/ 
Twitter: https://twitter.com/BaktariMD 
LinkedIn: https://www.linkedin.com/company/baktarimd/ 

Video Podcast: https://youtu.be/Kdi2y71SWOQ

    Jonathan Baktari MD is the CEO of eNational Testing, e7 Health, & US Drug Test Centers. Jonathan Baktari MD brings over 20 years of clinical, administrative, and entrepreneurial experience. He has been a triple board-certified physician specializing in internal medicine, pulmonary, and critical care medicine.
    Jonathan Baktari MD is a preeminent, national business thought leader interviewed in The Washington Post, USA Today, Forbes, Barron’s, and many other national publications. He is also an opinion writer for The Hill and the Toronto Star.
    He is the host of a highly-rated podcast Baktari MD as well as a guest on over 50 podcasts. Jonathan Baktari MD was formerly the Medical Director of The Valley Health Systems, Anthem Blue Cross Blue Shield and Culinary Health Fund. He also served as clinical faculty for several medical schools, including the University of Nevada and Touro University.
   Jonathan Baktari MD is also the author of the highly-rated course High Converting Call Class where he shares his secrets of increasing revenue through incoming phone calls.

Transcript

00;00;00;00 - 00;00;03;12
Unknown
Everything you do is up for observation, right? Everything.

00;00;03;16 - 00;00;16;11
Unknown
How you handle yourself at a restaurant, how you handle yourself, you know, getting in and out of an Uber. Everything is theoretically being observed. If you're in that sort of role where you're mentoring that person right?

00;00;35;00 - 00;00;53;27
Unknown
Hi. Welcome to another episode of Baktari MD. As you know, this season we've been doing Crash CEO School where we go over skills that any leader of an organization, CEO, will need to take the company to the next level. And today I want to talk about something that's very important, and that is mentoring.

00;00;54;00 - 00;01;11;19
Unknown
I know I did a whole talk on mentoring, but I really want to drill down because I've gotten a lot of questions on this one little aspect of mentoring, which I call micro-mentoring. And micro mentoring is actually something that I have been doing for a long time. And what it really involves is

00;01;11;19 - 00;01;21;16
Unknown
helping people in your organization, Specifically, leaders really grow into their role and take their skill sets to the next level.

00;01;21;18 - 00;01;55;12
Unknown
Often people join in an organization from another organization where doing a good job was important, but really providing leadership and being a stimulus for the company growing wasn't part of what they were being asked to do. Now, if you're a busy CEO, you can't do everything and you can't be on 24 hours a day. In any company, you're going to need a handful, hopefully a small army of leaders in your company who are going to be able to tackle the different departments and everything that has to go on with the with the company.

00;01;55;14 - 00;02;17;28
Unknown
To do that, you're going to you're going to have to identify leaders. But, you know, leaders just don't fall from the sky. Often leaders are people that you need to cultivate and you need to help them grow into that role. It's very rare, unless you're at a Fortune 500 company where you're having headhunters, find you people with, you know, tons of experience.

00;02;17;28 - 00;02;41;20
Unknown
And the exact thing that you need. Often what we have found in many small to medium size organizations, even larger organizations. Somebody grows into the role, even though that wasn't maybe that what they were even hired for originally, but because they've shown aptitude, motivation, wanting to learn, wanting to grow, they were given this opportunity. So what happens when you find someone like that?

00;02;41;22 - 00;03;04;06
Unknown
What happens when you find someone who really wants to get to the next level? Doesn't have the experience necessarily, but wants to become a leader, wants to be a force in your organization. How do you take a person who just walked in the door and signed up for a 9 to 5 job to become a massive force in your organization in a span of a few years?

00;03;04;06 - 00;03;13;24
Unknown
Well, it's going to involve what I call micro mentoring, which means you just don't train them for the job and meet with them once a month and expect them to become this,

00;03;13;24 - 00;03;26;08
Unknown
amazing force that turns the company inside out. It’s going to need for you to invest a lot and I mean a lot of your time, much more than you think to cultivate that for the right person.

00;03;26;10 - 00;03;51;04
Unknown
So obviously, you don't want to be spending thousands of hours with someone who, for whatever reason, doesn't want to or doesn't seem likely to be the one that's going to grow into that leadership role. But once you identify that person and you think it's a fit and that that person really is on a journey to grow and make your company grow and make themselves grow and literally have no limits.

00;03;51;11 - 00;04;27;07
Unknown
Once you find this no limit person, then that's your cue to invest time and energy in them much more than you probably can comprehend. Because we're not talking about just a phone call here or there. We're talking about initially, maybe hours a week, one on one. And what I think that involves is not simply them doing their work, but you spending quality time with them in going over things that may be not directly related to their job description and just training them for their job is not going to be enough.

00;04;27;10 - 00;04;35;26
Unknown
What you need, like I said, is for them to see you and have experiences other than their traditional job functions alone.

00;04;35;26 - 00;04;52;16
Unknown
A lot of it has to do with observing you. For example, you know, if you want to cultivate a great leader, have them observe you in meetings, have them observe you in taking phone calls and handling crisis, in handling difficult issues, handling negotiations.

00;04;52;16 - 00;05;14;29
Unknown
You don't want to be in a board meeting and do some negotiations and then come and tell that leader what was the result of that negotiation. You want them to be in the midst of it so they can hear how you handle things. You also want them to see you mentoring other people, right? So you're not just, you know, mentoring them, but you're showing them that eventually this is a skill they're going to need.

00;05;15;05 - 00;05;41;01
Unknown
They're going to have to mentor other people, right? Because at the end of the day, if this goes right, you know, and you spend thousands of hours mentoring this one person, hopefully they can pass that on by mentoring other leaders in the organization. So so by you having them sit in, even on those experiences, it's going to be part of the of their mentoring and also even the idle chatter.

00;05;41;03 - 00;05;50;05
Unknown
You know, you may be between meetings and, you know, somebody comes up to you that's not even in your business and wants to have a conversation.

00;05;50;05 - 00;06;00;27
Unknown
Their ability to see how you handle idle chatter may have an impact on them. Remember, because when you're in a position of mentoring someone,

00;06;00;27 - 00;06;04;09
Unknown
Everything you do is up for observation, right? Everything.

00;06;04;13 - 00;06;17;08
Unknown
How you handle yourself at a restaurant, how you handle yourself, you know, getting in and out of an Uber. Everything is theoretically being observed. If you're in that sort of role where you're mentoring that person right?

00;06;17;08 - 00;06;53;24
Unknown
Hi, my name is Ashlee Arnold, and our team of inspirational leaders have created a comprehensive phone training course to help others grow their businesses. We know how frustrating it is to spend all that time, money and effort to generate inbound calls for your business, only to end up with little to no revenue here at High Call Converting headquarters, we have taken countless courses, read every book on phone sales and tried and tested all of our learnings on several startups we've had over the years to find out what works and what doesn't.

00;06;53;26 - 00;07;13;01
Unknown
Today we have a bullet proof system that helps us close up to 80% of those inbound calls. Our High Converting Call Class will teach you how to demonstrate your authority quickly without being pushy. Imagine empowering the caller to come to the realization on their own that you are the best person in the industry to meet their wants and needs

00;07;13;01 - 00;07;35;01
Unknown
in just a few minutes. We believe that many businesses out there can benefit from this, and we promise to help you achieve your revenue goals by converting more of your incoming calls into actual sales. For more information, please visit our website at HighConvertingCallClass.com or sign up on our website for more information. Stop waiting for the sales to come to you.

00;07;35;04 - 00;07;37;11
Unknown
Put your revenue into your hands.

00;07;37;11 - 00;07;48;16
Unknown
There are also other things that, you know, skill sets that you couldn't put in a training manual, or you could just do it as part of their initial orientation, for example.

00;07;48;18 - 00;07;50;08
Unknown
You know, there is a skill that I think

00;07;50;08 - 00;08;04;22
Unknown
a lot of us who've been doing this for a long time is, for example, the art of saying no without actually saying no. There are many situations where you want to say no, but you know no is not going to be the right thing to say.

00;08;04;27 - 00;08;24;17
Unknown
But there is a way to say no without actually saying the word no. And having someone observe you doing that can help them understand how to navigate situations like that. Also, how you know how to build culture in an organization. If this person can see how much time you invest and how you go about building culture in their organization,

00;08;24;17 - 00;08;34;28
Unknown
if they see a side of you where you show empathy and you are empathetic and you show that you care about others, that it's just not a business for you, that you actually care.

00;08;35;00 - 00;08;50;19
Unknown
All of that communicates things that they will incorporate in their style and mannerism. But you know, other things like how to be firm, you know, when to be firm, not to always just, you know, be bullied over. But the flip side is how to back down.

00;08;50;19 - 00;08;59;11
Unknown
Teaching someone how to back down and how to be firm is literally a skill set if it's going to be done properly.

00;08;59;13 - 00;09;21;02
Unknown
Another skill set, how to compromise, right? What what is the best way to go about compromising where you give some of the stuff that maybe it's not that important, but you get stuff that's important to you and how to analyze the compromise. You know, having someone to watch you do it can be so educational and help them in the future.

00;09;21;04 - 00;09;43;26
Unknown
You know how to listen to others. A lot of people are really good at talking at meetings, but they're not incorporating new data often because they've already set their mind. You have to show the person you're mentoring that you can walk into a meeting and you've totally have come up with the direction you want to go, but you hear something in the meeting which then makes you pause, right?

00;09;44;00 - 00;10;09;03
Unknown
This ability to pause and second guess your decision based on new data. Believe it or not, that's a skill because a lot of people make up their mind and when new data comes in that conflicts with what their decision is, it just just goes over. So mentoring someone and saying, listen, you, you may you may have made the right decision and most time you will.

00;10;09;10 - 00;10;27;22
Unknown
But if you get new data that makes you pause, pause, pause, second guess, reevaluate. But again, a lot of that comes from mentoring. You couldn't put that in a manual, right? And even things like organizational stuff like how to hire and fire to build culture, a lot of that has to do with

00;10;27;22 - 00;10;32;02
Unknown
really understanding the process of building a culture.

00;10;32;08 - 00;10;42;27
Unknown
You may have someone in your organization who's actually, you know, doing really well and and bringing in a lot of clients or business. But from a cultural point of view is not a good fit.

00;10;42;27 - 00;10;50;10
Unknown
Understanding that it's not all about the bottom line, it's about the long term growth. And the long term strategy are things that have to be mentored.

00;10;50;10 - 00;11;12;01
Unknown
I don't think you can put that in a manual where you, you know, you just hand out on day one or or or on orientation. That some of these things that we're talking about today are very abstract and they can't really be taught in a PowerPoint during an orientation. You know, welcome to our company. And these are the qualities that we want you to work on.

00;11;12;01 - 00;11;38;21
Unknown
Lastly, some of the more genuine, soft and genuine skills is things like being genuine, trustworthy, thinking of others. If the person you're mentoring can see some of that in how you conduct yourself, they will understand that those are important things that any leader, of course we all know that is, and they will start to incorporate that. And even if they feel that way, it will come out in a way that's apparent.

00;11;38;24 - 00;11;44;11
Unknown
So again, these are things that mentoring someone can help them understand. Now,

00;11;44;11 - 00;12;03;17
Unknown
let me just end with so what's the point of all this? What the point of all this is if you do this correctly and you invest all of this time and you cultivate a future leader, that you won't have to manage, you won't have to mentor because they already know what's important.

00;12;03;17 - 00;12;25;08
Unknown
They already know how to navigate these situations. In essence, they become an extension of your philosophy, of your approach, where you don't actually have to sit in on all their meetings for the next ten years and whisper in their ear, Here's how I would handle this, because once you've mentored them for long enough, then you can set them free and let them grow and flourish.

00;12;25;10 - 00;12;47;23
Unknown
And believe it or not, if you do it right, a lot of times they'll come back and mentor you as they grow and become even more proficient than you could even imagine. So if this works properly and if you have enough leaders like that, that's going to allow you to take a back seat and focus on the big picture of the company alongside your other leaders.

00;12;47;25 - 00;12;56;05
Unknown
Okay, So that's today's episode. If you like this episode, please comment like and subscribe and we'll see you on the next episode of Baktari MD.