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Don Tyers CUSA, HSE, is an extrememly successful Electrical Utilities Professional with more than 34 years of consistant valued added service in the diciplines of electrical systems, process, operations, engineering, change management and safety. (About Don)

- AEUSP.com  and AEUSP.us are divisions of, and, operated by Supplylevel Inc.

Executive teams need to focus on two distinctive areas of responsibility:

• Firstly, managing the day to day operations of the organization, often referred to as "business as usual" ; be it utilities, manufacturing, distribution or providing a service to existing customers

• Secondly, the Board needs to work strategically, determining what the organization must look like in the future and how it must operate in order to survive and thrive. The successful initiation, execution and completion of change programs and projects are central to achieving the "target operating model"  

 Mentoring is the specialty that an external professional adds significant value to client outcomes.  It is often assumed that managers and staff have basic and adequate mentoring skills and experience to train, monitor and guide employees.   And, with that experience, will be capable of training the new employee on the specific tasks assigned on top of what is required of them to achieve existing goals to keep business as usual.  In fact, this working assumption by many mangers and executives results in a significant amount of wasted resources and extensive disruption to core operations.  Human Resoruce detaptments often try to match the new positioned employee as acuratly as possible to the open task ... a difficult process that never works out quite the way we would like.  After all, there is no such thing as a perfect match!  

Employee, Safety, Project and Program Management requires a "mentor" ... one with the knowledge, training and experience to lead, train and mentor the worker.

This gap between expectations of perfoprmance and reality creates the market gap for Mentoring Management consulting services by SupplyLevel Inc.

Formal mentorship has the following characteristics:

• a deliberate, conscious, voluntary relationship that may or may not have a specific time limit;
• that is sanctioned or supported by the corporation, organization, or association (by time, acknowledgement of supervisors or administrators, and, is in alignment with the mission or vision of the organization);
• that occurs between an experienced, employed, or retired person (the mentor) and one or more other persons (the partners);
• and typically takes place between members of an organization, corporation, or association, or between members of such entities and individuals external to or temporarily associated with such entities;
• who may be in a direct, heirarchical or supervisory chain-of-command;
• where the outcome of the relationship is expected to benefit all parties in the relationship (albeit at different times) for personal growth, career development, effectiveness enhancement and and a measured increase in goal achievement including other areas mutually designated by the mentor and partner;
• with benefit to the community or company within which the mentoring takes place;
• and such activities taking place on a one-to-one, small group, or by electronic or telecommunication means; and
• typically focused on interpersonal support, guidance, mutual exchange, sharing of wisdom, coaching, and role modelling.