Case Study: The Mentoré Method

Kathy Oleski thinks of Mentoré’s Alan Patterson as a “career coach.” Oleski is CFO of Applied Process, a company based in Livonia, Michigan that uses controlled atmosphere-to-salt technology for austempering steels.

Oleski first met Patterson in 2005 during an industry conference.

“He perfectly described the challenges I was facing,” she said.

Oleski had been promoted from Controller to CFO and wasn’t sure what was expected of her as the company began expanding. She admired Patterson’s straightforwardness and direct approach.

“Thanks to Alan, I came away with clear action steps that were empowering,” she said.

Oleski’s team streamlined duties and took ownership of projects and implemented an improved performance review process that made a positive impact on the entire department.

“Mentorés approach actually took the dread out of the review process,” she said.

Mentoré helped Oleski improve the way she communicated ideas and strategies to the CEO and COO, learn how to become a better listener to co-workers and direct reports, and in turn, create a more efficient and successful environment.

“I don’t think I would have made this transition without Mentoré,” she said.

Teknor Apex

In the summers of 2008 and 2009, Jim Morrison hired Mentoré to help his employees gain a better understanding of the skills and competencies required to move up the ladder. As CFO of Teknor Apex, a diversified material science company based in Pawtucket, Rhode Island, Morrison had heard positive things about Mentore and knew the workshops had received some of the highest ratings in the industry. Morrison said he was impressed to learn about Mentoré’s unique way of tailoring training to fit an organization.

Mentore’s workshop was more than well received.

“Alan Patterson has a way of conducting training that is not at all like a canned presentation, incorporating the audience, making the class more enjoyable and relevant.” Morrison said.

“His thought processes and charts allow one to visualize their careers in terms they can understand,” he said. “The development of competencies from credibility to strategy makes sense, and I have used these strategies to develop successful programs for high potential employees.”

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