How to make a disciplined, effective and superior worker an example for all workers?

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Of course there are may ways, one of which to announce for "Monthly best staff member of the team", in a fair choice between all staff members team, and considering this choice by giving him additional incentive monthly bonus or upon preparing the periodical staff performance.

Curiousity often kills the cat and it is this trait that makes success inevitable.  It takes little to make an individual an examle for all workers mainly by seeing his desires and aims with goals to succeed in his career.  He will be the hub of getting time frames right because you have showed him it.  By his honesty and will power he learns to be the best....During the course of his day and yours the conversations spent brings valuable efforts gained.  Others look upon him as an example because of his skill and sharing them for others to learn....Mentoring, Mentoring Pairing, the seven keys qualities of becoming am effective mentor...all these play a role in gaining access to becoming the key person and ideal person on the team.

The desire to succeed can be overwhelming. It keeps people awake at night; it drives them to arrive at the office early and stay late on Fridays. However, there is one common, major problem that derails many entrepreneurs and professionals with high aspirations: dealing with new, major obstacles. Despite the most earnest effort and best intentions, most people need help when faced with such challenges.

You probably found someone to act as your mentor: your boss at your first job, a professor during college, or a family friend. This person provided advice and helped navigate the trials and tribulations of starting a career.

And now, it's your turn.  To be a disciplined, efficient and superior worker  and an example to all workers.....

But where do you start?

Mentoring often begins in an educational environment, with a fellow student who is further along in the same program (a "peer advocate"), or between an instructor and a student. Mentorships can also be community-based, part of a church group or other organization designed to offer professional advice and guidance to those who've expressed an interest. Equally effective may be a managerial-subordinate pairing in either the same or different departments. But, depending on the goals of the mentoring relationship, the mentor and mentee don't have to be in the same industry.

Mentor pairings can be sought out through an established program or independently, and one-on-one meetings should take place on a consistent basis.

A mentor-mentee pairing requires work, commitment, and follow-through on both sides if it's going to succeed. So, what aptitudes should you demonstrate to make sure that the mentoring you offer is effective and has lasting value?

Consider these seven key qualities that can help you become an effective mentor.

1. Ability and willingness to communicate what you know

It goes without saying that as a mentor, you're regarded as an expert in your field or area of responsibility. But it's one thing to know what you're doing; it's entirely another to be able to clearly explain what you know--and to be willing to take the time to do it. Forget the jargon, the acronyms, and the buzzwords. Being clear when you communicate the lessons you've learned, or the strategies or guidance you're offering, is essential, as is your level of desire to communicate the intricate details in a way that makes sense and that your mentee can understand and learn from.

2. Preparedness

Being a mentor means making an important, serious commitment to someone, so give your mentee--and the process--the respect he or she deserves. Show your faith in your mentee's abilities and in the process by preparing for each mentoring session. This isn't a stream-of-consciousness deal or a "go-ahead-and-pick-my-brain" process. Yes, it's important for your mentee to actively participate and even take the lead in these sessions. But you should ask your mentee what topics or subjects he or she wants to talk about beforehand, and once you know, you should outline the key points you want to focus on ahead of time, and have a plan ready for imparting your details in an effective and expedient way.

3. Approachability, availability, and the ability to listen

Your mentee must feel comfortable approaching you for advice or consultation; however, he or she must keep your availability and your schedule in mind. So, it's good policy to establish a set day and time for regular sessions or meetings. In this hurry-up-and-make-it-happen world, it's important to be prepared and make the most of the time you've got with your mentee. You owe that to him or her, to the process, and to yourself. And once these time parameters are established, you must keep your commitments wholeheartedly and be ready to listen well and with an open mind, along with providing counsel and advice.

4. Honesty with diplomacy

Any questions that aren't addressed can lead to concerns and problems, so you owe it to your mentee to be candid and straightforward with him or her. Dispense with formalities and really help facilitate an open, even lively dialogue--a give-and-take--and don't beat around the bush in offering your constructive feedback, good and bad. Say what you think your mentee needs to hear from you, not what you think he or she might want to hear. Be willing to debate and discuss in a tactful way. Provide useful, honest guidance while ensuring that your mentee takes the reins and makes his or her own decisions as to next steps or the best course of action.

5. Inquisitiveness

Being a mentor also means you should continue learning about what's going on in your industry or business, your school, your community, or the world at large. Remember: What worked a decade ago may not be optimal today, and what works today may not work as well one, two, five, or more years from now. So, continual learning is essential if you plan to continue to be an effective mentor. Always keep an alert eye on trends, topics, and developments that may impact you or your role, both now and in the future. And if your mentee asks you something you don't know the answer to, do yourself and your mentee a favor and follow up to find the answer.

6. Objectivity and fairness

Remember that a mentoring relationship differs from a friendship. Yes, you like your mentee and care about seeing him or her succeed, but that doesn't mean you have to socialize with your mentee or follow or friend him or her on social websites like Twitter and Facebook. LinkedIn, specifically designed for business networking, may be a more appropriate connection to establish with your mentee. Also, ensure that there's no hidden agenda or ulterior motives involved in this relationship. Outside of the mentor-mentee relationship, you don't owe your mentee any favors, and he or she doesn't owe you anything except his or her thanks. Equally, others who know you and your mentee don't owe either of you anything. You can be an advocate for your mentee while still retaining your objectivity and fairness and not unfairly influencing any process either of you may be involved in.

7. Compassion and genuineness

Just because you must maintain your objectivity and fairness doesn't mean you can't show your compassion. In fact, your mentoring relationship probably won't work if you don't show your interest and desire to provide one-on-one help and guidance. You must also be selfless about sharing what you know. Keeping your goal in mind--to remain worthy of someone's trust, model positive behaviour and successful performance, and offer guidance and advice toward reaching a specific goal--should be the compass that guides all your actions as a mentor.

If you want to become a mentor and you belong to any groups or organizations, inquire as to whether they have a mentoring program. You may even learn a thing or two from the experience.

What does it take to become an effective mentor? Here's a brief look at seven key tasks for the mentor to perform:

--Develop and manage the mentoring relationship. Initially, this involves assessing your own readiness and interest, selecting someone to mentor and getting to know each other. Over time, it means working to build trust, set goals and keep the mentoring relationship on track.

--Sponsor. Opening doors and advocating for your mentee can allow her to develop new skills and gain meaningful visibility. You can create and seek new opportunities for her and connect her with people in your network.

--Survey the environment. Mentors keep a watchful eye on the horizon, looking for both threatening organizational forces and positive opportunities. You want to be on the lookout for include rumours, people taking an adversarial position relative to the mentee, shortcuts through the system, low-visibility or no-win assignments and high-visibility or win-win assignments.

--Guide and counsel. You may serve as a confidant, sounding-board and personal advisor to your mentee, especially as the relationship grows deeper over time. You may help your mentee understand conflict or explore ways to deal with problems, for example. You also can warn your mentee about behaviour that is a poor fit with organizational culture.

--Teach. Many mentors enjoy the teaching aspects of mentoring, which mean not only imparting their knowledge but also sharing their experiences and recommending assignments.

--Model. Just while observing you mentees pick up many things: ethics, values and standards; style, beliefs and attitudes; methods and procedures. They are likely to follow your lead, adapt your approach to their own style, and build confidence through their affiliation with you. As a mentor, you need to be keenly aware of your own behavior.

--Motivate and inspire. Mentors support, validate and encourage their mentees. When you help your mentees link their own goals, values and emotions to the larger organizational agenda, they become more engaged in their work and in their own development.

You will not do all seven of these things all the time. Each mentoring situation is different, and you'll need to shift your role depending on the person and their goals. For example, if you're mentoring an up-and-coming project manager who will be moving on to another assignment soon, your focus may stay on her near-term challenges and preparation for the next step. Another mentee may be need help navigating the organization and building his career, so sponsoring and protecting may be your focus.

Always remember that mentoring is a shared job. You aren't solely responsible for creating a successful mentoring relationship. The person being mentored needs to be flexible, honest, open and receptive to feedback and insight. He or she needs to be willing and able to take action in pursuit of goals, to invest in learning and to take steps toward needed change. The mentee also needs to be willing to give you feedback and talk about what is or isn't working well in the relationship.

As you work together, you'll make course corrections, the relationship will deepen, and you'll discover that being a mentor is no longer an unnecessary, expendable task. Instead it will be a rewarding one for you that has a profound impact on others.

E. Wayne Hart is a senior faculty member at the Center for Creative Leadership and author of the CCL guidebook Seven Keys to Successful Mentoring.

A mentor, as defined by Merriam-Webster, is someone who teaches or gives help and advice to a less experienced and, often, younger person. This is what we all envision when mentoring someone -- youth and inexperience. However, that's not always the case.

Related: 'Mentoring' and 'Leadership Coaching' Are Not the Same. Do You Know the Difference?

While it's more common to mentor a young intern or co-worker, the truth is, mentorship is for anyone, of any age, who seeks knowledge and wants to get ahead in business or in life.

May is Young Achievers of Tomorrow Month, and it's up to us to help foster the next generation of entrepreneurs. According to the National Mentoring Partnership, 90 percent of young adults in one survey who received mentorship became mentors themselves. Even more impressive: 130 percent were more likely to hold leadership positions themselves.

Throughout my career, I've had several mentors, but the most impactful one was Mike O'Connor, the owner of a print shop I ended up purchasing. He taught me the proper way to run a business, including what benchmarks to use to determine how much I needed to sell, how to set up metrics and KPIs and how to properly understand the targets I needed to hit. To this day, I still use those lessons on a regular basis, just on a larger scale.

As professionals, we've all encountered situations that seem overwhelming at first. Situations which, especially for someone starting out, made us afraid to make a move. When I myself first started out, I often heard my superiors say, "Because we've always done it that way" when asked why we were doing something a certain way.

At the time, I really wanted to say something, but I thought no one wanted to hear from the new kid, so I stayed quiet. Looking back, I made a mistake for not speaking out.

As someone who has been mentored and still looks to mentor others, I can list the top three traits I believe someone should look out for in a mentor:

Good mentors are always willing to share what they know -- with anyone who asks. They do so for the good of the business, the company and because they want you, the person seeking the mentoring, to succeed. Mentors never do it for personal glory. In fact, mentoring is their way of "paying it forward," so they are often generous in offering their help.

A study compiled for the Young Entrepreneurs' Alliance Summit showed that 88 percent of young entrepreneurs surveyed who had a mentor survived in their business, compared to a 50 percent failure rate for those without a mentor.

Related: What I Learned From Mentoring Startups in the World's Best Accelerators

What's important here that mentees be mindful of their mentors' time, even if the latter don't mind sharing their knowledge. Good mentoring takes time and commitment, but both parties must set realistic expectations that are agreed upon ahead of time. Not that mentoring always eats up significant time: Sometimes, important information can be exchanged in just a quick 15-minute call or meeting, depending on the mentor's schedule.

I always make room in my own schedule, telling my team that "My door is always open." A little bit of wrangling with my schedule may be required, but if mentees have a specific situation they have questions about how to handle, I make the time and use my experience to help them make the best decision possible moving forward.

If you're looking for someone to give you a gold star just because you're trying, you have the wrong idea about what mentoring is. A mentor should always be truthful with the advice dispensed, even if it stings a little. A straight-shooting mentor will be more beneficial in the long run than someone who is constantly praising you.

Specific rather than generic feedback is also more beneficial. For example, if you're mentoring a young employee about a quarterly report and the report isn't as organized as it should be, say so. Tell this person, "The report lacks organization in columns four through 10." By being specific and clear with questions posed, you communicate where and how improvement can take place.

good mentor is further willing to provide concrete and constructive feedback; otherwise, he or she will be doing you a disservice. Things will only get harder as your career advances, so use that feedback as a building block.

If you ask for my advice, take it for what it is -- advice based on years of experience. If it's not what you wanted to hear, or doesn't fit your agenda, why did you even seek me out?

For the mentorship to succeed, there must be a certain level of discretion and trust. If a mentor is someone from your own company, he or she must be able to keep confidences; otherwise, major rifts may occur between employees; managers may be rubbed the wrong way. Mentees need to feel that they can talk to their mentor about any challenge they're facing, without fears of repercussion.

If this could be an issue, my advice is to look for a mentor outside of your company or even outside of your industry. In fact, a 3Plus survey of prospective mentees indicated a preference for external mentors.

Knowledge and experience aren't partial to a specific industry, so don't limit yourself. Look for someone who will push you out of your comfort zone and someone who will ask really tough questions. Successful leaders help create tension by constantly pushing the envelope. That is how you grow.

Given the fast pace of business, it's natural for anyone to feel a bit of skepticism about taking the time to mentor someone. However, I see it as an investment worth making. If I mentor someone who's eager to get things done and get his or her hands dirty, that's the kind of person I want around me - even if that person ends up being my competitor later on.

These are people I refer to as "clock-changers." In my days as a Kodak CMO, I changed the time on the clock of the conference room -- on purpose. I wanted to see if anyone would notice. Many people noticed, but no one did anything to change the clocks. Weeks later, one woman, in her skirt and high heels, climbed up onto a chair and changed it back to the right time. That was someone not afraid to get her hands dirty. That is the kind of person I want around me.

In sum, the benefits of mentoring, for many businesses, are significant. For starters, mentoring helps build pools of skilled workers, encourages other employees to get involved and helps you add the skill of developing talent to your repertoire. Good talent, after all, equals more revenue. That young person standing before you can also give back, helping you for instance to become more proficient on social media (and apps), which in turn can simplify your workload -- the possibilities are endless.

Related: 3 Essentials for Spontaneously Mentoring Your Star Employees

On the other side of the aisle, if you're someone who's decided you want a mentor, remember that while titles are impressive and look good on a resume, mentorship should be based on wisdom, not titles. Titles come and go, but there's no substitute for experience.

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I support my colleagues answers

Develop a monthly checklist that shows Bhansi ideal and ideally each ideal every month and inscribes the worker or employee who reflects all the meanings of ideals

Identify the discplined, effective & superior worker in your team.

Coach & Mentor him/her to be a good leader.

Assign your Class B & Class C Category (Average & bottom performers) to this person and guide him/her to drive the team. Monitor closely on your chosen individual and ensure he/she is working with entire qualities for which he is skilled of. 

Timely, this individual, needs to share sharing his expertise and skills to assist your bottom performers. Note that, this should all be under your supervision.

Spend time with your chosen individual and keep tracking of his/her performance and ensure he is delvering to the expectation.

Change his team in every 3 months, so that the rest of your team members, gets a chance to work & learn from his skills.

If this individual helps you, to increase your overall productivity & efficiency, you can definitely invest on him for more responsibilities and then focus that time for your & business developments.

Hello, certificates, appreciation and respect in addition to granting him the right to training, supervision, education and representation