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INVESTING IN LEADERSHIP DEVELOPMENT TRAINING need before they move into a new position. To maximize
Research shows that employees are willing to invest in efficiency, such training can often be undertaken in groups,
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organizations that are willing to invest in them. Providing but as employees move up the ranks, more personalized
leadership development opportunities for up-and-coming skills-based training may be necessary to address individual
employees at all levels is one powerful way to demonstrate that needs and the requirements of senior-level positions.
their contributions are valued. Given the many differences
in ski area size, ownership, culture, and strategy, there is Mentoring
no “one size fits all” approach to creating and implementing Another leadership development tool that can be highly
a successful leadership development program. However, a effective is mentoring. Pairing up-and-coming employees
combination of skills-based training, mentoring, continuing with experienced role models provides the employee with
education, and experience-based learning has been identified insight into the road ahead and advice on how to best move
as a key to successful leadership development, with each of forward. Although there is no one “right way” to provide
these training strategies suited to developing particular skills mentoring, research has identified best practices that include:
and competencies. careful consideration of the mentor-mentee relationship;
the development of clear goals and expectations to guide the
Skills-based training mentoring process; and extending the focus of mentoring
There is often the tendency to promote those who demon- beyond specific roles and responsibilities to include life lessons
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strate excellence within a particular role without assessing and leadership development. Additionally, one of the most
their future potential. Future potential, demonstrated valuable aspects of mentorship is the access it provides to a
by an employee’s attitude, mindset, their flexibility and mentor’s professional network. The ski industry is small and
problem-solving capabilities, is often just as important as the building connections is important for future leaders as they
mastery of technical skills, particularly as employees move up work to advance their careers.
the managerial chain. While ski areas are well-versed in provid- The Professional Mentoring Program offered by Camber
ing training for technical skills (e.g. boot fitting or operating Outdoors, a non-profit organization that seeks to advance
a snowcat), when it comes to teaching soft skills (e.g. how to career, leadership, and entrepreneurial opportunities within
communicate with others) and functional skills (e.g. budgeting the outdoor industry, is one example that adopts many
and forecasting), commonly a “trial by fire” approach is of these best practices. The aim of Camber’s Professional
adopted. This is where employees are expected to learn these
skills on the job without prior training and preparation. SHARE THE KNOWLEDGE that empowers your
While some argue that this approach is effective in that it
clearly separates those who can manage the uncertainty and employees to move forward in their ski industry careers.
Here are some tips for creating a successful mentoring
flexibility required as a ski area manager from those who can- program for your business:
not, others disagree.
“The ‘trial by fire approach’ wastes a lot of time and effort,” • Mentor/mentee pairing should be carefully considered.
explains Ted Davis, Director of Mountain Operations at What skills—technical, soft, or functional—does each person
Windham Mountain Resort. “Back in the 1980s, we didn’t have that the other can improve on? Does the mentor have
know any better. For example, we needed a Risk Manager the time to dedicate to the program?
and so as Patrol Director, I was the only one that had any • Mentoring should be focused and have direction. Be sure
experience in this area. I took the position and was told to that both mentor and mentee have set goals for what they
‘figure it out,’ which resulted in a lot of trial and error,” he said. wish to achieve during this process.
“Today, we have the knowledge and resources available • Mentoring should extend to leadership and life lessons.
in the industry to be able to properly train our employees Preparing up-and-coming employees goes beyond the tech-
in supervisory and managerial skills,” Davis said. “While we nical and functional skillset. Address the confluence of the
have many excellent employees with great technical expertise, personal and the professional in our everyday experiences.
they don’t know how to manage others or the budget process.
Yet we tend to promote these employees and they fail because • Recognize that mentors’ professional relationships and
of inexperience and lack of training in those areas.” networks are invaluable. Encourage your mentee to net-
An alternative, more seamless approach to “trial by work with others in the industry, and encourage your peers
fire” is to create a succession plan that clearly identifies to participate in mentoring programs.
high-performing employees and the necessary training they

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