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Mentoring: Becoming One to Find One or, Finding One to Become One. Gregory L. Kearns, Pharm.D., Ph.D. Chairman, Department of Medical Research Associate Chairman, Department of Pediatrics Chief, Division of Pediatric Pharmacology and Medical Toxicology.

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mentoring becoming one to find one or finding one to become one
Mentoring: Becoming One to Find One or, Finding One to Become One

Gregory L. Kearns, Pharm.D., Ph.D.

Chairman, Department of Medical Research

Associate Chairman, Department of Pediatrics

Chief, Division of Pediatric Pharmacology and Medical Toxicology

dr samuel lux on receiving the ash mentor award
Dr. Samuel Lux on Receiving the ASH Mentor Award……

What does this award mean to you?

This award means more to me than any other I’ve received.

(It) reflects not only my success, but the success of the

many men and women I’ve had the chance to work with over

my career……

That’s the unique joy of mentoring. You gain pleasure from

the success of others…..

You can recognize the successful mentor because

they can’t help bragging about their proteges.

dr samuel lux on receiving the ash mentor award1
Dr. Samuel Lux on Receiving the ASH Mentor Award……

How important is mentoring for trainees?

I think it is vital. I suppose it’s possible to forge a successful

career on your own but it is surely harder, and I would bet

less fun.

Most of us owe a large measure of our success to the efforts

of others. Certainly, I do.

My success is due in large measure to (my mentor’s)

unflagging attention to my career.

what the mentee initially expects
What the mentee initially expects….
  • To be told…
    • Where to be
    • When to be where
    • What to do
    • How to do it
    • How to act
    • How to talk
    • What to think
    • How to succeed
what the inexperienced mentor first expects from his her mentee
What the (inexperienced) mentor first expects from his/her mentee……
  • Superior intellect
  • Well developed sense of self
  • Maturity (personal and professional)
  • Excellent communication skills
  • Self-determination
  • Self-direction
  • Synthetic reasoning
  • Pre-identified career goals
the mentor should be able to
The mentor should be able to….
  • Manage learning experiences in the workplace for the mentee
  • Manage the development of the relationship with the mentee
  • Recognize and assist with appropriate learning strategies for the individual workplace and mentee
  • Facilitate learning
  • Invest time and effort in the mentee and program
  • Maintain regular contact with the mentee
mentors should also know
Mentors should also know..
  • Different learning processes that a learner may use
  • How workplace environments affect learning
  • How mentoring can affect workplace learning
  • Guided learning strategies and techniques
  • Good communication skills
  • Good counseling skills
  • Outcomes expected of the mentee in a learning program
  • Subject matter expertise
  • The value of sensitivity
a great mentor is
A great mentor is…..
  • Advocate
  • Coach
  • Teacher
  • Guide
  • Role Model
  • Valued friend
  • Door opener
  • Benevolent authority
  • Available Resource
  • Cheerful critic
  • Career enthusiast
characteristics of a good prot g
Characteristics of a Good Protégé….
  • Be self-motivated
  • Be pliable in your thinking
  • Exhibit a desire to learn and develop
  • Be a team player and recognize that there is not an “I” in TEAM
  • Be dedicated to developing communication skills
  • Let your actions model the success you aspire to
roles and responsibilities of the prot g
Roles and Responsibilities of the Protégé…
  • Identifying and assessing priorities and mentoring expectations
  • Doing a self-assessment of skills they have and the ones they desire
  • Clarifying and defining goals that are realistic and challenging
  • Developing a mutually approved agreement on expectations
  • Being open and receptive to guidance and coaching
  • Being honest with the mentor
  • Keeping the mentor informed of changes in needs/expectations
  • Accepting the reality that needs and expectations change with growth
  • Accept accountability and responsibility for actions
mentor selection multiple choices
Mentor Selection – Multiple Choices….
  • Accomplishment vs. Acclaim
  • Expertise vs. Experience
  • Personality vs. Persona
  • Respected vs. Respectable
  • Evidence of –
    • A learned teacher
    • An active learner
    • A doer
    • An excellent communicator
    • Effective leadership
    • Scholarly productivity
    • Uncompromised integrity

IT’S A DIFFICULT BUT CRITICAL

CHOICE

dr samuel lux on receiving the ash mentor award2
Dr. Samuel Lux on Receiving the ASH Mentor Award……

What advice would you give others about mentoring?

First, be a friend and an interested colleague of your

mentees – someone they can come to whenever they

do something interesting.

Second, focus on their strengths – emphasize those in

career choices. Make them shoot high and do high quality

work, but be a cheerful and constructive critic.

Third, be their advocate in getting important trips, talks,

session chairmanships, and the other little plums of

academic life.

dr samuel lux on receiving the ash mentor award3
Dr. Samuel Lux on Receiving the ASH Mentor Award……

What advice would you give others about mentoring?

Fourth, protect their time but make sure they take on

responsibilities that are necessary for the careers they

Desire.

Fifth, don’t try to make them a clone of yourself. This is,

I think, one of the biggest mistakes.

Sixth, stick with them. Being a mentor is a lifetime

responsibility, even after they move on to other

institutions.

mentoring requires
Mentoring requires..
  • Mutual trust, developed as a result of mutual respect
  • Commitment to growth and discovery through support and challenge
  • Openness to give and receive help and feedback
  • Commitment to action and results, the ability to make it happen
what s in it for the mentor
What’s in it for the mentor?
  • Enhanced self esteem
  • Enhanced status in the organization
  • Career advancement
  • Job enrichment
  • Motivation
  • Recognition as a developer of people
  • Re-kindled interest and motivation in work
  • Close relationship with the mentee
  • Own developmental needs met
  • Extra resource (the mentee)
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