MENTORING

1. FUNDAMENTALS OF MENTORINGDan Kirkpatrick, MSN, RNCollege of Nursing and HealthWright State University

2. MENTORING OBJECTIVES - Define Mentoring - Describe The Evolution Of Mentoring - Identify A Model And Phases Of Mentoring Relationships - List Areas Of Potential Concern In Mentoring Relationships - Describe Strategies/Tools For Developing/Maintaining Mentoring Relationships

3. DEFINITION:Mentoring occurs when a senior person (the mentor), in terms of experience, undertakes to provide information, advice, and emotional support for a junior person (the protégé) in a relationship lasting over an extended period of time and marked by substantial emotional commitment by both parties. If the opportunity presents itself, the mentor also uses both formal and informal means of influence to further the career of the protégé.

4. EVOLUTION OF MENTORING Mentoring was initially viewed as simply the “The sharing or transferring of information” Mentoring is now seen as “the facilitation or development of a learning relationship”, not “what to think” but “how to think”

5. MENTORING AND LEADERSHIP Business World – active mentoring programs Healthcare Leaders – historically poor at mentoring

6. MENTORING AND LEADERSHIP Question: Why Don’t We in Healthcare Mentor Our Staff?? Answers: 1) Lack of Time 2) Lack of Education/Understanding of the Mentoring Process

7. KRAM’S MENTORING MODEL PROTEGE MENTORING PROCESS CAREER PSYCHOSOCIAL FUNCTIONS FUNCTIONS SPONSORSHIP ROLE MODELING VISIBILITY ACCEPTANCE & COACHING CONFIRMATION PROTECTION COUNSELING CHALLENGING FRIENDSHIP ASSIGNMENTS

8. PHASES OF THE MENTORING RELATIONSHIP Initiation Cultivation Separation Redefinition

9. ISSUES AND CONCERNS IN MENTORING CROSS-GENDER MENTORING CHAIN-OF-COMMAND MENTORING

10. DEVELOPING MENTORING RELATIONSHIPS FORMAL VS INFORMAL MENTORING APPROACHING A MENTOR APPROACHING A PROTEGE

11. How To Mentor • Do’s and Don’ts DO: Meet on a regular basis During work hours if possible After work hours if necessary (in public) DON’T: Meet in private with individuals after hours

12. How To Mentor • Do’s and Don’ts DO: Occasionally have an agenda/homework/specific tasks DON’T: Schedule just a Chit Chat session

13. Ways To Mentor • Start a mentoring education program • Encourage participation at formal events, i.e. company dinners. Sit with protégé, introduce them to senior staff during breaks. • Encourage protégé to take on organization-wide projects - then help them! • Provide in-depth career counseling • Start a mentoring award program

14. Hints to Mentoring • #1 Listen!!!!!!!!!!!! • #2 Get to know your mentor/protégé • #3 Role model behavior to protégés • Be visible in your organization • Be a joiner: professional organizations, community activities • #4 Consider “group” mentoring

15. How To Improve Mentoring In Our Facility • Make facilitative mentoring a part of your organizational culture • Reward outstanding mentors • Be a mentor!!!

16. Mentor/Protégé“Do’s and Don’ts” Mentor “Do’s” Be Available/Be Prepared Convey Respect & Confidence Focus on Protégé Ask Questions Track Progress Identify Strengths Give Feedback Reassess

17. Mentor/Protégé“Do’s and Don’ts” Mentor “Don’ts” Promote Your Own Agenda Use Your Protégé as “Free Labor” Take Credit for Their Work Make a “Clone of Yourself” Smother Your Protégé

18. Mentor/Protégé“Do’s and Don’ts” Protégé “Do’s” Be Punctual Follow Through Set Agendas Communicate With Your Mentor Accept Critique Convey Respect Accept Challenges Show Appreciation Reassess

19. Mentor/Protégé“Do’s and Don’ts” Protégé “Don’ts” Avoid Decisions Rely Exclusively on Your Mentor Acquiesce Over-Idealize Avoid Following-Through

20. TOOLS TO ENHANCE MENTORING • Presence of Mentoring Questionnaire • Mentoring PowerPoint Presentation • Staff Skills Worksheet • Colin Powell’s Rules and Lessons • Mentoring List • Mentoring Reference List

21. MENTORING TOMORROW’S LEADERS & CLINICIANS “Mentoring is a ongoing process, not an end result. It involves commitment, energy, and a desire to see the best of ourselves in others”