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Mentoring: The “Magic” Partnership. Presented By: Holly Jones, BS, CST Instructor Surgical Technology Our Lady of the Lake College Mentor Vs Preceptor. Preceptor Involuntary Short term Assigned new each day Assigned at random Teaches skills.

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The “Magic” Partnership

Presented By: Holly Jones, BS, CST

Instructor Surgical Technology

Our Lady of the Lake College

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Mentor Vs Preceptor

  • Preceptor

    • Involuntary

    • Short term

    • Assigned new each day

    • Assigned at random

    • Teaches skills

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Mentor Vs Preceptor

  • Mentor

    • Voluntary

    • Long term relationship

    • Assigned once

    • Paired by similar characteristics

    • Teaching goes beyond skills only

    • Role Models

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Assigning Mentors

  • Mentors must volunteer!!

  • Find similarities

    • Personality traits

    • Life experiences

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The Origin of Mentoring

  • 800 B.C.

  • Homer - Ancient Greek Storyteller

  • Trojan War

    • King requested friend named “Mentor” to look after son during war

    • This coined the term “Mentor”

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What is it?

  • Mentoring

    • Comes from Greek word meaning “enduring”

    • To Endure

      • to undergo without giving in

      • to regard with acceptance or tolerance

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What is It?

  • Mentoring

    • Definition

      • partnership between experienced and less experienced person(s) in order to share experiences and expertise to aid in personal and professional growth

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Who’s Who?

  • Mentor - “The Experienced”

    • The teacher

  • Mentee - “The Inexperienced”

    • The one being taught

  • Together form a partnership

    • Based on mutual respect

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Effects of Mentoring

  • Increase

    • Access to information

    • Self - esteem & confidence

    • Job satisfaction

    • Empowerment to cope

    • Professionalism

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Effects of Mentoring

  • Decrease

    • Stress

    • Frustration

    • Lack of initiative

    • Absenteeism

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Mentor in Disguise?

  • Have you:

    • Shared in someone’s worries, frustration, or concerns about work?

    • Discovered someone’s “hidden” talent?

    • Influenced someone’s thinking?

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Types of Mentoring

  • Natural Mentoring

    • Occurs all the time

    • Occurs by “chance”

      • advice to a friend

      • career tips

      • parenting

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Types of Mentoring

  • Situational Mentoring

    • Short lived

    • Specific purpose

      • inservice

      • “informational” interview

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Types of Mentoring

  • Supervisory Mentoring

    • Very important

    • All good supervisors mentor their subordinates

    • Drawbacks

      • may not be a “subject matter expert”

      • heavily tasked

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Types of Mentoring

  • Formal Facilitated Mentoring

    • Structured programs - organizations

    • Selected and matched through formal process

      • interviews

      • personal profiles

      • comparative interest inventories

      • get-acquainted sessions

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What Does It Take?

  • To become a mentor one must

    • Have the desire

    • Be committed

    • Make the time

    • Be Patient

    • Be experienced in the subject matter

    • Show enthusiasm

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The Mentor

  • Provides to the Mentee

    • Support

    • Guidance

    • Assistance

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A Good Mentor

  • Has good interpersonal skills

  • Open to disagreement

  • Fosters problem solving and critical thinking

  • Gives credit

  • Willing to invest time and energy

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  • Do we eat our young?

    • The OR is known for this

    • Fast-paced environment makes mentoring hard

  • Nurture our young

    • Eases workload

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Thought For the Day

A candle looses nothing by lighting another

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Advantages to Mentoring

  • Effective method to help employees with

    • Orientation

    • Career advancement

    • Problem solving

  • Assist employees in dealing with challenges associated with successful and productive work-life

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Benefits to Mentor

  • Professional growth

  • Interpersonal benefits

  • Increased self-esteem

  • Different perspective

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Responsibilities of Mentor

  • Listen

  • Help identify goals

  • Provide Constructivefeedback

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Responsibilities of Mentor

  • Share in successes

  • Remember the “less experienced” feel intimidated

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Benefits to Mentee

  • 3 “E’s”

    • Emotional support

    • Encouragement

    • Empathy

  • Receive motivation

  • Valuable direction

  • Gain knowledge

  • Different perspective

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Responsibilities of Mentee

  • Willing to learn

  • Able to accept feedback

    • Use feedback for growth

  • Able to identify Goals

  • Positive attitude

  • Value time spent with mentor

  • Show appreciation

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  • Both the mentor and mentee should benefit from the relationship

  • “A gift exchange”

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Training Principals

  • Present one idea/concept at a time

  • Use feedback and frequent summaries

  • Revisit information often

    • Repetition is a key to success

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Training Principals

  • Present meaningful information

    • Theory versus practical application

  • Assure complete understanding

    • Ability to use information

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Advice to the Mentor

  • Be a mirror

  • Be heard, but also listen

  • Ask, what would you do?

    • Allows critical thinking

    • Increases mentee self esteem

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Successful Mentoring Program

  • Needs assessment

  • Make the match

  • Establish goals

  • Periodic evaluations

    • Someone to make sure needs are being met

    • Relationship gain

  • Graduation?

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Mentoring Myths

  • Mentoring decreases productivity

  • A mentor needs to be older than the mentee

  • Mentoring is a rare experience

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Mentoring Myths

  • Mentoring requires a greater time commitment than workers can afford

  • The mentee is the only one who benefits

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  • You’re puzzled over the recent behaviors of your mentee. He asks for your suggestions, and yet later you learn he didn’t even try to implement them. What would you do?

    • Discuss your findings with your mentee. If he acknowledges what he’s doing, jointly problem solve what you could both do differently.

    • Assume this is a generation gap issue and let it go.

    • Kindly suggest that he is showing passive-aggressive behavior and could possibly use some professional help.

    • Stop giving suggestions to him. Ask him what he believes is the right step in each situation.