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Mentorship Program

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Opnavinst 1500 78

  1. 1. OPNAVINST 1500.78 N134OPNAV INSTRUCTION 1500.78From: Chief of Naval OperationsSubj: NAVY MENTORINGRef: (a) NAVPERS 15878J (b) OPNAVINST 1040.11C (c) CNO WASHINGTON DC 140017Z Feb 08 (NAVADMIN 043/08)Encl: (1) Mentoring Recommended Reading1. Purpose. To institute a Navy mentoring culture in supportof the Navy total force mission to develop, assign, and retain ahighly skilled workforce for the Navy.2. Discussion a. This instruction provides overarching guidance andoutlines a multi-faceted strategy intended to create a mentoringcontinuum to serve throughout the careers of Navy personnel.All hands are encouraged to use the instruction as a resourcefor the range of mentoring opportunities and tools available andto take action to continue to develop, implement, utilize andsupport these mentoring opportunities and tools. Thisinstruction is not a mentorship checklist, but insteadindentifies different types of mentoring to assist Navy leadersin ensuring that mandatory forms of mentorship are beingconducted and that optional forms of mentorship are fostered andencouraged. b. Mentoring is widely recognized as a beneficial careerdevelopment tool that not only affects career health andlongevity, but also positively impacts mission accomplishment.As the documents in enclosure (1) demonstrate, mentoring is adifficult term to define as it manifests itself in many forms.One useful definition of mentoring is as a mutually beneficialrelationship between a mentor and protégé in which resources,time, experiences, and expertise are exchanged to help withpersonal and professional growth. Regardless of the formaldefinition, the positive influence quality mentoring has on thesuccess of an individual’s career cannot be overstated.
  2. 2. OPNAVINST 1500.78 c. All Navy leaders must be involved and take an activeinterest in supporting mentoring. Everyone in a leadership rolemust make a point of reaching out to their subordinates andensure that all members of the command have access to mentors. d. The Navy’s mentoring program is designed to develop andretain talent within the Navy and give participants theopportunity to reach their full personal and professionalpotential. Navy’s mentoring program is expected to: (1) Provide a means for all personnel to examine optionsand make informed decisions about future career steps. (2) Allow senior personnel the opportunity to shareexperiences and insights with those junior to them whilelearning from their perspective. (3) Provide junior personnel access to senior leadership,affording them the opportunity to interact and learn from thosewho have achieved significant career milestones. (4) Enable personnel to successfully integrate life andwork, with access to adequate resources for personal decision-making. (5) Encourage those with similar interests andbackgrounds to share their successes and lessons learned. (6) Enable under-represented individuals to become partof the culture and develop meaningful mentoring relationships.3. The Mentoring Continuum Construct. The Navy will take amulti-faceted approach to mentoring that will allow flexibilityin its implementation. A mentoring program should combineelements of five distinct mentoring “circles” – chain of command,enterprise/community, professional associations/affinity groups,one-on-one, and social networks – while utilizing theappropriate communication tools. These circles will provide thesupport necessary to meet the personal and professional needs ofprotégés throughout their careers. The following relationshipsdefine the mentoring continuum: a. Chain of Command. This mentoring is designed to assistSailors in achieving their professional goals and to positivelyinfluence their desire to remain on active duty or transition tothe Navy Reserve. Much of the chain of command mentoring is 2
  3. 3. OPNAVINST 1500.78mandatory and guided by existing instructions and directives.For example, the career management tools outlined in reference(a), including career development boards, the command sponsorprogram, and command indoctrination program, are the foundationof this element. Execution of these programs is outlined inreference (b). Commanders shall ensure these career developmenttools are maximized at their commands. Additionally, chain ofcommand mentoring opportunities arise during normal operationssuch as unit training, deployments, or other command events. Akey component of chain of command mentoring is ensuring thatfrom the bottom up, the Navy is “brilliant on the basics”(reference (c)). b. Enterprise/Community. This is mentoring designed toensure key career milestones are achieved. This mentoringrequires tracking individual careers of the members of anenterprise/community to ensure career milestones are met. Eachenterprise/community lead will develop and implement a systemfor tracking the professional growth and milestone achievementsof their individual members tailored to the specific needs ofthe enterprise/community. Individual requirements should beclearly articulated and performance measured. Metrics must bein place to ensure members are progressing as expected. Ininstances where members are not achieving key milestoneaccomplishments, a formal mandatory mentoring interventionshould be employed. Detailers and community managers play a keyrole in the mentoring continuum, and can be instrumental indetermining the course of an individual’s career and ultimatesuccess. These individuals must be cognizant of the need for,and desired results of, mentoring and work with enterprise/community leadership to ensure mentoring opportunities areafforded to those in need. Informal enterprise/communitymentoring programs are highly encouraged as well, for examplethe “Leading Edge” online forum for female aviators. c. Professional Associations/Affinity Groups. Theseassociations connect mentors and protégés of similar interests,backgrounds, cultures, or fields to support each otherpersonally and professionally. Professional associations meetperiodically to share best practices and to afford juniorpersonnel access to senior members who have succeeded in theircareers. These meetings provide exceptional forums for careerdevelopment guidance on both an individual and group level.Commanders should make every effort to support their Sailors’ oremployees’ participation with these groups. Wardrooms andchiefs’ messes play a similar role to more formal professionalassociations, and commanders should additionally help facilitate 3
  4. 4. OPNAVINST 1500.78employee resource groups, family readiness groups, and othergroups that have personal and professional developmentimplications. In addition to military-focused groups, manyfederal and civilian-sponsored professional associations exist.Membership and participation in these associations furtherdevelops individuals personally and professionally. d. One-on-One. These are voluntary mentoring relationshipsof a professional nature. One-on-one mentoring happens when oneperson reaches out to another and a career-aiding relationshipdevelops. To establish a one-on-one mentoring relationship,often mentors and protégés will meet for a finite period toaccomplish agreed-upon objectives that are designed to assistthe protégé in accomplishing a particular goal (for example,command acclimation or finishing a training program orqualification). The mentorship may end when the initial goal isachieved, or a longer-term relationship may result with newcareer objectives. These relationships can be establishedbetween peers or near-peers, allowing individuals with similarexperiences and backgrounds to share successes, challenges, andlessons-learned with individuals newer to the command, team, orcareer path. They may also develop between senior and juniormembers of an organization, and are often a means by whichjunior personnel can seek direction, support, and motivation toachieve the next level. e. Social Networking. Social networking refers both to therelationship-building that occurs in social and non-officialsituations as well as to types of technology that facilitaterelationship-building leveraging the Internet. Mentoring thatoccurs as a result of social networking may be between twoindividuals or within a group. Connections may be establishedthrough various activities. Mentors can be found in casualsettings, through purposeful introductions by a sharedacquaintance, or through self-introduction. Virtual communitiesare a means by which individuals can connect with others thatmay share their background and are seeking to achieve similargoals.4. Mentor Matches. Throughout a career, a person will likelyserve as both a mentor and a protégé, and may have multiplementoring relationships, both formal and informal. A strongrelationship can be ensured through proper matching of thementor and protégé. Additionally, it is desirable to ensureaccess to forms of mentoring outside of the chain of command to 4
  5. 5. OPNAVINST 1500.78foster more transparency and encourage maximum personal andprofessional development. Deputy Chief of Naval Operations,Manpower, Personnel, Training, and Education (N1) will beresponsible for ensuring mentor-matching tools and training areavailable to support one-on-one mentoring relationships. It isincumbent upon commands to make their members aware of thesetools and afford them the opportunity to participate. Further,specific “high-touch” attention should be paid to individualswho appear to be without mentor support with the goal ofengaging them more fully in the mentoring continuum. Someexamples include members of minority groups, women, those withunique skill sets or education, or individual augmentees.5. Mentoring Tools a. Navy Forms, Policies, and Programs. See references (a)and (b) for more information. This also includes midtermcounseling, evaluations, and fitness reports. b. Center for Personal and Professional Development (CPPD)Training Resources. This includes in-residence, virtual, andlocally facilitated options, running the gamut from formalclassroom leadership courses to Navy Knowledge Online (NKO)offerings. c. Mentor Matching. Software, “speed-mentoring,” personalrecommendations, planned or chance introductions, or assignmentcan be used to match mentors and protégés. d. Electronic Media (1) Social Networking Sites. These include virtualcommunities on sites such as Google groups, Facebook, SurfaceWarfare Officer’s Network, Twitter, Leading Edge, Sailor Bob,Defense Connect Online, Defense Knowledge Online (DKO), orothers. There are options for live interaction, time-delayedinteraction, or one-way communication. (2) Blogs. These are hosted Web pages that allowindividuals to comment on a topic and can be used to push outmaterials. 5
  6. 6. OPNAVINST 1500.78 (3) Other. Podcasts, Web pages, rich site summary feeds,Webinars, teleseminars, wikis, and other electronic distributionmechanisms can be useful in ensuring broad distribution ofmessages or training.6. Responsibilities a. N1 (1) Oversee and monitor Navywide mentoring programestablishment and progress. (2) Identify and establish relationships with thoseprofessional associations that best support Navy Sailors. (3) Identify a standard mentor-matching tool and makethis tool available to the fleet. (4) Incorporate formal mentor training into all careermilestone leadership courses, for example: Command LeadershipSchool, Senior Enlisted Academy, Basic Officer Leadership Course,Intermediate Officer Leadership Course, Prospective CommandingOfficer and Executive Officer courses, Petty OfficerIndoctrination, and instructor training courses. 6
  7. 7. OPNAVINST 1500.78 (5) Ensure the NKO and DKO mentoring Web pages provideup-to-date mentoring information and tools that support therequirements of this instruction and the Navy’s overall effortto establish a mentoring culture. (6) Ensure mentor course content and NKO and DKOmentoring Web page content align. (7) Act as the bridge and the source expert on Navywidementoring efforts. Track and compile enterprise/communitymentor program information. Identify and share the bestpractices of each mentoring program. b. Fleet readiness and enabler enterprises and communitieswill develop and implement a formal mentoring program suited totheir unique leadership, career development, retention, anddiversity challenges. Enterprise leaders will: (1) Develop the construct for executing the enterprise/community mentoring circle of the continuum as defined in thisinstruction. (2) Actively encourage all personnel to participate inthe mentoring continuum as a method for increasing jobsatisfaction, professional development, and career advancement.The opportunity to have a mentor must be provided to all. (3) Include a diversity component that fosters thementoring of minorities and women. Ensure collecting data onmilestone attainment is part of this component. Enterpriseswith few minority and or women mentors should coordinate withother enterprises, ideally within the same geographic area, todevelop mentor networks within these Navy populations regardlessof community affiliation. (4) Support outreach and partnership efforts withprofessional associations to ensure this circle is available toenhance the mentor program. Place particular emphasis onsupporting minority- and women-focused professional associations.Encourage and resource the participation of enterprise membersat these association events. (5) Include guidance to subordinate commands definingtheir roles in supporting the mentoring continuum. 7
  8. 8. OPNAVINST 1500.78 (6) Ensure subordinate commands implement existingcareer management and development tools as defined in the chainof command mentoring circle. (7) Use the tools developed and provided by N1 to assistin meeting mentoring objectives, including mentor-matching tools,CPPD courses, and NKO mentoring tools. In addition, takeadvantage of Department of Defense and publicly available socialnetworking tools and sites. (8) Incorporate a means to proactively identify thosewho would particularly benefit from the guidance of a mentor andtake the necessary steps to identify mentors who meet the needsof these potential protégés.7. Records Management. Records created as a result of thisinstruction, regardless of media and format, shall be managedper Secretary of the Navy Manual 5210.1 of November 2007. M. E. FERGUSON III Vice Admiral, U.S. Navy Deputy Chief of Naval Operations (Manpower, Personnel, Training and Education)Distribution:Electronic only, via Department of the Navy Issuances Web sitehttp://doni.daps.dla.mil 8
  9. 9. OPNAVINST 1500.78 Mentoring Recommended ReadingBell, Chip R. Managers as Mentors: Building Partnerships for Learning. San Francisco: Berrett-Koehler Publishers, 2002.Clutterbuck, David and Belle Rose Ragins. Mentoring and Diversity: An International Perspective. Woburn: Butterworth-Heinemann, 2002.Colley, Helen. Mentoring for Social Inclusion: A Critical Approach to Nurturing Mentor Relationships. New York: Routledge Falmer, 2003.Colon, Norman H. The Mentees Guide to Mentoring. Amherst: HRD Press, 1999.Cottrell, David. Monday Morning Mentoring: Ten Lessons to Guide You up the Ladder. New York: HarperBusiness, 2006.Doyle, Mary K. Mentoring Heroes: 52 Fabulous Womens Paths to Success and the Mentors Who Empowered Them. Geneva: 3E Press, 2000.Elmore, Tim and John Maxwell. Mentoring: How to Invest Your Life in Others. Singapore: Campus Crusade Asia Ltd, 2003.Ensher, Ellen and Susan Murphy. Power Mentoring: How Successful Mentors and Proteges Get the Most Out of Their Relationships. San Francisco: Jossey-Bass, 2005.Johnson, W. Brad and Charles R. Ridley. The Elements of Mentoring. New York: Palgrave Macmillan, 2008.Kram, Kathy. Mentoring at Work: Developmental Relationships in Organizational Life. Lanham: University Press of America, 1988.Maxwell, John C. Mentoring 101. Nashville: Thomas Nelson, 2008. Enclosure (1)
  10. 10. OPNAVINST 1500.78Peddy, Shirley. The Art of Mentoring: Lead, Follow, and Get Out of the Way. Corpus Christi: Bullion Books, 2001.Stone, Florence M. Coaching, Counseling, and Mentoring: How to Choose & Use the Right Technique to Boost Employee Performance. New York: AMACOM, 2007.Zachary, Lois J. Creating a Mentoring Culture: The Organizations Guide. San Francisco: Jossey-Bass, 2005. 2 Enclosure (1)