The document summarizes a mentorship program presented by the Southern California Chapter of the Black Professional Group. The program aims to develop leaders and talent through a 10-month exclusive mentor program focused on career growth. Mentors will provide coaching, feedback, and share experiences to help mentees develop skills and further their careers. Selected mentees will be paired with mentors and participate in quarterly presentations, assignments, and a culminating project on personal branding. The program outlines timelines, participant requirements, and pairing details to develop the next generation of leaders.
The document provides guidance for volunteers to develop leadership skills through a mentoring program. It outlines 7 modules covering key leadership areas like clarity, communication, community involvement, and chairing meetings. Each module provides tips, activities, and exercises for volunteers to improve their skills and become effective community leaders. The overall goal is to assist volunteers gain the knowledge and skills needed to take on leadership roles within their organizations.
The document discusses best practices for volunteer management, including defining volunteer roles, assessing organizational needs, recruiting and selecting volunteers, onboarding and training, providing ongoing support, evaluating performance, and ensuring appreciation and retention. It emphasizes the importance of a proactive, planned approach to volunteer management that balances organizational and volunteer needs and interests.
This document provides information and guidance about chapter management and planning meetings for nonprofit boards. It discusses the importance of planning meetings, outlines topics that should be discussed like objectives, threats and operational areas. It also provides tips for new board members on preparing for and participating in planning meetings. The document gives guidance on developing yearly plans and monthly reports for board members. It covers the roles of the chairman and meeting secretary, best practices for taking meeting minutes, and how to properly propose and draft motions and resolutions.
This newsletter provides information about upcoming events for ICF Colorado members. It discusses the growth in ICF Colorado membership over the past year. The president encourages members to consider getting more involved by joining the board or volunteering. Upcoming events include the October monthly meeting featuring a presentation on authentic leadership, a fall conference at Red Rocks, and various special interest group meetings.
Discover how to gain and keep volunteer based on the book "The New Breed: Understanding and Equipping the 21st Century Volunteer by Jonathan and Thomas W. McKee.
The document is a newsletter from Dinah Snow, President of ICF Colorado, that provides updates on recent and upcoming events for the organization. It summarizes that the organization recently had a successful conference where members made valuable connections. It encourages members to provide feedback on the conference and get involved in leadership by joining the board. It also announces an upcoming holiday party and monthly meeting where new board members will be voted in.
The document provides guidance for volunteers to develop leadership skills through a mentoring program. It outlines 7 modules covering key leadership areas like clarity, communication, community involvement, and chairing meetings. Each module provides tips, activities, and exercises for volunteers to improve their skills and become effective community leaders. The overall goal is to assist volunteers gain the knowledge and skills needed to take on leadership roles within their organizations.
The document discusses best practices for volunteer management, including defining volunteer roles, assessing organizational needs, recruiting and selecting volunteers, onboarding and training, providing ongoing support, evaluating performance, and ensuring appreciation and retention. It emphasizes the importance of a proactive, planned approach to volunteer management that balances organizational and volunteer needs and interests.
This document provides information and guidance about chapter management and planning meetings for nonprofit boards. It discusses the importance of planning meetings, outlines topics that should be discussed like objectives, threats and operational areas. It also provides tips for new board members on preparing for and participating in planning meetings. The document gives guidance on developing yearly plans and monthly reports for board members. It covers the roles of the chairman and meeting secretary, best practices for taking meeting minutes, and how to properly propose and draft motions and resolutions.
This newsletter provides information about upcoming events for ICF Colorado members. It discusses the growth in ICF Colorado membership over the past year. The president encourages members to consider getting more involved by joining the board or volunteering. Upcoming events include the October monthly meeting featuring a presentation on authentic leadership, a fall conference at Red Rocks, and various special interest group meetings.
Discover how to gain and keep volunteer based on the book "The New Breed: Understanding and Equipping the 21st Century Volunteer by Jonathan and Thomas W. McKee.
The document is a newsletter from Dinah Snow, President of ICF Colorado, that provides updates on recent and upcoming events for the organization. It summarizes that the organization recently had a successful conference where members made valuable connections. It encourages members to provide feedback on the conference and get involved in leadership by joining the board. It also announces an upcoming holiday party and monthly meeting where new board members will be voted in.
Getting to the Gold Standard - Advisory Board Planning and Mapping (Part I)NAFCareerAcads
The document provides an overview of a two-part learning session on enhancing advisory board effectiveness. The objectives are to help advisory boards conduct a self-assessment, establish a vision and goals, and develop an action plan. It discusses advisory board best practices and standards. Participants work in groups to visualize their goals for the advisory board, develop SMART goals, and create an action plan. Advisory board experts then answer questions from participants on growing involvement, getting members actively involved, developing relationships, and keeping members moving forward.
The document outlines the marketing plan for the 2009 NAWMBA conference. It discusses increasing attendance from 300 to 5000 and sponsors from 18 to 200. Strategies include promotion campaigns targeting various attendee groups like career offices and alumni. Relationship management initiatives are also proposed like celebrating NAWMBA's 25th anniversary and using networking software. The budget is $50,000 and timelines are provided through October 2009.
Young Professionals - Mentorship ProgramClay White
This mentorship program was started during the height of the recession. Young professionals were having difficulty finding positions. This program helped engaged those individuals in the planning profession. It has been very successful and is now in its fourth cycle.
A 2013 survey of members and non-members of the Massachusetts Bay Organization Development Learning Group (MBODLG), a regional chapter of the Organization Development Network. The survey includes reasons for involvement, types of participation, factors affecting participation, and suggestions for improvement.
The document provides guidance on developing and leading high-impact volunteer service projects. It outlines the steps to plan a project including assessing community needs, developing partnerships, mapping the project plan, securing resources, finalizing plans, managing the project, and wrapping up. Tips are provided on volunteer recruitment, budgeting, safety, contingency planning, recognition, and evaluation.
The newsletter provides information about upcoming events for the North Texas Coaches, including the June 9th PRISM awards event celebrating organizations that have benefited from coaching. It also announces three LinkedIn workshops in September, November and December to help coaches learn how to use LinkedIn effectively. The newsletter closes by listing additional upcoming chapter meetings and reminding members to renew their ICF global membership.
This document discusses leadership and volunteerism. It provides reasons why people volunteer, such as to gain skills, help a cause, or feel a sense of accomplishment. It also outlines what volunteers want, such as preparation, meaningful work, appreciation, and clear communication. The document discusses expectations of volunteers like reliability and understanding the organization's mission. It also covers developing leadership skills, including reflecting on strengths and weaknesses, seeking feedback, and finding a mentor. The goal is to help people understand leadership and how to improve their own potential.
This document provides guidance for chapter officers on tools for success, including officer orientation, handbooks, duties, goals, and calendars. It outlines steps like submitting officers to headquarters, planning orientation, and creating handbooks. Orientation should review communication structures and officer roles. Officers need to know duties and be trained in skills like communication. Goals and calendars help chapters plan events and track progress. Challenges like turnover and conflicts are also addressed.
The document outlines a professional development program with three levels - starting out, role progression, and entrepreneurship. It describes activities like monthly networking lunches, quarterly workshops and seminars, leadership sessions, and a 6-week career coaching program. The program will be run by a core team and include community outreach, recruitment of speakers, and an events timeline with initial marketing 3 weeks prior and reminders closer to events. The objective is to provide skills building and career acceleration opportunities through workshops, coaching and networking.
Living Your Life as a Leader, and How to Teach Others to Join Yougeorgiaellen
This presentation was prepared for AIA Grassroots 2010, the Architects\' Leadership Conference. This presentation outlines different models and examples of leadership training programs that can be used at a local level to build young leaders in your community.
The document summarizes the Head of Advancement's leadership of the Advancement team at Meadowridge School over the past year. The team focused on increasing enrollment, fundraising, and community involvement while communicating the school's mission and vision. A laissez-faire leadership style was initially adopted but had to be adjusted for the Admissions Coordinator. Overall, enrollment targets were met and attrition decreased, demonstrating a more stable school community. Lessons were learned about flexibility in leadership approaches and the importance of collaboration and feedback.
The document outlines the organizational structure of Jakara Retreat with descriptions of various roles and responsibilities. It discusses positions such as the Program Director who oversees various programs and acts as a liaison between departments. It also outlines roles for Program Managers, Membership Coordinator, Regional Coordinator, Marketing, Fundraising, and the Executive Director. The structure is meant to clearly define responsibilities and ensure coordination across different departments.
The document summarizes a kick-off event for board fellows and their mentors at the Haas School of Business. It includes:
- Welcome and introductions from the Center for Nonprofit and Public Leadership directors and staff.
- An overview of the board fellow program which pairs graduate students with nonprofit boards to provide skills and fresh perspectives, and gain experience in governance and leadership.
- Details on the program timeline, fellow and mentor commitments and expectations, and examples of past fellow projects in areas like strategy, finance, and marketing.
- Information about nonprofit board governance responsibilities and best practices for fellows to add value and get the most from their experience.
- A panel discussion with experienced board members
The event aims to provide Alpha Kappa Psi and Technology Management Program members opportunities to discuss and network with successful Santa Barbara executives. Executives will be seated at roundtables with 6-8 students to allow for conversational discussions. This provides an educational and professional networking platform for students to form relationships with influential local leaders.
Este documento presenta información sobre la creación de infografías. Explica que una infografía debe incluir texto breve junto con imágenes relacionadas para transmitir información de manera visual. También proporciona instrucciones para que los lectores planifiquen su propia infografía, incluyendo la selección de un tema, un título atractivo, y una lista de imágenes y puntos clave a cubrir.
1a Oficina Cidades para Pessoas - Inovação Social em Passarelas pelo BrasilGustavo Machado
E se todas as passarelas de pedestres das cidades do Brasil fossem lugares sombreados, bonitos e lúdicos para as pessoas terem uma experiência interessante e agradável passando por elas? É o que queremos fazer com o Passanela: um projeto de diagnóstico > protótipo > projeto > replicação para ativar as passarelas de pedestres de todo o Brasil: http://www.catarse.me/pt/passanela
Mentoria para Empreendedores, Intraempreendedores e LíderesGustavo Machado
O documento descreve os serviços de mentoria e avaliação para empreendedores oferecidos por Gustavo Machado, incluindo entrevistas, avaliação de competências empreendedoras, relatórios personalizados e sessões de acompanhamento, com o objetivo de ajudar os participantes a refletir e desenvolver suas habilidades para enfrentar desafios dos seus negócios.
La infografía es un tipo de gráfico que brinda información de diverso tipo a través de imágenes o diseños dependiendo del tema. Existen tres niveles de infografías: gráficos y tablas, mapas y esquemas, y diagramas que combinan los otros dos niveles. Para ser efectiva, una infografía debe proporcionar información completa e independiente, ser actual y permitir comprender el tema. El uso de infografías se ha vuelto más común en las últimas décadas para atraer la atención del lector de una manera
Say Something: Using Branding & Social Recruiting to Improve Candidate Experi...Crystal Miller Lay
By creating effective stories, changing what information you share and how you share it; you can arm the candidate with information they need to make better decisions about your job opportunity/opportunities.... and THAT improves the candidate experience.
This slide deck includes talking points and notes discussed in the presentation (so differs slightly from what was shared live. For on-demand presentations, visit http://shrmstore.shrm.org/s/talent-on-demand-attendees.html to purchase the session on demand.
Artificial intelligence (AI) is everywhere, promising self-driving cars, medical breakthroughs, and new ways of working. But how do you separate hype from reality? How can your company apply AI to solve real business problems?
Here’s what AI learnings your business should keep in mind for 2017.
An immersive workshop at General Assembly, SF. I typically teach this workshop at General Assembly, San Francisco. To see a list of my upcoming classes, visit https://generalassemb.ly/instructors/seth-familian/4813
I also teach this workshop as a private lunch-and-learn or half-day immersive session for corporate clients. To learn more about pricing and availability, please contact me at http://familian1.com
This document discusses best practices for mentoring programs and provides a case study of M&T Bank's mentoring program. It begins by outlining critical components of successful programs, including defining goals, identifying mentees/mentors, program design, implementation, and evaluation. It then details M&T's program which was developed to increase engagement, productivity, and retention. Key aspects included a 10-month partnership, networking opportunities, and learning about the organization. Mentees and mentors were identified and paired through a multi-step process. The program was then designed, implemented and evaluated over two years, showing positive results for mentees such as increased learning, engagement, and career opportunities.
Getting to the Gold Standard - Advisory Board Planning and Mapping (Part I)NAFCareerAcads
The document provides an overview of a two-part learning session on enhancing advisory board effectiveness. The objectives are to help advisory boards conduct a self-assessment, establish a vision and goals, and develop an action plan. It discusses advisory board best practices and standards. Participants work in groups to visualize their goals for the advisory board, develop SMART goals, and create an action plan. Advisory board experts then answer questions from participants on growing involvement, getting members actively involved, developing relationships, and keeping members moving forward.
The document outlines the marketing plan for the 2009 NAWMBA conference. It discusses increasing attendance from 300 to 5000 and sponsors from 18 to 200. Strategies include promotion campaigns targeting various attendee groups like career offices and alumni. Relationship management initiatives are also proposed like celebrating NAWMBA's 25th anniversary and using networking software. The budget is $50,000 and timelines are provided through October 2009.
Young Professionals - Mentorship ProgramClay White
This mentorship program was started during the height of the recession. Young professionals were having difficulty finding positions. This program helped engaged those individuals in the planning profession. It has been very successful and is now in its fourth cycle.
A 2013 survey of members and non-members of the Massachusetts Bay Organization Development Learning Group (MBODLG), a regional chapter of the Organization Development Network. The survey includes reasons for involvement, types of participation, factors affecting participation, and suggestions for improvement.
The document provides guidance on developing and leading high-impact volunteer service projects. It outlines the steps to plan a project including assessing community needs, developing partnerships, mapping the project plan, securing resources, finalizing plans, managing the project, and wrapping up. Tips are provided on volunteer recruitment, budgeting, safety, contingency planning, recognition, and evaluation.
The newsletter provides information about upcoming events for the North Texas Coaches, including the June 9th PRISM awards event celebrating organizations that have benefited from coaching. It also announces three LinkedIn workshops in September, November and December to help coaches learn how to use LinkedIn effectively. The newsletter closes by listing additional upcoming chapter meetings and reminding members to renew their ICF global membership.
This document discusses leadership and volunteerism. It provides reasons why people volunteer, such as to gain skills, help a cause, or feel a sense of accomplishment. It also outlines what volunteers want, such as preparation, meaningful work, appreciation, and clear communication. The document discusses expectations of volunteers like reliability and understanding the organization's mission. It also covers developing leadership skills, including reflecting on strengths and weaknesses, seeking feedback, and finding a mentor. The goal is to help people understand leadership and how to improve their own potential.
This document provides guidance for chapter officers on tools for success, including officer orientation, handbooks, duties, goals, and calendars. It outlines steps like submitting officers to headquarters, planning orientation, and creating handbooks. Orientation should review communication structures and officer roles. Officers need to know duties and be trained in skills like communication. Goals and calendars help chapters plan events and track progress. Challenges like turnover and conflicts are also addressed.
The document outlines a professional development program with three levels - starting out, role progression, and entrepreneurship. It describes activities like monthly networking lunches, quarterly workshops and seminars, leadership sessions, and a 6-week career coaching program. The program will be run by a core team and include community outreach, recruitment of speakers, and an events timeline with initial marketing 3 weeks prior and reminders closer to events. The objective is to provide skills building and career acceleration opportunities through workshops, coaching and networking.
Living Your Life as a Leader, and How to Teach Others to Join Yougeorgiaellen
This presentation was prepared for AIA Grassroots 2010, the Architects\' Leadership Conference. This presentation outlines different models and examples of leadership training programs that can be used at a local level to build young leaders in your community.
The document summarizes the Head of Advancement's leadership of the Advancement team at Meadowridge School over the past year. The team focused on increasing enrollment, fundraising, and community involvement while communicating the school's mission and vision. A laissez-faire leadership style was initially adopted but had to be adjusted for the Admissions Coordinator. Overall, enrollment targets were met and attrition decreased, demonstrating a more stable school community. Lessons were learned about flexibility in leadership approaches and the importance of collaboration and feedback.
The document outlines the organizational structure of Jakara Retreat with descriptions of various roles and responsibilities. It discusses positions such as the Program Director who oversees various programs and acts as a liaison between departments. It also outlines roles for Program Managers, Membership Coordinator, Regional Coordinator, Marketing, Fundraising, and the Executive Director. The structure is meant to clearly define responsibilities and ensure coordination across different departments.
The document summarizes a kick-off event for board fellows and their mentors at the Haas School of Business. It includes:
- Welcome and introductions from the Center for Nonprofit and Public Leadership directors and staff.
- An overview of the board fellow program which pairs graduate students with nonprofit boards to provide skills and fresh perspectives, and gain experience in governance and leadership.
- Details on the program timeline, fellow and mentor commitments and expectations, and examples of past fellow projects in areas like strategy, finance, and marketing.
- Information about nonprofit board governance responsibilities and best practices for fellows to add value and get the most from their experience.
- A panel discussion with experienced board members
The event aims to provide Alpha Kappa Psi and Technology Management Program members opportunities to discuss and network with successful Santa Barbara executives. Executives will be seated at roundtables with 6-8 students to allow for conversational discussions. This provides an educational and professional networking platform for students to form relationships with influential local leaders.
Este documento presenta información sobre la creación de infografías. Explica que una infografía debe incluir texto breve junto con imágenes relacionadas para transmitir información de manera visual. También proporciona instrucciones para que los lectores planifiquen su propia infografía, incluyendo la selección de un tema, un título atractivo, y una lista de imágenes y puntos clave a cubrir.
1a Oficina Cidades para Pessoas - Inovação Social em Passarelas pelo BrasilGustavo Machado
E se todas as passarelas de pedestres das cidades do Brasil fossem lugares sombreados, bonitos e lúdicos para as pessoas terem uma experiência interessante e agradável passando por elas? É o que queremos fazer com o Passanela: um projeto de diagnóstico > protótipo > projeto > replicação para ativar as passarelas de pedestres de todo o Brasil: http://www.catarse.me/pt/passanela
Mentoria para Empreendedores, Intraempreendedores e LíderesGustavo Machado
O documento descreve os serviços de mentoria e avaliação para empreendedores oferecidos por Gustavo Machado, incluindo entrevistas, avaliação de competências empreendedoras, relatórios personalizados e sessões de acompanhamento, com o objetivo de ajudar os participantes a refletir e desenvolver suas habilidades para enfrentar desafios dos seus negócios.
La infografía es un tipo de gráfico que brinda información de diverso tipo a través de imágenes o diseños dependiendo del tema. Existen tres niveles de infografías: gráficos y tablas, mapas y esquemas, y diagramas que combinan los otros dos niveles. Para ser efectiva, una infografía debe proporcionar información completa e independiente, ser actual y permitir comprender el tema. El uso de infografías se ha vuelto más común en las últimas décadas para atraer la atención del lector de una manera
Say Something: Using Branding & Social Recruiting to Improve Candidate Experi...Crystal Miller Lay
By creating effective stories, changing what information you share and how you share it; you can arm the candidate with information they need to make better decisions about your job opportunity/opportunities.... and THAT improves the candidate experience.
This slide deck includes talking points and notes discussed in the presentation (so differs slightly from what was shared live. For on-demand presentations, visit http://shrmstore.shrm.org/s/talent-on-demand-attendees.html to purchase the session on demand.
Artificial intelligence (AI) is everywhere, promising self-driving cars, medical breakthroughs, and new ways of working. But how do you separate hype from reality? How can your company apply AI to solve real business problems?
Here’s what AI learnings your business should keep in mind for 2017.
An immersive workshop at General Assembly, SF. I typically teach this workshop at General Assembly, San Francisco. To see a list of my upcoming classes, visit https://generalassemb.ly/instructors/seth-familian/4813
I also teach this workshop as a private lunch-and-learn or half-day immersive session for corporate clients. To learn more about pricing and availability, please contact me at http://familian1.com
This document discusses best practices for mentoring programs and provides a case study of M&T Bank's mentoring program. It begins by outlining critical components of successful programs, including defining goals, identifying mentees/mentors, program design, implementation, and evaluation. It then details M&T's program which was developed to increase engagement, productivity, and retention. Key aspects included a 10-month partnership, networking opportunities, and learning about the organization. Mentees and mentors were identified and paired through a multi-step process. The program was then designed, implemented and evaluated over two years, showing positive results for mentees such as increased learning, engagement, and career opportunities.
The document outlines the roles and responsibilities of various coordinator positions in a BNI chapter. It discusses the roles of the President, Vice President, Secretary/Treasurer, Chapter Growth Coordinator, Application Review Coordinator, Mentor Coordinator, Attendance Coordinator, Referral Quality & Check Coordinator, and Educational Coordinator. It provides details on the tasks and goals of each position, such as running meetings, tracking attendance and referrals, onboarding new members, and providing weekly education.
The document discusses building a successful mentoring program using quality program standards. It outlines 11 standards including having a clear definition of youth mentoring, developing a comprehensive recruitment plan for mentors and mentees, screening applicants, providing training, implementing a matching strategy, monitoring matches, and evaluating the program. It emphasizes the importance of Standard 1 which defines mentoring as an ongoing structured relationship aimed at developing a mentee's potential. It provides guidance on creating a recruitment plan including defining goals, marketing strategically, making personal asks, and involving current mentors. Success comes from having matches meet regularly for at least a year.
The document proposes a conceptual framework for a pilot mentor program at GRIDCo. The program would pair 20-25 new engineer and technician hires with mentors. The objectives are to assist mentees' professional development through coaching, challenging assignments, and exposure. Benefits include improving skills, motivation, and knowledge transfer. The framework defines mentor and mentee roles and responsibilities, and provides guidelines for recruitment, matching, meetings, and program management. The goal is to evaluate the pilot program before expanding it organization-wide.
The Yosemite Mentoring Program offers NPS employees at Yosemite National Park opportunities to grow professionally through a formal 1-year mentoring relationship. The program pairs mentees with mentors to help mentees meet career and personal goals. Mentees and mentors will meet for at least two hours monthly and participate in workshops. Benefits include increased performance, retention, confidence, and knowledge sharing for both mentees and mentors. To apply, NPS employees submit an application by September 9, 2015 describing their goals and including a supervisor recommendation.
Rotary Peace Centers staff provide you with tips on what to include in your resume and how to write an ideal essay for the 2016 application. During the webinar you will be shown examples of what successful essays and resumes look like and will be given advice on how to submit the best application possible. View the recording: https://vimeo.com/125070337
Foursight Presentation on Leadership Development Program OfferingsJudith Laws
Developing effective leaders is important in a VUCA world. There are several options for leadership development, including training programs, coaching with 360-degree feedback, team coaching, and creating a coaching culture. Leadership development programs sometimes fail when they overlook context, decouple reflection from real work, underestimate mindsets, or fail to measure results. Case studies demonstrate how different development options can be successfully implemented and positively impact both individuals and teams.
The document discusses building a successful mentor program. It defines mentor and mentee roles, outlines the benefits of mentor programs, and shares lessons from the Austin Women's Council mentor program. Their program experienced challenges recruiting mentors and engaging professional members. Enhancements included clarifying roles, promoting the program through various channels, and bringing mentors together regularly to improve the program. The presentation aims to help others establish effective mentorship structures and strategies.
The document outlines the steps to successful mentoring relationships. It discusses the roles and responsibilities of mentors and mentees. The seven steps include: learning about mentoring, discussing keys to success, having initial and follow up meetings, concluding the partnership, and considering a formal mentoring program. Mentors are responsible for sharing expertise, expanding networks, and providing feedback. Mentees are responsible for setting goals and being open to learning. The benefits for both include personal and career development.
The Arizona Endowment Building Institute (AEBI) provides nonprofit organizations in Arizona with education and tools to develop endowment and planned giving programs. Over 15 months, nonprofit teams work with mentors and complete assignments and policies to create an endowment action plan. The program aims to increase current and future gifts to nonprofits' endowments. Nonprofits benefit from AEBI's structure and guidance for long-term fundraising changes. The Arizona Community Foundation runs AEBI to help nonprofits become sustainable and build endowments.
This document outlines a strategic planning train-the-trainer program partnership between the Ontario Business Area Improvement Association and the Ontario Ministry of Agriculture, Food and Rural Affairs. The program will train volunteer core teams from Business Improvement Areas to lead strategic planning processes in their organizations. Over several training sessions, the core teams will learn facilitation skills and guide their strategic planning committees through stages of developing a strategic plan. The program aims to build capacity for long-term strategic planning and collaboration.
The document provides a summary of a leadership development program called the Senior Leadership Development Program (SLDP) delivered by I Train Consultants for World Vision Bangladesh.
The key points covered are:
- The program included assessments, workshops, coaching and projects to develop leadership skills of 30 mid to senior level professionals over 1 year.
- Feedback from participants was overwhelmingly positive, averaging 94%.
- Participants implemented projects focusing on areas like improving processes, upskilling teams, and increasing community engagement. Many projects were successfully completed.
- Facilitators observed significant development and a willingness to learn and implement skills among participants. They recommend more focused sessions for future programs.
Building a Successful Mentoring Program: Definition and Recruitment PlanMentor Michigan
Standards 1 and 2 of the Quality Program Standards for Youth Mentoring: Definition and Recruitment Plan. We will explore the definition of youth mentoring; discuss tips and strategies for finding and recruiting mentors, and identify the components of comprehensive recruitment plan.
To download the Quality Program Standards and Checklist, please visit: http://www.michigan.gov/mentormichigan/0,1607,7-193--123108--,00.html
The recorded version of this webinar is available at: https://www2.gotomeeting.com/register/186881330
Following the February discussion of staff recruitment, this webinar addressed the critical issue of staff training. Erin Ulery, director of professional development, gave tips for planning pre-program professional development and discuss how to move from staff training sessions from "blah” to "a-ha!” Here are some of the online resources she suggested:
http://www.acacamps.org
http://www.childtrends.org
http://foundationsinc.org
http://www.nsdc.org
http://www.nationalservice.gov
Susanne Sparks, policy manager, unveiled Summer Learning Day planning tools from the Association to assist summer program providers.
Training and Enrichment: Designing and Implementing A Four-Year Developmental...Bonner Foundation
This document provides an example training calendar for a four-year Bonner Leaders program. It outlines the types of trainings, meetings, and skills that could be emphasized each year to support student development. Year 1 focuses on identity, community building, and introductory service skills. Year 2 covers advocacy, communication, and deeper issue areas. Year 3 involves leadership, facilitation, and visioning skills. Trainings are linked to high-impact practices and civic engagement courses. Descriptions provide learning objectives for each session.
New to volunteer management? Looking for a refresher on the basics? This webinar will walk you through the three primary Rs - recruitment, retention and recognition. We'll discuss the most popular program components such as interviews, orientations, volunteer handbooks, and more. And, we'll talk about the importance of managing risk for your program and your organization. All attendees will also receive a sample packet with examples of program documents and program assessment checklists to help you evaluate your existing program.
The document summarizes an agenda for a Bonner Meetings session at the Claggett Center in November 2023. The session goals are to collaborate on meeting planning and curriculum, apply a SOAR framework to analyze meeting calendars, and brainstorm ways to assess student learning. The agenda includes reflective discussions, reviewing meeting calendars in pairs, an overview of Bonner meeting basics and highlights, applying the SOAR framework to analyze meeting calendars, and concluding with takeaways. Key aspects of effective Bonner meetings covered are meeting structure, integrating a developmental pathway for students, types of meetings held, and ensuring meeting calendars support student learning and progression over four years.
This document summarizes a workshop for school counselors on establishing peer helping programs. It reviewed examples of peer helping programs at different school levels and how to utilize peer helping in comprehensive school counseling plans. The workshop objectives were to inform counselors how to provide leadership in designing peer helping programs that are part of comprehensive school counseling programs and follow standards for peer helping. It discussed the roles of counselors in administering peer helping programs, providing training to peer helpers, and maintaining programs through ongoing evaluation.
Iris Jong New Sector Presentation_Term 1_v2Iris Jong
Iris Jong presented on her work as an Employment Placement Coordinator fellow at Year Up. She discussed her professional background in coaching, mentoring, and community organizing. As part of her fellowship, Iris is working on several projects to better integrate Year Up students with the employment placement team, develop career training for recent graduates, expand volunteer career coaching, improve alumni communication, and support the alumni association board. She reflected on insights gained around supporting alumni career success and development. Looking ahead, Iris discussed her interests in social impact strategy, systems work, and creativity in fields like nonprofit consulting, education, entrepreneurship, and creative industries.
How to Build and Run an Effective D&I Council Lever Inc.
If your company hasn't been intentional about diversity and inclusion from day one, it takes focus and energy to catch up. Ragini shares her journey in launching a D&I council at fast-growing Affirm, and how it's helping the organization make significant progress.
1. 2014 Internal Mentor Program
“Branding Success”
Southern California Chapter of the Black Professional Group Presents…
Leadership & Development Committee
Charisse Anderson and Adrienne Reed, Co-Chairpersons
2. Mentorship is a personal developmental relationship that allows the mentor to impart wisdom, experience
and create a bi-lateral engagement to help a mentee to develop and grow in the workplace. However, true
mentoring is more than just answering occasional questions or providing ad hoc help. It is about an
ongoing relationship of learning, dialogue, and challenge.
“….a process by which a wise and helpful guide or advisor uses experience to show a person how to
avoid mistakes he or she made earlier in his career or otherwise help advance the individual in her
career.”—The Mentoring Advantage: Creating the Next Generation of Leaders by Florence Stone
“In the end mentoring is all about relationships, all about human growth and potential, all about
skills and the spirit within.”
What is Mentoring?
skills and the spirit within.”—The Mentoring Advantage: Creating the Next Generation of Leaders by Florence Stone
Southern California Black Professional Group Leadership and Development Committee 2
3. Purpose
To develop leaders/talent for our company and community through an exclusive mentor program focused on
the direction and needs of our local chapter— highlighting career growth and development.
- Provide coaching and feedback to enhance career development
- Facilitate open discussion on leadership and interpersonal skills
- Encourage continuous learning and growth
- Obtain career advice and understanding
- Share personal growth experiences
Plan
Leverage available resources and sister employee network groups to develop a foundation for our program to
be customized to our chapter and membership.
-Develop working partnership with the Atlanta chapter of BPG
Program Overview
-Develop working partnership with the Atlanta chapter of BPG
-Obtain and review materials from the Ventura County LEAD chapter program
-Discuss and review external mentor program structure for guidance
-Survey membership base to gauge member interest, forecast member participation, grasp an understanding
of the mentor relationship needs/requests of our membership
Structure
• A personalized 10-month program with quarterly presentation series and assignment options with
culminating project
- Each activity will focus on teaching the importance of self branding in the development of one’s career
- Leverage strengths of leaders within chapter for quarterly presentations
- Each mentor/mentee pair will have an assigned leadership/development committee member for periodic
check-in
Southern California Black Professional Group Leadership and Development Committee 3
4. All Participants
—Must honor 10 month commitment
—Participation in external program events (i.e. teaching financial literacy, etc.)
—Active volunteer participation at community events
—Minimum meets/meets 2013 PDP rating
—Attend quarterly tele-presence presentations with guest speakers
—Complete survey/phone interview to create database for pairing
Mentors
—Recommended participation in the 360 Degree Feedback Survey
—Schedule virtual tele-presence meetings for interactive sessions
—Meet with your mentee in person at least 3 times, outside of program scheduled activities
Participant Requirements
—Meet with your mentee in person at least 3 times, outside of program scheduled activities
—Leverage Harvard Business Reviews, TED Talks (available on eAbstract), and other developmental activities to
assist with your mentee’s career development
Mentees
—Seek approval from direct management
—Enrollment in 360 Degree Feedback program (if available—band 5 and higher)
—Complete assignments from mentor to support growth of business acumen (based on mentor’s discretion)
—Attend quarterly LOB mixers for networking and development
—Active participation in the national chapter’s Own Your Career speaker series
Southern California Black Professional Group Leadership and Development Committee 4
5. Program Planning Timelines
Month Action to be Completed
September •Assess prior year’s program for opportunities and direction in development of next year’s program.
October •Survey active membership for feedback/direction for the program.
November •Close survey for response. Review membership feedback for program development.
•Identify program theme.
December •Communication to be sent to all who responded to with interest in the program.
•Send requests to selected mentee candidates for applications and resume.
January •Finalize program outline to be sent to chapter leadership and committee chairpersons for review.
•Mentee applications and resumes due.
•Complete phone screening of participants.
February •Host program overview Q&A sessions for mentors and mentees separately.
•Host tele-presence session to introduce mentees and mentors virtually.
Southern California Black Professional Group Leadership and Development Committee 5
•Host tele-presence session to introduce mentees and mentors virtually.
•Program kick-off event to announce pairings to chapter membership.
6. 2014 Program Outline & Timeline
Month Action to be Completed
February •Opening tele-presence session for program unveil and pairing introductions.
•Annual program launch event with announcement of pairings.
March •Mentor to provide a suggested reading to their mentee.
•Mentor and mentee to collectively identify their mentorship project direction/focus.
•Quarterly Tele-Presence Session
•Developing Your Professional Identity by Adrienne Reed (Officer; Senior Operations Manager)
April •Mentor to leverage additional Harvard business review article for discussion with mentee.*
•Mentor/mentee to complete a volunteer effort.*
May •Quarterly Tele-Presence Session
•Professional Resilience, The Power in “NO” by Lanan Clark (VP; Market PMD Manager—Merrill Lynch)
June •Mentor and mentee to have had at least one face-to-face scheduled meeting prior to this point.
•Events coordinated for the program by the committee will not qualify for this requirement.
Southern California Black Professional Group Leadership and Development Committee 6
•Events coordinated for the program by the committee will not qualify for this requirement.
July •Mentor to select applicable TED Talk for discussion with mentee. (Leverage new eLearning, getAbstract series)*
August •Quarterly Tele-Presence Session
•The Importance of Role Diversity by Jordan King (Officer; Regional Business Development Officer)
September •Mentees to support Band 4 Talent Planning Session and Speaker Series events.
•Mentor and mentee to have had at least two face-to-face scheduled meetings prior to this point.
•Events coordinated for the program by the committee will not qualify for this requirement.
October •Mentor/mentee to complete a volunteer effort.*
November •Mentor project presentations due.
December •Quarterly Tele-presence Session
•Mentorship vs. Sponsorship by Geri Thomas (SVP; Human Resources Executive II)
•Closing event in collaboration with the chapter year end celebration.
*optional suggested activities for mentors to leverage
7. Mentors Mentees
Founding Committee
Support
New Committee Member
Partner
Brenton Hamlet Drake Scott Charisse Anderson Steve Morgan
Caroline Brown Gordon Beck Jr. Charisse Anderson Lisa Young
Ceclio “Cess” Payne Kareem Binion Janice Neal Jerressia Edwards
Adrienne Reed Rasheeda Williams Janice Neal Rikkilynn Phillips-Dowell
Steve Morgan Jose M. Ruiz Charisse Anderson Meschelle Mitchell
Andrew Cromwell Tyrene Barnett Janice Neal Stephanie Oliveras
Dedde Hundessa Marc Thomas Jennifer Jeffries Antonio Coles
2014 Pairings and Support
Dedde Hundessa Marc Thomas Jennifer Jeffries Antonio Coles
Marcus Johnson Stephanie Oliveras Jennifer Jeffries Chatman Dunbar
Charisse Anderson RoseAnn Djelmane Adrienne Reed Jerressia Edwards
Vera Stewart Levetta Betts Robin White Meschelle Mitchell
Malgy Blue Jerressia Edwards Jennifer Jeffries Antonio Coles
Michael Guthrie Sora Sylvers Adrienne Reed Stephanie Oliveras
Michelle Avan Katrina Scott Robin White Rikkilynn Phillips-Dowell
Dawn Belton Deanna Sutton Adrienne Reed Arcadia Williams
Kiesha Nix Lorraine Boyd Robin White Lisa Young
Southern California Black Professional Group Leadership and Development Committee 7
8. Project Details
Each mentor/mentee pair will be responsible for a project to be completed at the close of a program.
-5-10 minute presentation reflecting the mentee’s understanding of the program theme (2014—branding)
-Leverage Harvard Business Review article, “Five Steps to Building Your Personal Leadership Brand” by Dave
Ulrich and Norm Smallwood (included in program packet)
-Project should leave audience with clear understanding of the mentee’s brand, career outlook, and what
the mentee wants to be known by professionally
-Project should also highlight any branding tips and best demonstrated practices the mentee gained from
their mentor
-The presentation can be submitted with or without visual support, leverage PowerPoint presentation,
science boards, etc. Formatting is completely up to the mentee/mentor pair to decide
-Presentations will be completed via tele-presence meeting in December
Additional Program Details
Applicant Participants
Members who applied to participate in the mentor program that were not selected to move forward will have
the opportunity to participate in group developmental opportunities along with the selected candidates. This
includes quarterly tele-presence sessions, volunteer efforts, etc. Events open to applicant participation include:
-Program launch event with announcement of pairings. (2014—Black History Celebration)
-Quarterly Tele-presence Sessions
!Resume Building and Email Etiquette/BDPs by Adrienne Reed (Officer; Senior Operations Manager)
!Professional Resilience by Lanan Clark (VP; Market PMD Manager—Merrill Lynch)
!The Importance of Role Diversity by Jordan King (Officer; Regional Business Development Officer)
!Mentorship vs. Sponsorship by Geri Thomas (SVP; Human Resources Executive II)
Southern California Black Professional Group Leadership and Development Committee 8
9. For more information about
the mentor program please
contact any member of the
Leadership & Development
committee or our program
sponsor—co-Chairperson,
Malgy Blue.
Thank You,
The Southern California BPG
Leadership & Development
Committee
10. Committee Chairpersons E-Mail Address & Location Phone Number
Charisse Anderson
Senior Vice President; Senior Group Operations Manager
Enterprise Customer Relations—Office of the CEO & President
charisse.anderson@bankofamerica.com
Simi Valley, CA
(805) 520-2713
(818) 324-9522
Adrienne Reed
Officer; Senior Operations Manager
Enterprise Customer Relations—Office of the CEO & President
adrienne.reed@bankofamerica.com
Pasadena, CA
(714) 512-0546
Committee Information
Committee Member Job Title Line of Business Location
La Creasha Colette Clark Customer Relationship Manager II CRM Level Zero—Home Loans Brea, CA
Antonio Coles AVP; Customer Service Team Manager Premier Card Servicing Pasadena, CA
Chatman Dunbar Customer Service and Sales Specialist II Premier Card Servicing Pasadena, CA
Southern California Black Professional Group Leadership and Development Committee 10
Chatman Dunbar Customer Service and Sales Specialist II Premier Card Servicing Pasadena, CA
Jerressia Edwards Proficiency Coach I DSCR Proficiency Coaches Brea, CA
Jennifer Jeffries AVP; Customer Service Team Manager Premier Card Servicing Pasadena, CA
Meschelle Mitchell Collector II Government Collections West Hills, CA
Steve Morgan SVP; Business Control Manager Business Support/Associate Engagement Simi Valley, CA
Janice Neal AVP: Senior Business Control Specialist Home Loans Process and Design Los Angeles, CA
Stephanie Oliveras VP; Senior Credit Products Officer CREB Credit Products Los Angeles, CA
Rikkilynn Phillips-Dowell Customer Relationship Manager II CRM Complaint Resolution Brea, CA
Robin White AVP; Sales Support Associate Commercial Banking Century City, CA
Arcadia Williams Personal Banker Retail Banking Brea, CA
Lisa Young Private Wealth Associate Private Banking & Investments Group Century City, CA