This document discusses mentor/mentee relationships and provides guidance on building productive relationships. It begins by outlining four guiding questions, including why to invest in mentoring and what to expect from healthy relationships. It then defines mentoring as a personal and professional relationship that develops over time. Productive relationships require perspective-taking and benefiting both parties. Differences between mentors and mentees don't preclude success when mentees learn diverse skills. Strategies like clarifying expectations, questioning assumptions, and navigating conflicts can help ensure advising sessions are productive. Healthy relationships provide learning both concrete and intuitive skills through observation.
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Addressing Diversity in Mentoring Relationships - Leadership Alliance - Steve...Steve Lee
This workshop, "Addressing Diversity in Mentoring Relationships through Case Studies", was provided for the Leadership Alliance Faculty Retreat on Mentoring Diverse Scholars at Hunter College on April 29, 2016.
Dr. Edgar Blevins, Professor of Mechanical Engineering at Southern University in Baton Rouge, gave a presentation on Choosing Faculty Mentors and your Communities to foster academic success.
Mentoring is a one-to-one relationship to promote the professional and personal growth of a mentee. A mentor provides essential information, gives feedback, encourages, provides emotional support and promotes their mentee to others whenever possible.
Effective strategic mentoring can improve the development of high potentials and improve the global interoperability of your organization.
Strategic Mentor is one of the Learning Paths we offer within our One World Curriculum, which delivers thought leadership in Managerial, Global and Virtual Capabilities. We offer radical flexibility by utilizing virtual classrooms, e-learning, webcasts, apps, forums and other online tools, such as the Country Navigator.
Contact us today to find out more: enquiries@tmaworld.com
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This slideshare is provided by Dianne Rees, a writer and instructional designer at Atomic Meme.
Discussion 2 Key Life Area Goals, Objectives, and Action PlansNowVinaOconner450
Discussion 2: Key Life Area Goals, Objectives, and Action Plans
Now that you have submitted your completed Capstone Project, it is time to look back on your work and reflect through the creation of a brief slideshow presentation. This will also provide other class members with the opportunity to share their own work and garner new information from yours.
Assignment:
Respond to two of your colleagues’ PowerPoints that contain a perspective other than yours. Your response will typically be 2–3 paragraphs in length, as a general expectation.
· View Two (2) of Colleagues’ powerpoint presentation “See attachment”
· Share an insight about what you learned from having read your colleagues’ postings and discuss how and why your colleague’s posting resonated with you professionally and personally. (Note: This may be a great opportunity to help you think about passions you share with your colleagues who could become part of your Walden network.)
· Offer an example from your experience or observation that validates what your colleague discussed.
· Offer specific suggestions that will help your colleague build upon his or her perceptions as a leader.
· Offer further assessment from having read your colleague’s post that could impact a leader’s effectiveness.
· Share how something your colleague discussed changed the way you consider your own leadership qualities.
· See Colleagues Powerpoint
· No plagiarism
1st Colleague – Jimena Patane
RE: Discussion 1: Research Paper Track - Week 7
Top of Form
Conclusion
The research shows that forgiveness is a skill that leads to resolving conflicts between people in organizations by preserving and strengthening the relationships. Strong relations lead to positive change, better levels of well-being, higher employee engagement, and profitability. Organizations should address the act of forgiveness as a way to promote collaboration and build trust with employees.
Forgiveness is a crucial component of effective conflict management and provides employees with psychological safety. Designing environments that not only reduce stress and anxiety but also foster relationships results in higher levels of engagement and productivity.
Ayoko (2008) describes the potential reactions and emotions people face during a conflict:
· Aggressive Emotions: Distrustful, resentful, angry
· Positive Receptive Emotions: Confident, curious, optimistic
· Avoidant Emotions: fearful, vulnerable, uncertain
The know-how to manage the process and feelings during conflict would help influence how relationships evolve in an organization.
Recommendation
The secret is in institutionalizing mechanisms to manage conflict effectively. Not to be confused with micromanaging employee relationships. It means to pay attention to our behaviors and talk about them. It means to train leaders and employees on how conflict is managed and why it is important to forgive, and the impact on the relationships and the workplace culture.
The recommendatio ...
An overview of the PREP model that is utilized at Michigan State University. PREP helps doctoral students achieve success in both academic and nonacademic realms.
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Professional development webinar for Virginia Tech's Department of Agricultural, Leadership, and Community Education (ALCE), hosted by the Graduate Student Council (GSC).
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This workshop, "Addressing Diversity in Mentoring Relationships through Case Studies", was provided for the Leadership Alliance Faculty Retreat on Mentoring Diverse Scholars at Hunter College on April 29, 2016.
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Discussion 2: Key Life Area Goals, Objectives, and Action Plans
Now that you have submitted your completed Capstone Project, it is time to look back on your work and reflect through the creation of a brief slideshow presentation. This will also provide other class members with the opportunity to share their own work and garner new information from yours.
Assignment:
Respond to two of your colleagues’ PowerPoints that contain a perspective other than yours. Your response will typically be 2–3 paragraphs in length, as a general expectation.
· View Two (2) of Colleagues’ powerpoint presentation “See attachment”
· Share an insight about what you learned from having read your colleagues’ postings and discuss how and why your colleague’s posting resonated with you professionally and personally. (Note: This may be a great opportunity to help you think about passions you share with your colleagues who could become part of your Walden network.)
· Offer an example from your experience or observation that validates what your colleague discussed.
· Offer specific suggestions that will help your colleague build upon his or her perceptions as a leader.
· Offer further assessment from having read your colleague’s post that could impact a leader’s effectiveness.
· Share how something your colleague discussed changed the way you consider your own leadership qualities.
· See Colleagues Powerpoint
· No plagiarism
1st Colleague – Jimena Patane
RE: Discussion 1: Research Paper Track - Week 7
Top of Form
Conclusion
The research shows that forgiveness is a skill that leads to resolving conflicts between people in organizations by preserving and strengthening the relationships. Strong relations lead to positive change, better levels of well-being, higher employee engagement, and profitability. Organizations should address the act of forgiveness as a way to promote collaboration and build trust with employees.
Forgiveness is a crucial component of effective conflict management and provides employees with psychological safety. Designing environments that not only reduce stress and anxiety but also foster relationships results in higher levels of engagement and productivity.
Ayoko (2008) describes the potential reactions and emotions people face during a conflict:
· Aggressive Emotions: Distrustful, resentful, angry
· Positive Receptive Emotions: Confident, curious, optimistic
· Avoidant Emotions: fearful, vulnerable, uncertain
The know-how to manage the process and feelings during conflict would help influence how relationships evolve in an organization.
Recommendation
The secret is in institutionalizing mechanisms to manage conflict effectively. Not to be confused with micromanaging employee relationships. It means to pay attention to our behaviors and talk about them. It means to train leaders and employees on how conflict is managed and why it is important to forgive, and the impact on the relationships and the workplace culture.
The recommendatio ...
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2. Unlocking the Potential of
Mentor/Mentee Relationships
PRESENTED BY
DR. ERIC KAUFMAN
August 19, 2021
3.
4. Guiding Questions for this Session:
1. Why invest in the mentoring
relationship?
2. What if my advisor is really
different from me?
3. How can I help ensure
productive advising sessions?
4. What can I expect from a
healthy mentoring relationship?
6. What is a Mentor?
“In academics, mentor is often used
synonymously with faculty adviser. A
fundamental difference between
mentoring and advising is more than
advising; mentoring is a personal, as well
as, professional relationship. An adviser
might or might not be a mentor, depending
on the quality of the relationship. A
mentoring relationship develops over an
extended period, during which a student's
needs and the nature of the relationship
tend to change. A mentor will try to be
aware of these changes and vary the
degree and type of attention, help, advice,
information, and encouragement that he
or she provides.” (NAS, 1997, p. 1)
7. Great Mentorship
New research
shows “mentorship
is indeed beneficial
—especially when
mentors pass
down unwritten,
intuitive forms of
knowledge.”
Allen, S. (2020, July 7). What’s the Secret Ingredient
to Great Mentorship? KelloggInsight.
https://insight.kellogg.northwestern.edu/article/grea
t-mentorship-research
Ma, Y., Mukherjee, S., & Uzzi, B. (2020). Mentorship
and Protégé Success in STEM Fields. Proceedings
of the National Academy of Sciences. 117(25),
14077–83.
https://doi.org/10.1073/pnas.1915516117
10. What if My Advisor is Really
Different from Me?
11.
12. “You see people who think
it’s not much more than
stapling a bunch of CVs to
the back of a proposal. They
don’t realize that it takes
time to build a relationship.”
(Excerpt from Nature article by Heidi Ledford, 2015)
13. Allen, S. (2020, July 7). What’s the Secret Ingredient
to Great Mentorship? KelloggInsight.
https://insight.kellogg.northwestern.edu/article/grea
t-mentorship-research
Ma, Y., Mukherjee, S., & Uzzi, B. (2020). Mentorship
and Protégé Success in STEM Fields. Proceedings
of the National Academy of Sciences. 117(25),
14077–83.
https://doi.org/10.1073/pnas.1915516117
Great Mentorship
“‘Mini-mes’ don’t
necessarily
thrive. Protégés
are most
successful when
they work on
different topics
than their
mentors.”
19. How Can I Help Ensure
Productive Advising
Sessions?
20. Exploring Strategies for Success
21
What strategies
contribute to a healthy
mentor-mentee
relationship?
21. Student-Advisor
Expectation Scales
22
For each item, why does the
advisor or student think that this
is the best way to proceed?
Which items are non-
negotiable? Which can be
discussed and determined
together?
In which ways does the advisor
tailor their modus operandi to
the individual student? Why
does the faculty member
change their MO? Does the
advisor take into account the
student’s personality,
background experiences, stage
in graduate studies, or other
factors?
What other expectations does
the advisor and student have of
each other? When and how
should students ask for
clarification of expectations?
22. QUESTIONING THE KNOWN
“Thinking like a scientist
involves more than just
reacting with an open
mind. It means being
actively open-minded.”
― Adam Grant
25. What Can I Expect from a
Healthy Mentoring
Relationship?
26. Great Mentorship
“Mentees aren’t just
learning concrete skills
from their mentors.
They’re also picking up
how their mentors come
up with research
questions, how they
brainstorm, how they
interact with
collaborators, and so
on—knowledge that is
difficult to codify and
often learned by doing.”
Allen, S. (2020, July 7). What’s the Secret Ingredient
to Great Mentorship? KelloggInsight.
https://insight.kellogg.northwestern.edu/article/grea
t-mentorship-research
Ma, Y., Mukherjee, S., & Uzzi, B. (2020). Mentorship
and Protégé Success in STEM Fields. Proceedings
of the National Academy of Sciences. 117(25),
14077–83.
https://doi.org/10.1073/pnas.1915516117
28. FORMULA FOR INTELLIGENT DISOBEDIENCE
1. Understand: Understand the mission, goals, and values
of the group.
2. Examine: Clarify orders as needed, then pause to further
examine them.
3. Choose: Make a conscious choice to comply or resist.
○ Offer an acceptable alternative when there is one.
4. Own It: Assume personal accountability for your choice,
recognizing that you are accountable for obedience.