Healthcare Businesswomen's Association Mentoring Brochure
•
0 likes•131 views
With 20 chapters throughout the United States and Europe, over 8,000 members, and more than 120 Corporate Partners and Fortune 500 organizations, the HBA accomplishes its mission through strong business networks, education, research, advocacy and recognition for individuals and companies. For more information, visit www.hbanet.org.
Report
Share
Report
Share
Download to read offline
Recommended
Abc of capacity building and employee performance
This document discusses capacity building, which involves developing the skills, resources, structures, and commitment of organizations and individuals to improve health. It defines capacity building and discusses its importance and components. Capacity building aims to enhance the ability of organizations at all levels to address social determinants of health inequities. It involves developing competencies through training as well as institutional measures like funding and policies. The key components identified include awareness raising, developing evidence and information, organizational development, skills development, partnership development and leadership, and policy development.
Cb asa 04.20.11
The Chicago Bridge Mentorship Program aims to provide professional development opportunities for emerging aging professionals. A pilot program in 2010 matched 16 pairs of mentors and mentees who met monthly. Evaluations found mentees grew professionally and mentors felt they contributed to the future of the field. Based on lessons from the pilot, the 2011 program improved structure, communication, and expectations. The program continues to support emerging leaders in aging.
Capacity Building
Capacity building is a set of activities and decisions that strengthens an organization’s operations and enables it to better achieve its MISSION.
Introduction to organizational capacity assessment
The document discusses organizational capacity assessment and building. It begins by providing an analogy comparing organizational development to building a cathedral, where each person's role contributes to the larger goal even if they never see it completed. It then outlines the McKinsey tool and elements of analysis used for the assessment, which examines aspirations, strategies, skills, resources, systems, structure, and culture. The document provides guidance on conducting the assessment, emphasizing clear objectives, management commitment, participatory involvement, and patience. It concludes by outlining the planned group assessments for the exercise.
Partnerships and capacity building
The document provides information about partnerships and capacity building. It discusses the importance of building staff capacity to build a great organization. It then defines various terms related to organizational structure and governance. The document outlines the partnership life cycle process involving identifying, planning, implementing and reviewing partnerships. It discusses challenges local NGOs may face in partnering with international organizations and provides tips for creating successful partnerships based on principles like equality, transparency and responsibility. Finally, it explains the purpose of conducting an organizational capacity assessment to establish baselines and identify capacity building needs between partner organizations.
New Frameworks for Measuring Capacity and Assessing Performance
If we start with the assumption that — in order to improve our social sector as a whole — those who do the work to strengthen our communities (the nonprofits) are equally as critical as those responsible for providing the resources for the work to get done (the foundations), then why wouldn’t we expect all social sector actors to build their capacity? How do we know when our grantees and our foundations are becoming more effective and impactful as a result of our capacity investments, organizational development efforts and technical assistance? What does a high performing organization or foundation look like? And can we measure that?
This presentation, provided during the Grantmakers for Effective Organizations 2016 National Conference in Minneapolis, reviews and demonstrates existing resources for assessing nonprofit and foundation capacity and effectiveness. Speakers introduced the pros and cons of a variety of rubrics in use in the field and offered guidance on how funders decide on the right fit for the desired purpose. Grantmaker peers also shared how they used different frameworks and tools to assess individual nonprofits and grantee cohorts. Session participants left with increased awareness of the importance of the facilitator’s role in interpreting data gleaned from assessments and of the data collection methods most appropriate for their organization.
Association Content Strategies in a Changing World
This document discusses research conducted on content strategy among associations. Key findings include:
1) Interviews with 15 associations found that content strategy is most successful when it has buy-in from leadership and allocates appropriate resources across the organization.
2) Larger associations are more likely to have formalized content strategies in place compared to smaller ones.
3) A change in leadership or rebranding can provide an opportunity to catalyze the adoption of a content strategy.
4) Content strategy works best when championed by an individual and allowed to evolve and demonstrate value over time.
The document highlights that content strategy applies to all types of content an organization produces, not just marketing, and means different
Mentoring definitions
How mentoring is defined by the THRIVE Mentoring scheme. Mentoring can be applied to many different contexts, this powerpoint explains what mentoring means to us in a careers capacity.
Recommended
Abc of capacity building and employee performance
This document discusses capacity building, which involves developing the skills, resources, structures, and commitment of organizations and individuals to improve health. It defines capacity building and discusses its importance and components. Capacity building aims to enhance the ability of organizations at all levels to address social determinants of health inequities. It involves developing competencies through training as well as institutional measures like funding and policies. The key components identified include awareness raising, developing evidence and information, organizational development, skills development, partnership development and leadership, and policy development.
Cb asa 04.20.11
The Chicago Bridge Mentorship Program aims to provide professional development opportunities for emerging aging professionals. A pilot program in 2010 matched 16 pairs of mentors and mentees who met monthly. Evaluations found mentees grew professionally and mentors felt they contributed to the future of the field. Based on lessons from the pilot, the 2011 program improved structure, communication, and expectations. The program continues to support emerging leaders in aging.
Capacity Building
Capacity building is a set of activities and decisions that strengthens an organization’s operations and enables it to better achieve its MISSION.
Introduction to organizational capacity assessment
The document discusses organizational capacity assessment and building. It begins by providing an analogy comparing organizational development to building a cathedral, where each person's role contributes to the larger goal even if they never see it completed. It then outlines the McKinsey tool and elements of analysis used for the assessment, which examines aspirations, strategies, skills, resources, systems, structure, and culture. The document provides guidance on conducting the assessment, emphasizing clear objectives, management commitment, participatory involvement, and patience. It concludes by outlining the planned group assessments for the exercise.
Partnerships and capacity building
The document provides information about partnerships and capacity building. It discusses the importance of building staff capacity to build a great organization. It then defines various terms related to organizational structure and governance. The document outlines the partnership life cycle process involving identifying, planning, implementing and reviewing partnerships. It discusses challenges local NGOs may face in partnering with international organizations and provides tips for creating successful partnerships based on principles like equality, transparency and responsibility. Finally, it explains the purpose of conducting an organizational capacity assessment to establish baselines and identify capacity building needs between partner organizations.
New Frameworks for Measuring Capacity and Assessing Performance
If we start with the assumption that — in order to improve our social sector as a whole — those who do the work to strengthen our communities (the nonprofits) are equally as critical as those responsible for providing the resources for the work to get done (the foundations), then why wouldn’t we expect all social sector actors to build their capacity? How do we know when our grantees and our foundations are becoming more effective and impactful as a result of our capacity investments, organizational development efforts and technical assistance? What does a high performing organization or foundation look like? And can we measure that?
This presentation, provided during the Grantmakers for Effective Organizations 2016 National Conference in Minneapolis, reviews and demonstrates existing resources for assessing nonprofit and foundation capacity and effectiveness. Speakers introduced the pros and cons of a variety of rubrics in use in the field and offered guidance on how funders decide on the right fit for the desired purpose. Grantmaker peers also shared how they used different frameworks and tools to assess individual nonprofits and grantee cohorts. Session participants left with increased awareness of the importance of the facilitator’s role in interpreting data gleaned from assessments and of the data collection methods most appropriate for their organization.
Association Content Strategies in a Changing World
This document discusses research conducted on content strategy among associations. Key findings include:
1) Interviews with 15 associations found that content strategy is most successful when it has buy-in from leadership and allocates appropriate resources across the organization.
2) Larger associations are more likely to have formalized content strategies in place compared to smaller ones.
3) A change in leadership or rebranding can provide an opportunity to catalyze the adoption of a content strategy.
4) Content strategy works best when championed by an individual and allowed to evolve and demonstrate value over time.
The document highlights that content strategy applies to all types of content an organization produces, not just marketing, and means different
Mentoring definitions
How mentoring is defined by the THRIVE Mentoring scheme. Mentoring can be applied to many different contexts, this powerpoint explains what mentoring means to us in a careers capacity.
Organizational Capacity Assessment Tool
These slides are from a session presented at the November 12-13 "Hacking Social Impact: Unconference" with a spotlight social entrepreneurship, impact investment. This session discussed assessing organizations capacity from the perspective of my work as a volunteer partner with Social Venture Partners Portland.
For more on the conference http://socialventuresociety.org/unconference/
How to ensure successful leadership and capacity building in your organisatio...
In this free webinar Elise Sernik, Founder of Leadership Space, and Director of People for Purpose provides the tools, ideas and perspectives which will help to make you more successful in your leadership roles.
Watch the on demand webinar at www.blackbaud.com.au/notforprofit-events/webinars/past
Professional Development Tools to Help Enhance Your Career
This document discusses professional development tools and strategies to enhance nonprofit careers. It summarizes findings from a 2013 needs assessment of Michigan nonprofits, which found that the top training needs were board training, program evaluation, and technology/communications. Nonprofits preferred workshops that were half a day or less and located within 50 miles. The document recommends that professional development be offered in shorter segments, be relevant to both individual needs and sector standards, and consider a more comprehensive approach incorporating on-the-job learning and relationships. It introduces a talent development platform and competency model to help nonprofits develop professional development goals and evaluate outcomes.
Capacity building u nder pepfar ii final cobranded template final 9 20 (2)
The document discusses designing a capacity building program for a district health team in partnership with the Ministry of Health. It lists interventions that should be considered like building leadership capacity, ensuring the program aligns with national priorities, and sustainability. It emphasizes that capacity building takes time and programs should focus on ongoing functioning, not just implementing specific programs. Monitoring and evaluation are also essential to build an evidence base.
Community capacity building
This is the project covered by me and my collegue to build the capacity of a community and design a training where they were having a problem. We selected our community a SHG of Apsinga village located in Maharashtra.
3million
The document discusses using social media and traditional networking effectively to find job candidates. It provides 5 rules for social media recruiting: don't just share jobs, have conversations, align career and corporate brands, build talent communities where your audience is, and remember it is still evolving. It also includes examples of job descriptions for a Recruiting Manager and Financial Consultant position.
Talent Development in Michigan Nonprofit Organizations
This document summarizes a study on talent development and professional development needs in Michigan nonprofits. Some key findings include:
- Many nonprofits offer PD training to staff (73%) and board (51%) but on average only allocate 2% of annual budgets to PD.
- Top training needs identified were board training, program evaluation, and technology/communications.
- Preferred PD formats were workshops under half a day, located within 50 miles, often on Thursday mornings.
- Recommendations include offering shorter PD segments, ensuring relevance to individuals and sector standards, and considering PD in a more comprehensive way beyond just workshops.
5 Types of Modern Mentoring That Can Benefit Your Organization
Modern mentoring goes beyond the traditional one-to-one mentoring model that has been adapted through the years. Traditional mentoring is still popular, but with the increasing number of millennials joining the workforce, organizations are beginning to include more contemporary forms of mentoring. These programs embrace a new approach where everyone is considered equal, rather than senior or junior, and the mentoring environments are more casual or even virtual.
In this webinar, we discussed 5 modern mentoring concepts that can facilitate learning within your organization that is more agile and allows for a larger possibility of knowledge sharing.
Flash Mentoring – How does it work?
Virtual Mentoring – What are the pros and cons?
Group Mentoring – Advantages and Disadvantages.
Reverse Mentoring- How to make this relationship successful.
Speed Mentoring- How is it beneficial?
Soft Skills Create Hard Wins for Your SME
Despite soft skills being so critical to business success, many business owners have a soft skills gap. What can you do about it?
How to Find More Prospects for Your Membership Organization
The document provides tips for growing membership in an organization. It recommends encouraging current active members to invite colleagues and associates to join. The document also suggests promoting the organization on professional networking websites, planning events to reconnect with inactive past members, and collaborating with related community groups. Additionally, it advises taking advantage of social media platforms and redesigning strategies to attract new talented members.
Making Organisational Strategy Through Project People
Making Organisational Strategy Through Project People - a presentation to PMI Portugal, November 2014.
Projects are the tools for implementing the strategy of the organisation and project managers of course manage the projects through to successful completion enabling the organisation to meet their strategic goals.
It sounds simple yet the project management industry the world over still struggles to gain successful outcomes on a regular and repeatable basis.
In this presentation, Lindsay Scott, Director of Arras People, a UK based project management recruitment and careers specialist, focuses on the most important factor for success – the people.
Focusing on the project management skills, competencies and capability across the project management organization, this session takes a look at what organizations are looking and asking for today in their project people and what project practitioners can focus on to ensure they are considered as top talent in any project organization.
Lindsay Scott is a Director at Arras People, working with organisations and project practitioners for over 12 years in programme, project and PMO. She’s also PMI’s Career Columnist for PM Network and Co-Editor of the Gower Handbook of People in Project Management. She can be found on Twitter @projectmgmt and www.arraspeople.co.uk.
The Power of an Engaged and Practive Advisory Board Member
Successful academies have leader who set the pace, lead by example, and generate energy to ignite others. This type of leadership can be embodied by a board chair, a director, an administrator, and other community leaders. This workshop will cover leadership strategies and tools to align leaders, inspire people to support academies and keep advisory board members engaged.
Creating Successful Mentoring Relationships as a Mentor and a Mentee
Presentation given by Helvio Pichamone Candido Jr. and Haresh Ramchandani at the 2013 Rotaract Preconvention Meeting in Lisbon, Portugal.
Mentoring Program Brochure - Final
The AFFLINK Mentoring Program was designed by the Emerging Executives Steering Committee to foster professional growth and networking through mentoring relationships based on familiarity, respect and confidentiality. The program aims to create a mutually beneficial relationship between mentors and mentees, bridging generations and creating value. Spending time with a peer through mentoring can spark change in one's business and start a meaningful relationship with a trusted colleague.
BSCF_CapacityCase_FINAL_2015-01-06
BSCF realized that to achieve its mission of ensuring access to affordable and effective healthcare and ending domestic violence, it needed to invest in building the capacity of nonprofit organizations in the community health and domestic violence fields. It employed a unique approach of building capacity at the field level rather than just focusing on individual organizations. This involved providing operating capital, leadership development programs, technical assistance, and network support. While the paths differed for each field, the outcomes have been similar and have helped strengthen organizations, develop new leaders, enhance skills and collaboration, and improve the overall systems of care.
Kahn mentoring for success3 2009
This document discusses mentoring and mentoring programs. It provides information on defining different types of mentors, including scholarly mentors, co-mentors, career mentors and advisors. It also discusses responsibilities of mentors and mentees. The document outlines workshops provided by the UCSF-GIVI CFAR Mentoring Program and the need to recruit and train new mentors. It concludes that mentoring is important for career development but requires administrative support and funding to be effective.
Presentation of knowledge management
The document outlines guidelines for developing an effective knowledge service. It discusses key components including knowledge service contributors such as knowledge analysts, engineers, and managers. It also examines models of service provision such as centralized, local, and blended services. The document emphasizes that the knowledge service should support organizational goals, increase capacity, and motivate knowledge sharing. It also stresses the importance of promoting and funding the knowledge service to ensure it is known, used, and valued by the organizational community.
Professionalisation of volunteer management
The document discusses professionalizing the field of volunteer management. It addresses six components of developing a profession: 1) defining the specialized knowledge, 2) determining the scope, 3) establishing practice models, 4) criteria for entry, 5) framework for ongoing development, and 6) ethical principles. For each, it poses questions for the field of volunteer management. It also shares results of a survey on next steps, finding members want development of good practice guides, training, and reflective learning materials. The overall aim is to move the field together by focusing on principles and reflective practice.
Mentoring Programs within Organizations
The document discusses mentoring programs and their benefits for employee retention, succession planning, and skill development. It describes how mentoring allows senior employees to pass on knowledge and expertise to younger employees. The author provides details on the structure of effective mentoring programs, including the five stages of goal setting, initiation, cultivation, separation, and redefinition. The document also gives an example of the mentoring program implemented by Cox Enterprises, where the author participated. The mentoring program helped develop leadership skills and pass on the unique culture of the organization.
Creating A Successful Mentor Program
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.
DYC Summary Case Study Mar 16
The document summarizes the results of a career development program called the DYC Program. It describes how the 12-week program helped 80 participants by focusing on 5 key areas of personal and professional growth like career clarity, confidence, personal branding, communication skills, and work-life balance. Through various learning approaches and peer support, participants saw significant increases in perceived capabilities across these areas by the end of the program according to self-assessments. Participants reported benefits like improved career vision, networking, and confidence that enabled career advances. Testimonials highlighted how the program helped clarify goals and back oneself to make progress.
Community Spotlight Chamber Article
Nonprofit board governance involves defining a clear vision, developing an appropriate leadership model, and cultivating effective relationships. Common pitfalls include failing to clearly communicate a vision based on current needs, not having the right leadership model for the organization's stage of growth, and taking relationships for granted. Practical solutions involve strategic planning, training board members on different models, creating a board manual, assessing organizational culture, and prioritizing communication and inclusion. The document provides advice on nonprofit board governance from experts at Metro Volunteers, an organization that helps develop board talent.
More Related Content
What's hot
Organizational Capacity Assessment Tool
These slides are from a session presented at the November 12-13 "Hacking Social Impact: Unconference" with a spotlight social entrepreneurship, impact investment. This session discussed assessing organizations capacity from the perspective of my work as a volunteer partner with Social Venture Partners Portland.
For more on the conference http://socialventuresociety.org/unconference/
How to ensure successful leadership and capacity building in your organisatio...
In this free webinar Elise Sernik, Founder of Leadership Space, and Director of People for Purpose provides the tools, ideas and perspectives which will help to make you more successful in your leadership roles.
Watch the on demand webinar at www.blackbaud.com.au/notforprofit-events/webinars/past
Professional Development Tools to Help Enhance Your Career
This document discusses professional development tools and strategies to enhance nonprofit careers. It summarizes findings from a 2013 needs assessment of Michigan nonprofits, which found that the top training needs were board training, program evaluation, and technology/communications. Nonprofits preferred workshops that were half a day or less and located within 50 miles. The document recommends that professional development be offered in shorter segments, be relevant to both individual needs and sector standards, and consider a more comprehensive approach incorporating on-the-job learning and relationships. It introduces a talent development platform and competency model to help nonprofits develop professional development goals and evaluate outcomes.
Capacity building u nder pepfar ii final cobranded template final 9 20 (2)
The document discusses designing a capacity building program for a district health team in partnership with the Ministry of Health. It lists interventions that should be considered like building leadership capacity, ensuring the program aligns with national priorities, and sustainability. It emphasizes that capacity building takes time and programs should focus on ongoing functioning, not just implementing specific programs. Monitoring and evaluation are also essential to build an evidence base.
Community capacity building
This is the project covered by me and my collegue to build the capacity of a community and design a training where they were having a problem. We selected our community a SHG of Apsinga village located in Maharashtra.
3million
The document discusses using social media and traditional networking effectively to find job candidates. It provides 5 rules for social media recruiting: don't just share jobs, have conversations, align career and corporate brands, build talent communities where your audience is, and remember it is still evolving. It also includes examples of job descriptions for a Recruiting Manager and Financial Consultant position.
Talent Development in Michigan Nonprofit Organizations
This document summarizes a study on talent development and professional development needs in Michigan nonprofits. Some key findings include:
- Many nonprofits offer PD training to staff (73%) and board (51%) but on average only allocate 2% of annual budgets to PD.
- Top training needs identified were board training, program evaluation, and technology/communications.
- Preferred PD formats were workshops under half a day, located within 50 miles, often on Thursday mornings.
- Recommendations include offering shorter PD segments, ensuring relevance to individuals and sector standards, and considering PD in a more comprehensive way beyond just workshops.
5 Types of Modern Mentoring That Can Benefit Your Organization
Modern mentoring goes beyond the traditional one-to-one mentoring model that has been adapted through the years. Traditional mentoring is still popular, but with the increasing number of millennials joining the workforce, organizations are beginning to include more contemporary forms of mentoring. These programs embrace a new approach where everyone is considered equal, rather than senior or junior, and the mentoring environments are more casual or even virtual.
In this webinar, we discussed 5 modern mentoring concepts that can facilitate learning within your organization that is more agile and allows for a larger possibility of knowledge sharing.
Flash Mentoring – How does it work?
Virtual Mentoring – What are the pros and cons?
Group Mentoring – Advantages and Disadvantages.
Reverse Mentoring- How to make this relationship successful.
Speed Mentoring- How is it beneficial?
Soft Skills Create Hard Wins for Your SME
Despite soft skills being so critical to business success, many business owners have a soft skills gap. What can you do about it?
How to Find More Prospects for Your Membership Organization
The document provides tips for growing membership in an organization. It recommends encouraging current active members to invite colleagues and associates to join. The document also suggests promoting the organization on professional networking websites, planning events to reconnect with inactive past members, and collaborating with related community groups. Additionally, it advises taking advantage of social media platforms and redesigning strategies to attract new talented members.
Making Organisational Strategy Through Project People
Making Organisational Strategy Through Project People - a presentation to PMI Portugal, November 2014.
Projects are the tools for implementing the strategy of the organisation and project managers of course manage the projects through to successful completion enabling the organisation to meet their strategic goals.
It sounds simple yet the project management industry the world over still struggles to gain successful outcomes on a regular and repeatable basis.
In this presentation, Lindsay Scott, Director of Arras People, a UK based project management recruitment and careers specialist, focuses on the most important factor for success – the people.
Focusing on the project management skills, competencies and capability across the project management organization, this session takes a look at what organizations are looking and asking for today in their project people and what project practitioners can focus on to ensure they are considered as top talent in any project organization.
Lindsay Scott is a Director at Arras People, working with organisations and project practitioners for over 12 years in programme, project and PMO. She’s also PMI’s Career Columnist for PM Network and Co-Editor of the Gower Handbook of People in Project Management. She can be found on Twitter @projectmgmt and www.arraspeople.co.uk.
The Power of an Engaged and Practive Advisory Board Member
Successful academies have leader who set the pace, lead by example, and generate energy to ignite others. This type of leadership can be embodied by a board chair, a director, an administrator, and other community leaders. This workshop will cover leadership strategies and tools to align leaders, inspire people to support academies and keep advisory board members engaged.
Creating Successful Mentoring Relationships as a Mentor and a Mentee
Presentation given by Helvio Pichamone Candido Jr. and Haresh Ramchandani at the 2013 Rotaract Preconvention Meeting in Lisbon, Portugal.
Mentoring Program Brochure - Final
The AFFLINK Mentoring Program was designed by the Emerging Executives Steering Committee to foster professional growth and networking through mentoring relationships based on familiarity, respect and confidentiality. The program aims to create a mutually beneficial relationship between mentors and mentees, bridging generations and creating value. Spending time with a peer through mentoring can spark change in one's business and start a meaningful relationship with a trusted colleague.
BSCF_CapacityCase_FINAL_2015-01-06
BSCF realized that to achieve its mission of ensuring access to affordable and effective healthcare and ending domestic violence, it needed to invest in building the capacity of nonprofit organizations in the community health and domestic violence fields. It employed a unique approach of building capacity at the field level rather than just focusing on individual organizations. This involved providing operating capital, leadership development programs, technical assistance, and network support. While the paths differed for each field, the outcomes have been similar and have helped strengthen organizations, develop new leaders, enhance skills and collaboration, and improve the overall systems of care.
Kahn mentoring for success3 2009
This document discusses mentoring and mentoring programs. It provides information on defining different types of mentors, including scholarly mentors, co-mentors, career mentors and advisors. It also discusses responsibilities of mentors and mentees. The document outlines workshops provided by the UCSF-GIVI CFAR Mentoring Program and the need to recruit and train new mentors. It concludes that mentoring is important for career development but requires administrative support and funding to be effective.
Presentation of knowledge management
The document outlines guidelines for developing an effective knowledge service. It discusses key components including knowledge service contributors such as knowledge analysts, engineers, and managers. It also examines models of service provision such as centralized, local, and blended services. The document emphasizes that the knowledge service should support organizational goals, increase capacity, and motivate knowledge sharing. It also stresses the importance of promoting and funding the knowledge service to ensure it is known, used, and valued by the organizational community.
Professionalisation of volunteer management
The document discusses professionalizing the field of volunteer management. It addresses six components of developing a profession: 1) defining the specialized knowledge, 2) determining the scope, 3) establishing practice models, 4) criteria for entry, 5) framework for ongoing development, and 6) ethical principles. For each, it poses questions for the field of volunteer management. It also shares results of a survey on next steps, finding members want development of good practice guides, training, and reflective learning materials. The overall aim is to move the field together by focusing on principles and reflective practice.
Mentoring Programs within Organizations
The document discusses mentoring programs and their benefits for employee retention, succession planning, and skill development. It describes how mentoring allows senior employees to pass on knowledge and expertise to younger employees. The author provides details on the structure of effective mentoring programs, including the five stages of goal setting, initiation, cultivation, separation, and redefinition. The document also gives an example of the mentoring program implemented by Cox Enterprises, where the author participated. The mentoring program helped develop leadership skills and pass on the unique culture of the organization.
What's hot (19)
How to ensure successful leadership and capacity building in your organisatio...
How to ensure successful leadership and capacity building in your organisatio...
Professional Development Tools to Help Enhance Your Career
Professional Development Tools to Help Enhance Your Career
Capacity building u nder pepfar ii final cobranded template final 9 20 (2)
Capacity building u nder pepfar ii final cobranded template final 9 20 (2)
Talent Development in Michigan Nonprofit Organizations
Talent Development in Michigan Nonprofit Organizations
5 Types of Modern Mentoring That Can Benefit Your Organization
5 Types of Modern Mentoring That Can Benefit Your Organization
How to Find More Prospects for Your Membership Organization
How to Find More Prospects for Your Membership Organization
Making Organisational Strategy Through Project People
Making Organisational Strategy Through Project People
The Power of an Engaged and Practive Advisory Board Member
The Power of an Engaged and Practive Advisory Board Member
Creating Successful Mentoring Relationships as a Mentor and a Mentee
Creating Successful Mentoring Relationships as a Mentor and a Mentee
Similar to Healthcare Businesswomen's Association Mentoring Brochure
Creating A Successful Mentor Program
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.
DYC Summary Case Study Mar 16
The document summarizes the results of a career development program called the DYC Program. It describes how the 12-week program helped 80 participants by focusing on 5 key areas of personal and professional growth like career clarity, confidence, personal branding, communication skills, and work-life balance. Through various learning approaches and peer support, participants saw significant increases in perceived capabilities across these areas by the end of the program according to self-assessments. Participants reported benefits like improved career vision, networking, and confidence that enabled career advances. Testimonials highlighted how the program helped clarify goals and back oneself to make progress.
Community Spotlight Chamber Article
Nonprofit board governance involves defining a clear vision, developing an appropriate leadership model, and cultivating effective relationships. Common pitfalls include failing to clearly communicate a vision based on current needs, not having the right leadership model for the organization's stage of growth, and taking relationships for granted. Practical solutions involve strategic planning, training board members on different models, creating a board manual, assessing organizational culture, and prioritizing communication and inclusion. The document provides advice on nonprofit board governance from experts at Metro Volunteers, an organization that helps develop board talent.
Nonprofit Leadership Programme 2016
The document describes a leadership program designed by Capability Group for non-profit organizations in New Zealand. The program aims to provide practical skills over 7 months to help non-profit leaders drive change and organizational success. It involves workshops every 4-6 weeks on topics like vision, engagement, and change leadership. Between workshops, participants apply their learning on the job with manager support and peer coaching. The goal is to develop strategic, influential leaders who can reduce staff turnover and collaborate across the non-profit sector.
SB-House-Of-Commons-Case-Study-Web
This document discusses peer-to-peer mentoring programs. It provides an example of a peer mentoring program established by the House of Commons called Parliagender. The program aimed to support senior female staff and increase gender equality. External mentors were recruited and matched with mentees. Feedback from mentees found the program beneficial, increasing their confidence, skills, and career aspirations. Mentees reported gaining a new perspective on themselves and their work through the program.
capactionguidefornonprofi
This document provides an overview of coaching in the nonprofit sector. It defines coaching as a confidential process where a coach provides customized support to nonprofit leaders over a limited period of time to help them make conscious decisions and take actions that will help their organizations succeed. Coaching is presented as a way to increase self-awareness and management skills for nonprofit leaders, as well as provide a safe space for reflection. While still emerging, coaching is seen as an effective tool for leadership development that can contribute to both individual leader growth and organizational success when implemented strategically.
Value Of Mentoring
Mentoring involves a developmental partnership where one person shares knowledge and perspective to foster the personal and professional growth of another. Mentoring relationships exist in many contexts like hospitals, universities, schools, corporations, and non-profits. Studies show mentoring improves employee retention, leadership skills, career advancement and job satisfaction for both mentors and protégés. It also benefits organizations by developing leadership, sharing knowledge, and aligning employees with business goals. Effective mentoring programs set clear goals, gain leadership support, hold leaders accountable, and measure outcomes.
attractingandrecruitingtalent-diverseteamsandinnovativepowerhouses-1502022000...
The document discusses strategies for organizations to attract and recruit diverse talent to build productive, innovative teams. It emphasizes that diversity and inclusion must be integrated throughout all aspects of an organization from planning to talent acquisition to employee retention. Specific strategies mentioned include comprehensive diversity and inclusion plans, partnerships with diverse associations, internship programs, and employee resource groups to engage underrepresented communities. The key is for organizations to develop an inclusive culture where all employees feel valued and empowered.
Attracting and Recruiting Talent: Diverse Teams are Innovative Powerhouses
Attracting and Recruiting Talent: Diverse Teams are Innovative PowerhousesCareer Communications Group
Attracting and Recruiting Talent: Diverse Teams are Innovative Powerhouses
Learning objective: Discuss strategies for successful recruiting strategies
Diversity is not just about colorful teams; it’s about colorful solutions. Organizations that successfully design and implement strong diversity strategies spark greater performance, motivation, and success. Differences capture broad thinking and enhance human performance and motivation. Most organizations understand the need for diversity and create plans, yet, there is something missing. In this seminar, understand how to recruit and attract diverse talent and transform your organization into an innovative powerhouse.
At the end of this seminar participants will be able to:
a. Identify what diverse talent pools look for in an organization
b. Explore elements of successful diversity strategies
c. Discover strategies to attract and retain top talent
d. Explore innovative recruitment resources2015 OrgConsult Document minus contact
Karen King offers organizational consulting services to mission-driven non-profits through her company OrgConsult. She has over 30 years of experience in nonprofit, healthcare, and public sectors. Her services include strategic planning, executive transitions, systems development, change management, accreditation and regulatory compliance, program development, staff and board training, meeting facilitation, and strategic messaging. Fees are tailored to each organization's needs and budget.
Hitachi Presentation
This document provides recommendations for Hitachi Consulting to promote women in the workplace. It recommends a three-pronged approach: expanding the vision through publicizing initiatives and a mission statement; increasing recruitment through scholarships and campus relationships; and enhancing retention with mentoring, flexible work arrangements, and transition support. Specific recommendations include declaring a commitment to diversity, highlighting successful women employees, and formalizing mentoring and coaching programs. Cultural considerations for different regions are also addressed. The recommendations aim to attract, develop, and retain top female talent.
Practice Paper: Addressing FAQs About Mentoring
This practice paper was prepared by Mr. Stanley Chak to share his insights on mentoring. Mr. Chak holds an MBA (Henley Management College) and an MS in E-Commerce Management (The Hong Kong University of Science & Technology).
Exec coaching-intro-generic
The document provides an overview of Think Talent Services' executive coaching model called NEWS. NEWS stands for a development framework that covers Why, Where to, How, and Why Not to help executives broaden their self-understanding, develop in identified areas, and build a coaching culture. The coaching process involves a questionnaire, 3-way meetings, 8-10 sessions over 6-8 months using tools like the 12 Box matrix and Greatness Model. Think Talent promotes the globally tested NEWS method and has alliances in over 40 countries. Customers praise how NEWS helped them clarify career direction and break emotional baggage through its structured yet flexible approach.
coaching
This document discusses the development of a coaching culture within organizations. It defines a coaching culture as one where coaching approaches are used by leaders and managers to engage and develop people in a way that improves individual, team and organizational performance for all stakeholders.
It outlines five levels of an organizational coaching culture - from espousing coaching in mission statements to having motivational roots where people are committed to lifelong learning and believe in collective performance through dialogue. The document also discusses common stages organizations go through in developing coaching, from ad hoc approaches to strategic coaching aligned with talent strategies. Finally, it argues that a coaching culture requires three pillars - a clear coaching strategy, linking coaching to culture change, and an integrating infrastructure.
Mentoring Training for PMI Metrolina Mentoring Program
This was a training program for both mentors and mentees. It was a kickofff to our mentoring program for 2013.
Fighting Hunger Together: Engaging Skilled Volunteers
Integrating skilled volunteers into your existing volunteer program is both exciting and scary. If you're thinking about adding skilled volunteers to your program, or if you've just started, this webinar can help you make the experience successful for both the volunteer and the organization. Navigating the introduction of the idea into your organization, developing the art of delegating work to volunteers, and setting achievable outcomes will be covered.
l4l flyer
This document discusses the importance of learning and leadership for learning. It states that learning is key to business transformation and growth, and that leading with learning in mind is essential for contemporary leadership. The document outlines a two-day program to help leaders better understand how people learn, communicate effectively to set up environments conducive for learning, inspire learning through varied teaching methods, and coach individuals' unique needs to develop a hunger for improvement.
Targeted Capacity Building - CCAT Webinar
Julie Simpson from TCC Group spends one-hour defining and discussing targeted capacity building, why it matters, who is (and should be) involved, and specifics about each entity's role. There is a heavy emphasis on the role of local consultants -- particularly those who are CCAT-certified facilitators (with information on HOW you can become certified - for free!).
Collaborative working and federating v7 june 15v2
The document discusses support from national experts for primary care providers and their teams to facilitate general practice being at the heart of local care under the Five Year Forward View. It outlines programmes and services from PCC to help create sustainable collaboration through federations, develop boards and systems, and put general practice at the heart of integrated population-based care. Testimonials praise PCC's professional and efficient approach to generating results and creating sustainable change.
Becoming a PR Leader: The Art and Science of Mentorship
Becoming a PR Leader: The Art and Science of MentorshipPlank Center for Leadership in Public Relations
For young professionals, having a mentor is often encouraged and touted; however, knowing how to find and effectively engage in such relationships is not necessarily easy or intuitive. This panel draws on primary and secondary research funded by the Plank Center for Leadership in Public Relations, the expertise of an employee engagement expert, and a public relations professional with experience in both corporate and agency settings to help attendees better understand and navigate mentoring relationships. Panelists will share both personal experiences and research insights derived from a survey of more than 400 millennial PR professionals; interviews with 50+ PR professionals and students across five countries; and a review of nearly 200 mentoring studies and articles. Specific topics include best organizational and interpersonal mentoring practices, mentoring’s role in growing diverse organizations and mentoring’s connection to leadership development.
By the end of this session, participants will be able to:
• Define what research tells us about mentorship’s value to PR practitioners in both the U.S. and abroad, and its link to PR leadership.
• Reflect on the different kinds of mentors (personal, academic, professional) and will learn about the importance of mentorship in growing diverse, inclusive workplaces.
• Analyze the 10 best organizational and interpersonal mentoring practices and will receive practical tips and advice for building and fostering them.
Features public relations professionals:
- Keith Burton, principle, Grayson Emmett Partners
- Dr. Diana Martinelli, professor and administrator, West Virginia University
- Alicia Thompson, managing director, Porter NovelliSimilar to Healthcare Businesswomen's Association Mentoring Brochure (20)
attractingandrecruitingtalent-diverseteamsandinnovativepowerhouses-1502022000...
attractingandrecruitingtalent-diverseteamsandinnovativepowerhouses-1502022000...
Attracting and Recruiting Talent: Diverse Teams are Innovative Powerhouses
Attracting and Recruiting Talent: Diverse Teams are Innovative Powerhouses
Mentoring Training for PMI Metrolina Mentoring Program
Mentoring Training for PMI Metrolina Mentoring Program
Fighting Hunger Together: Engaging Skilled Volunteers
Fighting Hunger Together: Engaging Skilled Volunteers
Becoming a PR Leader: The Art and Science of Mentorship
Becoming a PR Leader: The Art and Science of Mentorship
Recently uploaded
Letter to MREC - application to conduct study
Application to conduct study on research title 'Awareness and knowledge of oral cancer and precancer among dental outpatient in Klinik Pergigian Merlimau, Melaka'
Can Allopathy and Homeopathy Be Used Together in India.pdf
This article explores the potential for combining allopathy and homeopathy in India, examining the benefits, challenges, and the emerging field of integrative medicine.
PET CT beginners Guide covers some of the underrepresented topics in PET CT
This lecture briefly covers some of the underrepresented topics in Molecular imaging with cases , such as:
- Primary pleural tumors and pleural metastases.
- Distinguishing between MPM and Talc Pleurodesis.
- Urological tumors.
- The role of FDG PET in NET.
Trauma Outpatient Center .
Trauma Outpatient Center is a comprehensive facility dedicated to addressing mental health challenges and providing medication-assisted treatment. We offer a diverse range of services aimed at assisting individuals in overcoming addiction, mental health disorders, and related obstacles. Our team consists of seasoned professionals who are both experienced and compassionate, committed to delivering the highest standard of care to our clients. By utilizing evidence-based treatment methods, we strive to help our clients achieve their goals and lead healthier, more fulfilling lives.
Our mission is to provide a safe and supportive environment where our clients can receive the highest quality of care. We are dedicated to assisting our clients in reaching their objectives and improving their overall well-being. We prioritize our clients' needs and individualize treatment plans to ensure they receive tailored care. Our approach is rooted in evidence-based practices proven effective in treating addiction and mental health disorders.
Pneumothorax and role of Physiotherapy in it.
This particular slides consist of- what is Pneumothorax,what are it's causes and it's effect on body, risk factors, symptoms,complications, diagnosis and role of physiotherapy in it.
This slide is very helpful for physiotherapy students and also for other medical and healthcare students.
Here is a summary of Pneumothorax:
Pneumothorax, also known as a collapsed lung, is a condition that occurs when air leaks into the space between the lung and chest wall. This air buildup puts pressure on the lung, preventing it from expanding fully when you breathe. A pneumothorax can cause a complete or partial collapse of the lung.
TEST BANK For Accounting Information Systems, 3rd Edition by Vernon Richardso...
TEST BANK For Accounting Information Systems, 3rd Edition by Vernon Richardso...rightmanforbloodline
TEST BANK For Accounting Information Systems, 3rd Edition by Vernon Richardson, Verified Chapters 1 - 18, Complete Newest Version
TEST BANK For Accounting Information Systems, 3rd Edition by Vernon Richardson, Verified Chapters 1 - 18, Complete Newest Version
TEST BANK For Accounting Information Systems, 3rd Edition by Vernon Richardson, Verified Chapters 1 - 18, Complete Newest VersionInnovative Minds France's Most Impactful Healthcare Leaders.pdf
This edition features a handful of Innovative Minds: France's Most Impactful Healthcare Leaders that are leading us into a better future.
MBC Support Group for Black Women – Insights in Genetic Testing.pdf
Christina Spears, breast cancer genetic counselor at the Ohio State University Comprehensive Cancer Center, joined us for the MBC Support Group for Black Women to discuss the importance of genetic testing in communities of color and answer pressing questions.
The Power of Superfoods and Exercise.pdf
Healthy Eating Habits:
Understanding Nutrition Labels: Teaches how to read and interpret food labels, focusing on serving sizes, calorie intake, and nutrients to limit or include.
Tips for Healthy Eating: Offers practical advice such as incorporating a variety of foods, practicing moderation, staying hydrated, and eating mindfully.
Benefits of Regular Exercise:
Physical Benefits: Discusses how exercise aids in weight management, muscle and bone health, cardiovascular health, and flexibility.
Mental Benefits: Explains the psychological advantages, including stress reduction, improved mood, and better sleep.
Tips for Staying Active:
Encourages consistency, variety in exercises, setting realistic goals, and finding enjoyable activities to maintain motivation.
Maintaining a Balanced Lifestyle:
Integrating Nutrition and Exercise: Suggests meal planning and incorporating physical activity into daily routines.
Monitoring Progress: Recommends tracking food intake and exercise, regular health check-ups, and provides tips for achieving balance, such as getting sufficient sleep, managing stress, and staying socially active.
定制(wsu毕业证书)美国华盛顿州立大学毕业证学位证书实拍图原版一模一样
原版纸张【微信：741003700 】【(wsu毕业证书)美国华盛顿州立大学毕业证、学位证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Michigan HealthTech Market Map 2024 with Policy Makers, Academic Innovation C...
Michigan HealthTech Market Map 2024. Includes 7 categories: Policy Makers, Academic Innovation Centers, Digital Health Providers, Healthcare Providers, Payers / Insurance, Device Companies, Life Science Companies, Innovation Accelerators. Developed by the Michigan-Israel Business Accelerator
Empowering ACOs: Leveraging Quality Management Tools for MIPS and Beyond
Join us as we delve into the crucial realm of quality reporting for MSSP (Medicare Shared Savings Program) Accountable Care Organizations (ACOs).
In this session, we will explore how a robust quality management solution can empower your organization to meet regulatory requirements and improve processes for MIPS reporting and internal quality programs. Learn how our MeasureAble application enables compliance and fosters continuous improvement.
Unlocking the Secrets to Safe Patient Handling.pdf
Furthermore, the time constraints and workload in healthcare settings can make it challenging for caregivers to prioritise safe patient handling Australia practices, leading to shortcuts and increased risks.
Top massage center in ajman chandrima Spa
We are one of the top Massage Spa Ajman Our highly skilled, experienced, and certified massage therapists from different corners of the world are committed to serving you with a soothing and relaxing experience. Luxuriate yourself at our spas in Sharjah and Ajman, which are indeed enriched with an ambiance of relaxation and tranquility. We could confidently claim that we are one of the most affordable Spa Ajman and Sharjah as well, where you can book the massage session of your choice for just 99 AED at any time as we are open 24 hours a day, 7 days a week.
Visit : https://massagespaajman.com/
Call : 052 987 1315
DRAFT Ventilator Rapid Reference version 2.4.pdf
Ventilator rapid reference for the Zoll Z cvent. Presented for educational purposes only.
Top Rated Massage Center In Ajman Chandrima Spa
The best massage spa Ajman is Chandrima Spa Ajman, which was founded in 2023 and is exclusively for men 24 hours a day. As of right now, our parent firm has been providing massage services to over 50,000+ clients in Ajman for the past 10 years. It has about 8+ branches. This demonstrates that Chandrima Spa Ajman is among the most reasonably priced spas in Ajman and the ideal place to unwind and rejuvenate. We provide a wide range of Spa massage treatments, including Indian, Pakistani, Kerala, Malayali, and body-to-body massages. Numerous massage techniques are available, including deep tissue, Swedish, Thai, Russian, and hot stone massages. Our massage therapists produce genuinely unique treatments that generate a revitalized sense of inner serenely by fusing modern techniques, the cleanest natural substances, and traditional holistic therapists.
Under Pressure : Kenneth Kruk's Strategy
Kenneth Kruk's story of transforming challenges into opportunities by leading successful medical record transitions and bridging scientific knowledge gaps during COVID-19.
How Effective is Homeopathic Medicine for Anxiety and Stress Relief.pdf
Have you ever wondered how effective is homeopathic medicine for anxiety and stress relief? Let’s dive into this fascinating topic.
Recently uploaded (20)
Can Allopathy and Homeopathy Be Used Together in India.pdf
Can Allopathy and Homeopathy Be Used Together in India.pdf
PET CT beginners Guide covers some of the underrepresented topics in PET CT
PET CT beginners Guide covers some of the underrepresented topics in PET CT
TEST BANK For Accounting Information Systems, 3rd Edition by Vernon Richardso...
TEST BANK For Accounting Information Systems, 3rd Edition by Vernon Richardso...
Innovative Minds France's Most Impactful Healthcare Leaders.pdf
Innovative Minds France's Most Impactful Healthcare Leaders.pdf
MBC Support Group for Black Women – Insights in Genetic Testing.pdf
MBC Support Group for Black Women – Insights in Genetic Testing.pdf
Michigan HealthTech Market Map 2024 with Policy Makers, Academic Innovation C...
Michigan HealthTech Market Map 2024 with Policy Makers, Academic Innovation C...
Empowering ACOs: Leveraging Quality Management Tools for MIPS and Beyond
Empowering ACOs: Leveraging Quality Management Tools for MIPS and Beyond
Unlocking the Secrets to Safe Patient Handling.pdf
Unlocking the Secrets to Safe Patient Handling.pdf
How Effective is Homeopathic Medicine for Anxiety and Stress Relief.pdf
How Effective is Homeopathic Medicine for Anxiety and Stress Relief.pdf
Healthcare Businesswomen's Association Mentoring Brochure
- 1. Get more from your membership with The HBA Metro group mentoring program This comprehensive six-month program supports professional growth and development goals Connect • Share • Grow For a small financial investment, mentees can: • Enhance personal and corporate development with this goal-driven program • Share ideas with other industry specialists across diverse sectors in the healthcare industry • Learn from experienced professionals Mentors can share what they know by: • Co-leading a team of motivated mentees who desire professional growth and development • Sharing real-life experiences to help mentees avoid common pitfalls • Helping mentees identify tools and resources for continued growth and development Invest in your career today Take advantage of the superior leadership, wisdom and guidance our Metro members offer. To learn more, send an email to: metro@hbanet.org The HBA Metro group mentoring program is now recruiting both mentors and mentees “Mentoring has given me a front row seat to learn from other exceptional women. In my mentoring relationship I found two women to encourage, challenge and strengthen me to become all I was meant to be. I will pay forward what I have learned.” –Mary H. Sylvester, PhD, senior consultant, logical design solutions, Boehringer Ingelheim Pharmaceuticals, Inc. “It was eye-opening to see that people were having similar challenges at work and it was great to work through them as a group. I still keep in contact with my mentors today and bounce questions off them.” –Elizabeth Borgeson, process engineer, Bristol-Myers Squibb Available to mentors and mentees © 2015, Healthcare Businesswomen’s Association. All rights reserved. HBA Metro 373 Highway 46 West Building E, Suite 215 Fairfield, New Jersey 07004 Tel: 973-582-1980 • www.hbanet.org
- 2. Individualized and structured development A collaborative and confidential environment • Share ideas, ask questions and explore challenges in a “safe” forum • Collaborate with other mentees who have similar goals • Get feedback and support from diverse, experienced participants • Expand your professional network • Enhance critical business skills • Work in teams of 2 mentors and 4-5 mentees Participants sharing their mentee and mentor experiences “I have been involved in mentoring projects before,but nothing could have prepared me for the personal rewards I received by working with my co-mentor and the four talented women we mentored.This offers testimony to the caliber of individual the HBA attracts and the quality of the HBA Metro group mentoring program.” –Bernie Coccia, president, Science Branding Communications “This program has provided me with such a fulfilling experience helping individuals to define and refine the change they are looking for in their careers, and identifying ways to achieve this. It also has allowed me access to a network of wonderful individuals–really good connections with, in some cases, totally different perspectives from which I learned.” –Vildan Kortan,groupdirector, Bristol-Myers Squibb Mentees Own your experience: Set your own goals The group mentoring program is flexible enough to let you decide what you want to accomplish, yet structured enough to ensure you have a formal process to achieve your goals. Proven results: 3Over 60% of group mentoring program participants achieved their goals 3Over 50% have forged stronger relationships with industry leaders and peers 3 Nearly half have increased their visibility at their company and within the industry Mentors Share your expertise: The group mentoring program allows you to share your insights and perspective with mentees who want to grow and advance in their careers. Strengthen your leadership skills: 3Enhance your coaching and management skills 3Broaden your industry network 3Build trust, self-confidence 3Help mentees identify tools and resources to develop skills critical to greater professional success Contact HBA at 973-582-1980 or metro@hbanet.org