This document provides guidance on establishing effective mentoring relationships. It begins with an overview of the benefits of mentorship and provides a schedule for a webinar on the topic. The webinar will discuss why mentorship is important, how to create and get started in a mentoring relationship, guidelines for successful mentoring, and next steps. It then provides tips for both mentors and mentees on roles, responsibilities, communication, and goals. The document emphasizes that mentorship requires commitment from both parties and should be a two-way learning relationship.
5 Types of Modern Mentoring That Can Benefit Your OrganizationKatie Mouton
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?
Mentors and Role Models - Best Practices in Many Cultures - Voices 2015Deanna Kosaraju
Mentors and Role Models - Best Practices in Many Cultures
Katy Dickinson, Founder, Mentoring Standard
Voices 2015 www.globaltechwomen.com
Wed March 11 8:30 PST
Wed March 11 11:30 EST
Wed March 11 15:30 UTC
Wed March 11 21:00 IST
Thu March 12 2:30 Sydney
Session Length: 1 Hour
Mentoring is a professional methodology with remarkably good payback. This talk will present how mentors, mentees, and their home organizations can make the most of this best practice, including how to start up and measure a mentoring program. Examples will come from successful corporate, governmental, and school-based mentoring programs in Brazil, China, India, the USA, Europe, Africa, and the Middle East. Program success in one Engineering company was measured at over 1,000% return on investment (ROI) with more than twice the normal promotions, 93% satisfaction, 88% mentors working remotely from mentees in 30 global sites, and 70% executive mentors. Many of the stories will come from the U.S. State Department's TechWomen mentoring program for STEM professional women. Since 2011, 250 mentors from 89 Silicon Valley companies have hosted TechWomen Emerging Leaders from the Middle East and Africa who then return to their home countries to be mentors and role models for girls and young women. Illustrations for the talk will come from sources including the "Notable Women in Computing Card Deck" Kickstarter project and the "TechWomen Emerging Leaders from the Middle East and Africa" project.
About Katy: Katy Dickinson designs and manages successful mentoring programs in the Americas, Africa, the Middle East, Europe, and Asia. She has held senior executive roles at Everwise, People to People, MentorCloud, Huawei, and Sun Microsystems. At Sun, she created and managed the global Engineering mentoring programs for ten years, after creating and managing the Sun Labs archiving system, the Software development life cycle process, and other large corporate infrastructure.
Katy Dickinson was the Process Architect for the first class of the U.S. State Department’s TechWomen mentoring program for the Middle East and Africa. She is an Accredited Mentor, University of the South - School of Theology, Education for Ministry program. Member of the Anita Borg Institute Advisory Board. Lecturer for the University of California at Berkeley Engineering class on entrepreneurship. Katy Dickinson was graduated from the University of California at Berkeley with high honors and distinction. She is an author, speaker, and popular blogger.
Introducing a Volunteer Mentoring Program - Part IVolunteerMatch
When engaging volunteers it can be difficult to ensure that each volunteer receives the time, attention, and training that they need to be successful - this is where a volunteer mentoring program can help! Mentoring improves success in volunteer placement, increases recruiting and retention rates, engages seasoned volunteers and creates a sustainable practice for your organization. By encouraging a learning culture through mentoring, you can ensure that volunteers take an active role in spreading knowledge and best practices throughout their organization. In the first part of this two-part session, you'll learn how a mentoring program can benefit your volunteer engagement program and your organization, and some key steps and best practices for creating a mentoring program. Part II will cover building and managing a team of volunteer mentors. While it is strongly encouraged and extremely beneficial to attend both Part I and Part II of this series, attending both is not required.
How to Create Mentoring Programs That Work | Webinar 05.26.15BizLibrary
So, you think a mentoring program might be a good idea? Or maybe you’ve started one, but it’s lost its steam? Most organizations don’t think of mentoring as a formal strategy. Here’s a question to consider, how much does it cost to lose a professional employee? According to Fortune Magazine it costs $50k to $100k and key leaders cost even more!
Mentoring can help you address key business issues like succession planning, manager and supervisor development, rapid growth, attracting and retaining top talent, training reinforcement and diversity. In this webinar we’ll discuss how mentoring will help you overcome key business challenges and provide 7 key steps to create a program that will actually work and improve organizational productivity and performance.
www.bizlibrary.com
5 Types of Modern Mentoring That Can Benefit Your OrganizationKatie Mouton
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?
Mentors and Role Models - Best Practices in Many Cultures - Voices 2015Deanna Kosaraju
Mentors and Role Models - Best Practices in Many Cultures
Katy Dickinson, Founder, Mentoring Standard
Voices 2015 www.globaltechwomen.com
Wed March 11 8:30 PST
Wed March 11 11:30 EST
Wed March 11 15:30 UTC
Wed March 11 21:00 IST
Thu March 12 2:30 Sydney
Session Length: 1 Hour
Mentoring is a professional methodology with remarkably good payback. This talk will present how mentors, mentees, and their home organizations can make the most of this best practice, including how to start up and measure a mentoring program. Examples will come from successful corporate, governmental, and school-based mentoring programs in Brazil, China, India, the USA, Europe, Africa, and the Middle East. Program success in one Engineering company was measured at over 1,000% return on investment (ROI) with more than twice the normal promotions, 93% satisfaction, 88% mentors working remotely from mentees in 30 global sites, and 70% executive mentors. Many of the stories will come from the U.S. State Department's TechWomen mentoring program for STEM professional women. Since 2011, 250 mentors from 89 Silicon Valley companies have hosted TechWomen Emerging Leaders from the Middle East and Africa who then return to their home countries to be mentors and role models for girls and young women. Illustrations for the talk will come from sources including the "Notable Women in Computing Card Deck" Kickstarter project and the "TechWomen Emerging Leaders from the Middle East and Africa" project.
About Katy: Katy Dickinson designs and manages successful mentoring programs in the Americas, Africa, the Middle East, Europe, and Asia. She has held senior executive roles at Everwise, People to People, MentorCloud, Huawei, and Sun Microsystems. At Sun, she created and managed the global Engineering mentoring programs for ten years, after creating and managing the Sun Labs archiving system, the Software development life cycle process, and other large corporate infrastructure.
Katy Dickinson was the Process Architect for the first class of the U.S. State Department’s TechWomen mentoring program for the Middle East and Africa. She is an Accredited Mentor, University of the South - School of Theology, Education for Ministry program. Member of the Anita Borg Institute Advisory Board. Lecturer for the University of California at Berkeley Engineering class on entrepreneurship. Katy Dickinson was graduated from the University of California at Berkeley with high honors and distinction. She is an author, speaker, and popular blogger.
Introducing a Volunteer Mentoring Program - Part IVolunteerMatch
When engaging volunteers it can be difficult to ensure that each volunteer receives the time, attention, and training that they need to be successful - this is where a volunteer mentoring program can help! Mentoring improves success in volunteer placement, increases recruiting and retention rates, engages seasoned volunteers and creates a sustainable practice for your organization. By encouraging a learning culture through mentoring, you can ensure that volunteers take an active role in spreading knowledge and best practices throughout their organization. In the first part of this two-part session, you'll learn how a mentoring program can benefit your volunteer engagement program and your organization, and some key steps and best practices for creating a mentoring program. Part II will cover building and managing a team of volunteer mentors. While it is strongly encouraged and extremely beneficial to attend both Part I and Part II of this series, attending both is not required.
How to Create Mentoring Programs That Work | Webinar 05.26.15BizLibrary
So, you think a mentoring program might be a good idea? Or maybe you’ve started one, but it’s lost its steam? Most organizations don’t think of mentoring as a formal strategy. Here’s a question to consider, how much does it cost to lose a professional employee? According to Fortune Magazine it costs $50k to $100k and key leaders cost even more!
Mentoring can help you address key business issues like succession planning, manager and supervisor development, rapid growth, attracting and retaining top talent, training reinforcement and diversity. In this webinar we’ll discuss how mentoring will help you overcome key business challenges and provide 7 key steps to create a program that will actually work and improve organizational productivity and performance.
www.bizlibrary.com
You might have thought that mentoring was just
one of those HR trendy tools to attract and retain talents
and to remotivate senior managers in your firm.
Well, think again.
This white paper as been designed to give you an
opportunity to reconsider what you may know, or imagine,
about mentoring...
In it, we will discuss and try to illustrate how corporations
can find a balance between their formal structure source
of efficiency and their informal networks source of agility,
and why mentor / mentee networks are such powerful
cultural game changers.
Author: Stéphanie MITRANO PhD
The slide deck covers:
My mentoring anecdotes / experience;
What a mentor is and the relationship a mentor should have with a Mentee;
What the benefits could be for the Mentee, the Mentor and your company;
A suggested roadmap to set up a mentorship programme within your company.
The report on corporate mentorship reveals why most companies are failing to unlock the potential of their employees through mentorship. This report identifies where most companies are failing and provides insight on best practice to make mentorship better. The study was conducted across more than 50 leading North American companies
A digital mentorship is a digital mentoring program that is converted from physical meeting to virtual meeting on any online platform over the internet. Ashegar Digimentors (ADM) launched the digital mentorship program for the professionals and entrepreneurs, also give the opportunity to become an mentor.
This presentation comes to you from International Project Management Day 2013 - the annual global virtual summit from IIL that brings together business and technology leaders from around the world to discuss the latest trends and methods in business, leadership and communications. To view the accompanying video keynotes and presentations connect to the event here bit.ly/1blJSkE or purchase the DVD collection http://bit.ly/1fZ9Yc0
Presentation given by Ken Miller, CFRE at the 2019 Association of Fundraising Professionals conference held in Phoenix on Oct 3-5, 2019.
Come join us as we examine three areas of personal and professional growth for the emerging leader. In this workshop led by Ken Miller, CFRE we will examine the differences between mentorship, sponsorship and coaching for your continued life-long growth and learning. With break out moments, group work and partner work we will look at effective mentorship, sponsorship and coaching.
We will look at “what does it look like?”, “what is the role of the mentor, sponsor or coach” and most importantly what can I do to be most effective as the mentee, sponsee or coached? We will also learn how to find these individuals, making the “ask” for their assistance, building the relationship for success.
Building coaching through a mentorship programDan Neumann
Building agile coaching skills isn't the exclusive domain of a multi-day training session. In fact, the best way to build a new skills is to gradually introduce them over time and use intentional practice to build those new skills into a habit. This presentation is based on running coach mentorship programs that spread the learning and practice over a period of months.
Practice Paper: Addressing FAQs About MentoringAnnie Lo
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).
You might have thought that mentoring was just
one of those HR trendy tools to attract and retain talents
and to remotivate senior managers in your firm.
Well, think again.
This white paper as been designed to give you an
opportunity to reconsider what you may know, or imagine,
about mentoring...
In it, we will discuss and try to illustrate how corporations
can find a balance between their formal structure source
of efficiency and their informal networks source of agility,
and why mentor / mentee networks are such powerful
cultural game changers.
Author: Stéphanie MITRANO PhD
The slide deck covers:
My mentoring anecdotes / experience;
What a mentor is and the relationship a mentor should have with a Mentee;
What the benefits could be for the Mentee, the Mentor and your company;
A suggested roadmap to set up a mentorship programme within your company.
The report on corporate mentorship reveals why most companies are failing to unlock the potential of their employees through mentorship. This report identifies where most companies are failing and provides insight on best practice to make mentorship better. The study was conducted across more than 50 leading North American companies
A digital mentorship is a digital mentoring program that is converted from physical meeting to virtual meeting on any online platform over the internet. Ashegar Digimentors (ADM) launched the digital mentorship program for the professionals and entrepreneurs, also give the opportunity to become an mentor.
This presentation comes to you from International Project Management Day 2013 - the annual global virtual summit from IIL that brings together business and technology leaders from around the world to discuss the latest trends and methods in business, leadership and communications. To view the accompanying video keynotes and presentations connect to the event here bit.ly/1blJSkE or purchase the DVD collection http://bit.ly/1fZ9Yc0
Presentation given by Ken Miller, CFRE at the 2019 Association of Fundraising Professionals conference held in Phoenix on Oct 3-5, 2019.
Come join us as we examine three areas of personal and professional growth for the emerging leader. In this workshop led by Ken Miller, CFRE we will examine the differences between mentorship, sponsorship and coaching for your continued life-long growth and learning. With break out moments, group work and partner work we will look at effective mentorship, sponsorship and coaching.
We will look at “what does it look like?”, “what is the role of the mentor, sponsor or coach” and most importantly what can I do to be most effective as the mentee, sponsee or coached? We will also learn how to find these individuals, making the “ask” for their assistance, building the relationship for success.
Building coaching through a mentorship programDan Neumann
Building agile coaching skills isn't the exclusive domain of a multi-day training session. In fact, the best way to build a new skills is to gradually introduce them over time and use intentional practice to build those new skills into a habit. This presentation is based on running coach mentorship programs that spread the learning and practice over a period of months.
Practice Paper: Addressing FAQs About MentoringAnnie Lo
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).
CNO Guidance 2004
“2003 Accomplishments…we increased the availability of vital leadership references, including a Mentoring Handbook, through the Navy Knowledge Online website. Using multiple approaches, we took steps to ensure every Sailor has a mentor to maximize their talents and improve their contribution to combat excellence.”
CNO Guidance 2005
“We built a mentoring culture”…..
CNO Guidance 2006
“Develop and implement a total force mentoring culture.”
CNO Guidance 2007-2008
“Developing 21st Century Leaders…focusing on root cause analysis, training, outreach and mentoring.”
OPNAVINST 1500 / 78
“Everyone in a leadership role must make a point of reaching out to their subordinates and ensure that all members of the command have access to mentors. “
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
Sales Mentor A Training Book With The Exclusive Content.harsh157217
Introduction:
In the fast-paced world of sales, success often hinges on the guidance and mentorship one receives. Whether you're a seasoned sales professional or just stepping into the field, the right mentorship can make all the difference. "Sales Mentor: A Training Book With Exclusive Content" is a comprehensive guide designed to equip you with the skills, strategies, and mindset needed to excel in sales. This book goes beyond the basics, offering exclusive insights and techniques from seasoned sales mentors to help you reach new heights of success.
Chapter 1: Understanding the Sales Landscape
Before diving into the specifics of sales techniques and strategies, it's crucial to have a solid understanding of the sales landscape. This chapter provides an overview of the modern sales environment, including market trends, customer behavior, and emerging technologies. By grasping the broader context of sales, you'll be better equipped to navigate its complexities and adapt to changes effectively.
Chapter 2: The Role of Mentorship in Sales Success
Mentorship plays a pivotal role in the development of sales professionals. In this chapter, we explore the significance of mentorship and how it can accelerate your growth and success in sales. Drawing on insights from experienced mentors, we delve into the qualities of effective mentors and how to cultivate meaningful mentor-mentee relationships. Additionally, we discuss the benefits of both formal and informal mentorship and how to leverage them to your advantage.
Chapter 3: Building a Growth Mindset
A growth mindset is essential for success in sales, as it empowers individuals to embrace challenges, learn from setbacks, and continuously improve. This chapter focuses on cultivating a growth mindset and overcoming common barriers such as fear of failure and self-limiting beliefs. Through practical exercises and real-life examples, you'll learn how to adopt a mindset of resilience, curiosity, and adaptability, enabling you to thrive in the dynamic world of sales.
Chapter 4: Mastering Sales Fundamentals
Effective salesmanship relies on a solid foundation of fundamental skills and techniques. This chapter covers essential sales concepts such as prospecting, qualifying leads, delivering persuasive presentations, and handling objections. From cold calling to closing deals, you'll gain valuable insights and strategies to enhance your sales effectiveness and drive results.
Chapter 5: Leveraging Technology for Sales Success
In today's digital age, technology plays a pivotal role in sales enablement and productivity. This chapter explores the latest tools, platforms, and technologies reshaping the sales landscape. From customer relationship management (CRM) systems to sales automation software, you'll discover how to leverage technology to streamline your workflow, personalize customer interactions, and gain a competitive edge in the marketplace.
Chapter 6: The Art of Relationship Building
Sales is fund
Mentoring 360 for ASCB MAC slides and handoutSteve Lee
This workshop on Mentoring 360 was presented for the American Society of Cell Biology's Minority Affairs Committee (ASCB MAC) during their Junior Faculty and Postdoctoral Fellows Career Development Workshop in Seattle, WA on July 15-17, 2017.
Revisiting how mentoring can be integrated into organisational learning strategies in the modern, digital workplace.
This article originally appeared in Training & Development magazine October 2015 Vol 42 No 5, published by the Australian Institute of Training and Development.
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 Novelli
This presentation comprises a total of twenty two slides. Each slide focuses on one of the aspects of Reverse Mentoring PowerPoint Presentation Slides with content extensively researched by our business research team. Our team of PPT designers used the best of professional PowerPoint templates, images, icons and layouts. Also included are impressive, editable data visualization tools like charts, graphs and tables. When you download this presentation by clicking the Download button, you get the presentation in both standard and widescreen format. All slides are fully customizable. Change the colors, font, size, add and remove things as per your need and present before your audience. http://bit.ly/3bXTFPI
Mentoring Training for PMI Metrolina Mentoring Program
Mentoring 021210
1. Mentoring That Matters Mentorship experiences can be invaluable for the development of new skills, experience, and perspectives in many fields—especially for those who are new to a given domain of experience. Mentorship programs have a considerable body of research over the last couple decades that can help both mentor and mentee plan for a relationship that matters and has benefits for both. In this webinar, we’ll talk about: 12:00Why networking? Why coaching? What are the benefits? Any risks? Share your experience and questions 12:30How to create and get started in a mentoring relationship 12:40Guidelines for conducting and concluding successful mentoring 12:55Next steps After the webinar, you will be asked to: A.Read at least two articles/Web resources on mentorship or coaching (suggestions follow). B.Post discussion questions and comments on the articles, or on mentoring and coaching in general C.Develop, for the April meeting, a plan for your own mentoring and/or coaching experience in the coming year. 1. Key Elements Structure: informal or formal but always Defined purposes and expectations Clear responsibilities Specific duration Expertise and support needs identified Open communication: Problems anticipated and/or acknowledged Mutually evaluated: Progress and process reviewed often, and at closure 2. Getting Started Clarify and write up your goals Decide on the kind of mentor you want: peer, coach, senior leader, etc. Identify an individual Sketch out an agreement with your mentor/mentee using suggestions from today’s conversation and from Zachary’s The Mentor’s Guide. Some Dos and Don’ts FOR MENTEES The mentoring relationship is a complex one—like most human relationships, different each time, and successful to the extent that both Mentor and Mentee (protégé, fellow, colleague) are committed to it and willing to work at it. It works best when there is open, honest communication and mutual trust and respect. DO seek the advice of your Mentor in planning and teaching faculty development programs and services, selecting summer projects, applying for grants, and serving on committees. DO show receptivity to your Mentor’s advice and constructive criticism. DO show up on time, and prepare for meetings with your Mentor to maximize use of the time available. Consider bringing an informal agenda so you both stay on topic. DO treat the mentorship as professional development—an undertaking that requires serious commitment of time and effort. Show your Mentor that you are committed to your own professional development. DO take initiative. DO seek help and advice from the Director of your Mentee Program or your dean if the mentoring relationship is not working well for you. DON’T expect the Mentor to tell you what to do. A Mentor can help you better define and explore your interests and ideas, and can support you in your efforts to acquire the necessary skills. The interests and ideas need to come from you. DON’T expect your Mentor to have all the answers; rather use the Mentor’s experience as a “sounding board” to try out ideas and options. Seek advice from other faculty and administrators. You are responsible for your fate! DON’T interpret critical review of your performance/progress as a personal attack. DON’T avoid your Mentor when you are having difficulties. This is the most important time to keep your Mentor informed about what is going on. DON’T get involved in negative departmental or college politics. Some Dos and Don’ts FOR MENTORS Leadership DO discuss the purpose and syllabus of leadership activities, project s or initiatives with your Mentee Colleague, and invite your Mentee Colleague to observe you or another experienced leader in planning, conducting, and afterwards reviewing committee meetings, planning sessions, events. Discuss specifically what worked and what didn’t, and why. DO invite your Mentee Colleague to contribute to the planning of a new activity or project, including its conceptualization, the assignment of responsibilities, the selection of resources, and the preparation of materials, communications, etc. DO, along with your Mentee Colleague, evaluate leadership projects and their products, discussing the criteria for what makes excellence. DO discuss with your Mentee Colleague how to effectively manage and consult. DO invite your Mentee Colleague to collaborate on all or part of a presentation with you. DO encourage your Mentee Colleague to discuss what he or she is learning from his or her own leadership experiences. Professional / Disciplinary Knowledge And Expertise DO encourage your Mentee Colleague to become involved in appropriate committees and initiatives. DO assist your Mentee Colleague in becoming an expert at using and recommending appropriate literature (on both research and practice) and technology tools available. DO assist your Mentee Colleague in: designing and carrying out independent study; classroom research; attending and presenting at faculty development meetings and conferences DO inform your Mentee Colleague of departmental, college, systemwide and other grants and assist him/her in submitting applications. Service DO inform your Mentee Colleague about—or better, involve him or her in—your other faculty development work, such as service as a coordinator, member of a committee, organizer of a professional meeting or conference, and so on. DO inform your Mentee Colleague about lectures, conferences, or other academic events of interest. DO invite your Mentee Colleague to accompany you to a professional lecture, meeting or conference. DO, as appropriate, encourage your Mentee Colleague to become involved in faculty development-related projects and to serve as a liaison between administration and the faculty, or as the faculty representative to a governance committee. DO, if possible and appropriate, invite your Mentee Colleague to accompany you to faculty meetings of the department or college. DO help your Mentee Colleague to build good time management skills and discretion about when it’s right to say “yes” and when and how to say “no.” DON’T do all the talking. Mentoring requires far more active, careful listening than talking. DON’T dispense wisdom in the form of judgments or advice. Help the mentee to discover what is working, and might work, best for him or her. DON’T let the mentorship become only about social or emotional support. These can be important aspects of a mentorship, but its real benefit is in the practical knowledge a mentee gains about his or her new work, and the environment in which it is done. DON’T over-formalize the mentorship, but instead aim for structured informality. Remember: Whatever the focus of a particular mentorship, it should help further the goal of the college to encourage faculty to develop their talents and skill as teachers. It should also encourage individuals to become actively involved members of the college community and to choose to remain at the college or university as an engaged member of the faculty. To that end, Mentor and Mentee should meet regularly and plan for how the Mentee can take advantage of opportunities to expand on work begun in the classroom and gain experience in all areas of service to students, to the college, and to the profession. References http://groups.diigo.com/group/ctl-leaders Bell, C.R. (2000).
The Mentor as Partner
. Training & Development, February 2000. Retrieved from FindArticles.com. 12 Feb, 2010. http://findarticles.com/p/articles/mi_m4467/is_2_54/ai_59949727/But what is mentoring, really? Simply put, a mentor is someone who helps someone else learn something that he or she would have learned less well, more slowly, or not at all if left alone. Notice the power-free nature of that definition. Mentors are not power figures; they are learning coaches--sensitive and trusted advisors.
Frey, M. (2000). “How to make the most of a mentoring relationship.” JS Online Milwaukee Journal Sentinel, October 7, 2000. Milwaukee, WI. Retrieved from http://www3.jsonline.com/bym/career/oct00/freycol08100700a.asp A successful mentoring relationship needs to be satisfying and productive for both parties. No one should agree to be your mentor before asking questions about your needs. Your conversation should be an exploration to decide if the relationship will work or not. Your mentor should truly be able to help you learn. Gothard, K. (2009). “Faculty mentoring in the community college setting , Learning Abstracts, August 2009, Volume 12, Number 8, League for Innovation in the Community College. Retrieved from http://www.league.org/blog/post.cfm/faculty-mentoring-in-the-community-college-setting Even though a single definition of mentoring does not exist in literature, we all intuitively know what it is. As educators, we engage in the act of mentoring, at least informally, every day, whether with peers or students. So the question is: Do the benefits outweigh the cost of the development and implementation of a formal mentoring program? Shea, G.F. (1997). Mentoring: how to develop successful mentoring behaviors. Crisp Fifty-Minute Book Series. Menlo Park, CA: Crisp. Retrieved from bit.ly/caEFIz A
fifty-minute guide
to
a new form of mentoring evolving that better suits the modern organization...The concept is no longer tailored to the traditional, hierarchical organization of old that was paternalistic and protective of the status quo. Mentoring is now seen as a process of two people working together to gain and enrich each other from the experience.
Zachary, L J. (2000). The mentor’s guide: Facilitating effective learning relationships. San Francisco: Jossey-Bass.
Zachary knows that good mentoring is tough, and she peppers he numerous examples iwth instances of inadequate or failed mentoring. The journey of mentor and mentee runs along narrow and daunting ledges as well as high outlooks and is not for the fainthearted or indifferent....The section on feedback alone is worth the price of the book, as is the annotated bibliography.... Moving beyond the superficiality and formulas that too often mark the literature on mentoring, Zachary reminds us that it is the particularity of each relationship that really matters, that human development always takes place in a larger context that mentors ignore at their peril.
- Forward by Laurent A. P. Daloz Gallagher, A. & Trower, C. (2009). “The demand for diversity.” The Chronicle of Higher Education, February 4, 2009. Retrieved from http://chronicle.com/article/The-Demand-for-Diversity/44849 “Colleges and universities share common challenges in attracting and retaining assistant professors who are female or members of minority groups, especially in fields where they are underrepresented. Successful diversity campaigns require financial support and leadership.
....Ensure equal-opportunity mentoring.
It can be pretty isolating when you're the only one,
said one female assistant professor we interviewed,
the only woman, the only junior faculty member, the only African-American, whatever your particular 'only' is. Sometimes you just want someone like you to talk to.
Starcevich, M.M. (2009). Coach, Mentor: Is There a Difference? Retrieved from http://www.coachingandmentoring.com/Articles/mentoring.html and included by permission. In 1998 we conducted an on-line survey to define what partners felt were the attributes of effective mentoring relationships (see http://coachingandmentoring.com/mentsurvey.htm. A resounding YES came from responses to this open-ended question: Is there a difference between a mentor, coach, and supervisor? These differences are summarized in Table 1...
Exemplary Junior Faculty Mentoring Programs http://www.yale.edu/wff/pdf/ExemplaryJuniory%20Faculty%20MentoringPrograms.pdf Faculty Mentoring Resources @ UW Oshkosh http://www.uwosh.edu/mentoring/faculty/ Mellon Mutual Mentoring at UMass Amherst http://www.umass.edu/ofd/mentoring/pguide.html