Mentorship www.igranconsulting.webs.com
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notes and powerpoint presentation on mentorship. What it is, how to develop a program and what it should look like.
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Mentorship www.igranconsulting.webs.com
- 1. Mentorship: Leading by Personally Investing in our Employee {{ Leading through love, respect && ppeerrssoonnaall ttrraaiinniinngg Janice Harris, RN DON, C-NE, CLTC www.igranconsulting.webs.com
- 2. Team Lead Supervisor Manager Assistant Director Director Executive Director CEO Leadership Roles in an Organization
- 3. Leadership Styles AAuutthhoorriittaarriiaann PPaatteerrnnaalliissttiicc DDeemmooccrraattiicc LLaaiisssseezz--ffaaiirree TTrraannssaaccttiioonnaall TTrraannssffoorrmmaattiioonnaall
- 4. MMaannaaggiinngg DDiirreeccttiinngg MMeennttoorrsshhiipp Leadership Techniques
- 5. Definition of Mentorship MMeennttoorrsshhiipp iiss aa ppeerrssoonnaall ddeevveellooppmmeennttaall rreellaattiioonnsshhiipp iinn wwhhiicchh aa mmoorree eexxppeerriieenncceedd oorr mmoorree kknnoowwlleeddggeeaabbllee ppeerrssoonn hheellppss ttoo gguuiiddee aa lleessss eexxppeerriieenncceedd oorr lleessss kknnoowwlleeddggeeaabbllee ppeerrssoonn.. WWhhaatt ddooeess aa MMeennttoorr ddoo??
- 6. Coaching VS. Mentoring Mentoring iiss ““rreellaattiioonnaall,,”” wwhhiillee ccooaacchhiinngg iiss ““ffuunnccttiioonnaall..””
- 7. Why do organizations implement formal mentoring programs? RReeccrruuiittmmeenntt RReetteennttiioonn PPrrooffeessssiioonnaall ddeevveellooppmmeenntt DDeevveellooppmmeenntt ooff aa mmuullttiiccuullttuurraall wwoorrkkffoorrccee DDooeess mmeennttoorriinngg hhaappppeenn nnaattuurraallllyy?? AAbbssoolluutteellyy!!
- 8. Styles/Techniques of Mentorship SSttyylleess IInnffoorrmmaall FFoorrmmaall TTeecchhnniiqquueess 11::11 RReessoouurrcceedd BBaasseedd GGrroouupp TTrraaiinniinngg BBaasseedd EExxeeccuuttiivvee
- 9. Keeping the Main tthhiinngg,, TTHHEE MMAAIINN TTHHIINNGG WWhhaatt iiss tthhee MMaaiinn TThhiinngg iinn mmeennttoorrsshhiipp?? PPeerrssoonnaall aanndd PPrrooffeessssiioonnaall iinnvveessttmmeenntt iinn yyoouurr eemmppllooyyeeeess MMaakkiinngg ssuurree yyoouurr ssttaaffff iiss aawwaarree ooff aanndd aalliiggnneedd wwiitthh tthhee oorrggaanniizzaattiioonnss vviissiioonn aanndd mmiissssiioonn ssttaatteemmeenntt What are the Keys to Mentorship?
- 10. VViissiioonn:: WWhhaatt iiss tthhee vviissiioonn ooff tthhee oorrggaanniizzaattiioonn MMiissssiioonn HHooww yyoouu aarree ggooiinngg ttoo mmeeeett yyoouurr vviissiioonn ssttaatteemmeenntt The Main Thing: A Shared Vision & Mission
- 11. How Do We Reach our Vision? BByy MMeeeettiinngg tthhee MMiissssiioonn AAddmmiinniissttrraattiioonn && DDiirreecctt SSttaaffff bbuuyy iinn LLeeaaddeerrsshhiipp TTrraaiinniinngg SSeerrvviiccee EExxcceelllleennccee 110000%% ccoommmmiittmmeenntt ttoo mmeennttoorrsshhiipp FFoosstteerr CCaarree RReessppeecctt,, LLoovvee aanndd TTrraaiinniinngg vviiaa CChhaaiinn LLiinnkk MMeennttoorriinngg MMeennttoorr sseellff oouutt ooff aa jjoobb
- 12. MMeennttoorrsshhiipp TTeecchhnniiqquueess AAccccoommppaannyyiinngg SSoowwiinngg CCaattaallyyzziinngg SShhoowwiinngg HHaarrvveessttiinngg BBeenneeffiittss-- CCaarreeeerr DDeevveellooppmmeenntt,, HHiigghh PPootteennttiiaall;; DDiivveerrssiittyy,, RReevveerrssee,, RReevveerrssee,, KKnnoowwlleeddggee TTrraannssffeerr Mentorship Look What Does Like?
- 13. CChhaaiinn LLiinnkk MMeennttoorriinngg LLiinnkkiinngg AAddmmiinniissttrraattiivvee//DDiirreeccttoorr &&MMaannaaggeerr TTeeaamm LLiinnkkiinngg DDiirreeccttoorrss // DDiirreecctt SSttaaffff LLiinnkkiinngg PPeeeerrss ttoo PPeeeerrss ((SSeeaassoonneedd aanndd NNeeww)) SSaammee wwiitthh DDiirreeccttoorrss//MMaannaaggeerrss//SSuuppeerrvviissoorrss DDEEEEDD HHEEAALL Chain Link Mentoring MMeennttoorriinngg PPrroocceessss FFoorrmmaall IInnffoorrmmaall
- 14. Creating a Mentorship Program DDeevveelloopp aa TTaasskk FFoorrccee DDeetteerrmmiinnee GGooaallss ooff tthhee PPrrooggrraamm CChhoooossee yyoouurr mmeetthhoodd ooff mmeennttoorriinngg FFoorrmmaall//IInnffoorrmmaall IInn--sseerrvviiccee oonn pprrooggrraamm MMaattcchh MMeennttoorrss wwiitthh MMeenntteeeess ((nneeww aanndd OOlldd EEmmppllooyyeeeess)) FFoosstteerr CCaarree MMeennttoorriinngg EEvvaalluuaattee aatt tthhee eenndd ooff PPiilloott PPrrooggrraamm
- 15. Outcome/Benefits of Mentorship for Organization & Employee OOnnbbooaarrddiinngg EEmmppllooyyeeee SSaattiissffaaccttiioonn EEmmppllooyyeeee RReetteennttiioonn EEmmppllooyyeeee PPrroodduuccttiivviittyy CCaarreeeerr GGrroowwtthh//SSuucccceessssiioonn PPllaannnniinngg KKnnoowwlleeddggee mmaannaaggeemmeenntt && rreetteennttiioonn QQuuaalliittyy SSyynneerrggyy RReedduucceedd FFrruussttrraattiioonn
- 16. TThhee EEnndd ooff AA SSuucccceessssffuull MMeennttoorrsshhiipp The Mentee Becomes the Mentor
- 17. One of the greatest values of mentors is the ability to see ahead what others cannot see and to help them navigate a course to their destination.” ~ John C. Maxwell FFIINNAALLLLYY
Editor's Notes
- Mentorship, what is it? Mentorship is a personal developmental relationship in which a more experienced or more knowledgeable person helps to guide a less experienced or less knowledgeable person
- Does the title make the person in that role a leader? How do most people end up with the titles they have? Through promotion, by being loyal to the organization, by working hard, showing good character and being an exceptional employee. But what makes this great direct line employee a great leader? This goes back to the age old adage- are leaders born or created? I believe in growing our potential from within. Most titles attempt to align their style into 6 TYPES OF STYLES
- autocratic leader keeps strict, close control over followers by keeping close regulation of policies and procedures given to followers. To keep main emphasis on the distinction of the authoritarian leader and their followers The way a Paternalistic leader works is by acting as a father figure by taking care of their subordinates as a parent would. In this style of leadership the leader supplies complete concern for his followers or workers. In return he receives the complete trust and loyalty of his people. Workers under this style of leader are expected to become totally committed to what the leader believes and will not strive off and work independentdemocratic leadership style consists of the leader sharing the decision-making abilities with group members by promoting the interests of the group members and by practicing social equality Laissez-faire leaders allow followers to have complete freedom to make decisions concerning the completion of their work. It allows followers a high degree of autonomy self-rule, while at the same time offering guidance and support when requested. The laissez-faire leader using guided freedom provides the followers with all materials necessary to accomplish their goals, but does not directly participate in decision making unless the followers request their assistance Mainly used by management, transactional leaders focus their leadership on motivating followers through a system of rewards and punishments. There are two factors which form the basis for this system, Contingent Reward and management-by-exception. Contingent Reward Provides rewards, materialistic or psychological, for effort and recognizes good performance. Management-by-Exception allows the leader to maintain the status quo. The leader intervenes when subordinates do not meet acceptable performance levels and initiates corrective action to improve performance. Management by exception helps reduce the workload of managers being that they are only called-in when workers deviate from course. A transformational leader is a type of person in which the leader is not limited by his or her followers' perception. The main objective is to work to change or transform his or her followers' needs and redirect their thinking. Leaders that follow the transformation style of leading, challenge and inspire their followers with a sense of purpose and excitement.[11] They also create a vision of what they aspire to be, and communicate this idea to others (their followers). According to Schultz and Schultz, there are three identified characteristics of a transformational leader: Charismatic leadership has a broad knowledge of field, has a self-promoting personality, high/great energy level, and willing to take risk and use irregular strategies in order to stimulate their followers to think independently Individualized consideration Intellectual stimulation
- Managing- lead by walking around, telling others what to do; engages in correcting mistakes but is not personally invested in staff Directing-Delegation to employees with out engaging; not accessible to direct line staff Mentorship- Training your staff what you know by coming along side them; Mentoring requires an investment into employees, hands on mentoring & empowering, and establishing a personal relationship with each one.
- What does a mentor do? The following are among the mentor’s functions: Teaches the mentoree about a specific issue Coaches the mentoree on a particular skill Facilitates the mentoree’s growth by sharing resources and networks Challenges the mentoree to move beyond his or her comfort zone Creates a safe learning environment for taking risks Focuses on the mentoree’s total development
- Coaching characteristics: Managers coach all of their staff as a required part of the job Coaching takes place within the confines of a formal manager-employee relationship Focuses on developing individuals within their current jobs Interest is functional, arising out of the need to ensure that individuals can perform the tasks required to the best of their abilities Relationship tends to be initiated and driven by an individual’s manager Relationship is finite - ends as an individual transfers to another job Mentoring characteristics: Takes place outside of a line manager-employee relationship, at the mutual consent of a mentor and the person being mentored Is career-focused or focuses on professional development that may be outside a mentoree’s area of work Relationship is personal - a mentor provides both professional and personal support Relationship may be initiated by a mentor or created through a match initiated by the organization Relationship crosses job boundaries Relationship may last for a specific period of time (nine months to a year) in a formal program, at which point the pair may continue in an informal mentoring relationship
- Interest in mentoring has varied over time and has been affected by economic and social factors. Organizations recognize that workforce demographics have changed dramatically in recent years, as women and members of different minority groups have joined the workforce in greater numbers. In addition, technology has automated traditional employee functions and continues to affect on-the-job performance, altering the way people see themselves within the corporate structure. With these changes, organizations are finding it difficult to recruit and retain qualified personnel. As corporate downsizing continues, organizations are also experiencing a flattening of their organizations, challenging them to provide sufficient growth opportunities for employees. On the plus side, organizations find today’s employees exhibit a more flexible approach to work. On the minus side, employees may feel less loyalty to the organizations for which they work. Organizations now look to mentoring to implement a strategic game plan that includes: Recruitment Retention Professional development Development of a multicultural workforce Interested in launching a formal mentoring program? Our e-mentoring software, ç Absolutely. Informal mentoring occurs all the time and is a powerful experience. The problem is that informal mentoring is often accessible only to a few employees and its benefits are limited only to those few who participate. Formal or structured mentoring takes mentoring to the next level and expands its usefulness and corporate value beyond that of a single mentor-mentoree pairing.
- Informal mentoring: Goals of the relationship are not specified Outcomes are not measured Access is limited and may be exclusive Mentors and mentees self-select on the basis of personal chemistry Mentoring lasts a long time; sometimes a lifetime The organization benefits indirectly, as the focus is exclusively on the mentee Formal mentoring: Goals are established from the beginning by the organization and the employee mentee Outcomes are measured Access is open to all who meet program criteria Mentors and mentees are paired based on compatibility Training and support in mentoring is provided Organization and employee both benefit directly. One-On-One Mentoring The most common mentoring model, one-on-one mentoring matches one mentor with one mentoree. Most people prefer this model because it allows both mentor and mentoree to develop a personal relationship and provides individual support for the mentoree. Availability of mentors is the only limitation. Resource-Based Mentoring Resource-based mentoring offers some of the same features as one-on-one mentoring. The main difference is that mentors and mentorees are not interviewed and matched by a Mentoring Program Manager. Instead, mentors agree to add their names to a list of available mentors from which a mentoree can choose. It is up to the mentoree to initiate the process by asking one of the volunteer mentors for assistance. This model typically has limited support within the organization and may result in mismatched mentor-mentoree pairing. Group Mentoring Group mentoring requires a mentor to work with 4-6 mentorees at one time. The group meets once or twice a month to discuss various topics. Combining senior and peer mentoring, the mentor and the peers help one another learn and develop appropriate skills and knowledge. Group mentoring is limited by the difficulty of regularly scheduling meetings for the entire group. It also lacks the personal relationship that most people prefer in mentoring. For this reason, it is often combined with the one-on-one model. For example, some organizations provide each mentoree with a specific mentor. In addition, the organization offers periodic meetings in which a senior executive meets with all of the mentors and mentorees, who then share their knowledge and expertise. Training-Based Mentoring This model is tied directly to a training program. A mentor is assigned to a mentoree to help that person develop the specific skills being taught in the program. Training-based mentoring is limited, because it focuses on the subject at hand and doesn’t help the mentoree develop a broader skill set. Executive Mentoring This top-down model may be the most effective way to create a mentoring culture and cultivate skills and knowledge throughout an organization. It is also an effective succession-planning tool, because it prevents the knowledge "brain drain" that would otherwise take place when senior management retires. For further information,
- What is the Main Thing? That is what you need to define as your vision and mission statement in order to properly apply mentorship
- Vision: Mission:
- In order to reach the vision, the organization must have buy in from the administrator, department heads, and direct staff Leadership training must be done concurrently with mentoring. The administrator, must define and communicate his/her style; through needs inventory, s/he should be aware of the styles of each of his/her department heads. There are articles and charts to provide each leadership style tools to learn how to work/ interact positively and successfully with other styles- part of the mentorship should include this education. There must be a commitment to 100% service excellence to whatever your organization does- whether it is making tee shirts or saving lives. Take Pikes Place FISH MARKET- it is world famous because they, the front line staff, decided it was so. Foster care is providing smaller groups within each department pairing new with seasoned employees, directors, managers, and supervisors. Do not be afraid to pair peers with unlike styles- this will help foster communication, learning moments, and when you have to work side by side with someone with a different style, in the end, positives rub off an negatives can become positives. Foster care promotes mentoring between peers, and provides deeper respect, love and training to occur on all fronts, peer to peer, director to subordinate, director to director and administrator to director. If a Director sees potential for a front line staff to become a leader- has natural ability to lead- his/her character is one of a leader, the goal of mentoring is to mentor yourself out of a job. When you mentor yourself out of a job, you have opened yourself up for a promotion. Administrators/ executive directors worth their weight in gold notice the potential in their directors, they will mentor them to learn about being an administrator. Those who are afraid of being replaced, hold on to knowledge because knowledge is power. If this is the culture in the organization, mentorship will not work.
- Accompanying: making a commitment in a caring way, which involves taking part in the learning process side-by-side with the learner. Sowing: mentors are often confronted with the difficulty of preparing the learner before he or she is ready to change. Sowing is necessary when you know that what you say may not be understood or even acceptable to learners at first but will make sense and have value to the mentee when the situation requires it. Catalyzing: when change reaches a critical level of pressure, learning can escalate. Here the mentor chooses to plunge the learner right into change, provoking a different way of thinking, a change in identity or a re-ordering of values. Showing: this is making something understandable, or using your own example to demonstrate a skill or activity. You show what you are talking about, you show by your own behavior. Harvesting: here the mentor focuses on "picking the ripe fruit": it is usually used to create awareness of what was learned by experience and to draw conclusions. The key questions here are: "What have you learned?", "How useful is it?". Benefits Especially in the workplace, there are many benefits to developing a mentorship program for new, and current employees. Career Development: Mentoring employees gives the opportunity to align organizational goals to personal career goals. It gives employees the ability to advance professionally. This collaboration gives employees a feeling of engagement, which leads to better retention rates. High Potential Mentoring: Top talent in the workplace tend to be difficult to retain. These employees have incredibly potential to make great things happen for the company, and for themselves. With a mentor program, top talent employees can be guided into leadership positions, and give them new engagement for new roles that will attract them to stay longer. Diversity Mentoring: One of the top ways to innovate is by bringing in new ideas. Mentors can empower diverse employees to share ideas, knowledge, experience to expand and innovate into the company. This also brings cultural awareness and a value of other cultures into the workplace. Reverse Mentoring: This not so obvious benefit of mentoring is incredibly important. The younger generations can help the older generations to expand and grow towards current trends. Everyone has something to bring to the table, this creates a two way street within companies where younger employees can see the larger picture, and senior employees can see things from a different point of view. Knowledge Transfer Mentoring: Employees must have a certain set of skills in order to accomplish the tasks at hand. Mentoring is a great approach to help employees get organized, and give them access to an expert that can give feedback, and help answer questions that they may not know where to find answers to
- Chain Link Mentoring. In order for mentorship to work, as with all cultures, mentorship has to start from the top down. That requires the Administrator/ CEO/ Executive Director to invest in his Directors. S/He needs to learn about each one of his subordinates to figure out what makes them tick. On a personal level, information such as their family values ( married/divorced/children), religious values, common hobbies, habits, passions and displeasures. A skills inventory should be completed in order to know what type of leader they are, as well as their strengths and weaknesses. The Administrator/leader must also know the roles and expectations of all of his/her directors. If s/he is unaware of the each departments SWOT analysis, it will be difficult to understand the directors responsibilities, assist with forming measurable goals based on the department’s strengths and weakness, or their opportunities and challenges they will face in the upcoming year. Once the Administrator has done his/her homework and has discovered who each director is based on their personal/professional SWOT. The Adirministrator should have formal meetings with the directors as a team and informal mentoring sessions with them as individuals. The team meetings should focus on training/mentoring on mentorship. Informal sessions should be mentorship sessions- focused on what the director may need assistance with in their department. Instead of solving their issues or giving the director goals and objectives, as the mentor, the administrator should use the personal relationship to teach them how to create their own goals and objectives and by using stories and examples or even coming along side as they work on a project, use their own experiences as a teaching moment. The Directors in turn should do the same with their direct line staff. This should be in the form of department meetings, 15 minute catch ups with individual staff members; working side by side with the staff; mentor through issues in the department; have an open door policy, when staff ask a question, instead of providing the answer, mentor the staff through the problem by offering ‘stories’ asking questions, working side by side to solve the problem, empower them to solve the problem. DEED- Discover, Educate, Empower & Deploy HEAL- Help, Empower, accountability, Lead MENTORSHIP= training your staff what you know by coming along side them; by establishing a relationship with your staff. It is not being afraid to mentor yourself out of a job. MENTORSHIP= RETENTION thru love, respect and personal training.
- The Mentoring Program Manager forms a task force of 6-8 people. Members of the task force should represent a cross-section of the organization, including potential mentors and mentorees, supervisory personnel and any stakeholders who can bring value to the process. For example, a representative from Human Resources might help tie department goals with the goals of the mentoring program. The task force: Determines the goals of the program Chooses the proper mentoring model Selects criteria for mentors and mentorees Defines other critical components of the program Interviews potential candidates Matches participants Evaluates results at the end of the pilot program
- Benefits of Having an Organizational Mentoring Program Mentoring programs help employees do the right thing by exposing them to senior employees that know how to do the right thing. This helps the employee perform more effectively and gives the employee more satisfaction. The benefits to the employee are obvious, but what are the benefits to the organization? Onboarding - Speed up the process of bringing on new hires and speed up the process of redeploying existing employees into new lines of work. Bring them up to speed quickly and effectively. Studies have shown that the first month of a new hire or new assignment is critical to the overall success of that employee's tenure with the organization. Mentoring provides a key resource to these employees during this crucial learning phase. Employee Satisfaction - Studies have shown that employees that participate in mentoring programs have a higher job satisfaction. Higher job satisfaction leads to increased productivity and reduced turnover. Employee Retention - Studies have shown that employees that are mentored stay on the job longer than those that are left to sink or swim. A high percentage of turnover is directly caused by employees not knowing how to do their job. Give employees the ability to do their job correctly and effectively and they will stay longer and give better results. Employee Productivity - Employees participating in mentoring programs have an effective mechanism for getting answers quickly, allowing them to move on quickly. Employees that have to rediscover or re-invent solutions to common problems not only waste time that could be better spent but may also introduce new and costly problems into the organization when they solve their problems incorrectly. What makes this worse is when the new 'solution' is left in place and then taught to other employees. Career Growth / Succession Planning - Mentoring programs provide an effective way to provide a career growth path to your employees. Growing your employees into more senior positions is an effective way to reduce hiring and turnover costs and keep employees continually striving to be the best that they can be. Mentoring is an effective mechanism for grooming employees to fill key roles as part of your organization's succession plan. Knowledge Management and Retention - For many organizations, the knowledge retained in key individuals is the most valuable part of the organization. When these key individuals leave, this valuable information leaves with them. That is, unless your organization has an effective mentoring program that allows and encourages these key employees to share their knowledge and skills with other employees. Not only does this benefit the organization by reducing the risk of loss of key skills and knowledge, but it also helps reduce the load on the key employees. Freeing up key employees from day to day crisis management allows them to do what they do best, whether that is innovating, generating sales, or any of the other crucial features of a successful organization. Key employees are key because they are good at what they do and would rather do what they do well than constantly manage crises created from others that are less skilled. Spread their knowledge to others and it frees them from this burden. Quality - Dr. W. Edwards Deming has shown that organizations that actively care about the quality of their organization are more profitable. The first step to improved quality is making sure everyone is following your current internal process. You cannot improve your internal processes if everyone is ignoring them. The best way to insure consistency is to make sure junior employees are taught the right way in the first place. Synergy - Mentoring gives employees, both mentors and mentees the opportunity to be better and more productive than either could be individually. Mentor - mentee teams accomplish more than individual contributors because the highly skilled mentor can focus more effectively on the high skilled areas of his work while off loading the less skill-intensive work to the mentee. The mentee preforms more effectively because he is working within his current range of expertise and does not get stuck or road blocked trying to handle things outside his skill level. As a member of the team, the mentee not only learns how the mentor handles the highly skilled aspects of the job, but also gets credit for the successes of the team, leading to increased enthusiasm and performance in the job. As an added benefit to the mentor, when senior employees mentor others, they hone their own skills more effectively in the process. Reduce Frustration - Employees that don't understand their jobs and don't know where to go for help become frustrated. Frustration leads to morale problems beyond the individual employee and lead to higher turnover. Mentoring provides an avenue for employees to find resources and answers to problems, to empower employees to resolve their problems themselves.
- AT THE END OF THE RELATIONSHIP, WHEN THE MENTOR BELIEVES THE MENTOR HAS ACHIEVED HIS/ HER GOAL, THE MENTEE BECOMES THE MENTOR.