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SMART by Design! Leadership Essentials for Virtual Mentorship - AVU workshop dr penina lam
Dr. Penina Lam presents a guide on implementing virtual mentorship programs, emphasizing the importance of these programs for professional development, particularly for women entrepreneurs. The document outlines the phases, benefits, and types of mentoring while providing best practices for engaging mentees through virtual platforms. It also touches on key metrics for evaluating mentoring success and the significance of content strategy in attracting participants.
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SMART by Design! Leadership Essentials for Virtual Mentorship - AVU workshop dr penina lam
- 1. Dr. Penina Lam CEO,eLearning Innovators, Inc. penina@elearninginnovators.ca www.elearning-innovators.com SMART by Design! Leadership Essentials for Virtual Mentorship
- 2. Karibuni Kenya! Learning Outcomes Startor scale up your virtual mentoring program
- 3. Reference: Lam, P.M. (2015).SMART by Design! Leadership Essentials for Virtual Mentorship. Presented at the African Virtual University Conference, Nairobi, July 2-3.
- 4. Digital Leadership Development Content Virtual Conferencing Virtual Mentoring & Coaching AboutMe: ELI Content Tools Strategy
- 5. 1.1 About YOU in30 sec! MENTOR MENTEE BOTH
- 6. Mentoring: Word Cloud MENTORMENTEE 1.1
- 7. •Professional qualification mentors •On-boarding/induction •Education/learning •Mainstream/support– change •Executive •Expert – SME e.g. entrepreneurship •General Mentor Types Kay & Hinds, 2009
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- 9. Coaching Mentoring Teaching Or Training Work Experience Experimentation Other Self-Study How dowe teach and / or learn?
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- 11. • Schools • Government •Higher Education • Innovative organizations – corporate or NGOs • Community organizations Virtual Mentoring for Who?
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- 14. “time and spaceconstraints are the most often cited reasons for mentoring relationship failures” asynchronous = much greater timing flexibility Why Virtual Mentoring? Watson, S. (2006).
- 15. http://www.swc-cfc.gc.ca/initiatives “88% of entrepreneurswith mentors survive in business, compared to a 50% failure rate for those without a mentor.” “mentoring women entrepreneurs allows them to develop at a faster pace and improve business survival rates.” Why Mentoring?
- 16. …as a “resultof being mentored, women participants have increased their awareness of career opportunities and knowledge of their fields” Watson, S. (2006). Why Mentoring?
- 17. “The current speedof change means that employees need to be trained continuously in order for companies to avoid the dangers of being out-thought and out-maneuvered by competitors.” Source: Docebo 2014 Why Mentoring?
- 18. Alumni engagement Networking Job placement WhyMentoring? 24.3% South Africa 42% Kenya Senegal 30.0% among adults aged 24 and under
- 19. IBMreported that itwas able to deliver five times the training at one-third the cost with an estimated cost saving of $200 million. Why Mentoring? Zahara, A. 2015
- 20. Types of Mentoring One-on- One mentoring Group mentoring TimeFormat Participants
- 21.
- 22. Technological Consider Access totechnology by u IT infrastructure Funding for innovatio Innovation potential Technology-related legisl Maturity/Capacity of techn Intellectual property prote (copyright, licensing, pa Political Consideration Government policies Political change Wars and conflicts Current or future legislati Domestic or international legi Regulatory bodies and proc Pressure groups: lobbyists or Economic Considerations Market cycles International trade Government budgets Interest/ exchange rates Funding or grant initiatives Taxation Competition Social Considerations Demographic changes Cultural values Ethical issues Freedoms (or lack of) Media views/influences Public attitudes and opinions Education consumer trends Advertising and publicity Brand recognition Generational and lifestyle trends Social Technological Political Economic STEP
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- 29. Content Legacy vs. New Proprietaryvs. Free / Open source Bespoke vs. Off-the-shelf
- 30. SITUATE Envision Explore Expose Express Leadership Goals &Actions Leadership Goals Gap identification Assumptions Situation analysis Strategic planning Underlying values
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- 33. WHO? Community External Mentors Internal Mentors ProgramStaff Supervisor Peer Mentor Mentee
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- 37. Traditional Mentoring formats Face-to-facemeetings Phone Mail/Letter writing eMentoring New Media & Formats Email Telephone Social media Video-conferencing Blog-based Chat (SMS or Web) Learning Management System Blended media (combination) Connectivity & Communication
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- 39. Become a Mentor! Click hereto learn more Registration Dashboard Community
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- 41. Enlist Excite Expectations Engage MOBILIZE Leadership Goals &Actions Leadership Goals Recruiting participants obtaining resources setting expectations engaging team members screening matching
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- 44. Strategies for Successfor eMentors Date: Wed. February 25, 2015 Time: 12:00 p.m. – 12:45 p.m. EST Location: Virtual Show in my Time Zone Webinar Description This webinar is designed for new mentors as they start their eMentoring relationships. It will provide you with a fresh ways to engage your mentee(s) virtually, power up your mentor-mentee meetings, and and engage with your mentee! The Webinar will provide you with best practices for conducting virtual meetings and using the applications effectively. Learning Outcomes: Through this Webinar, you will be able to: • Use our SMART application to start virtual meetings with your mentee(s) • Apply engaging strategies that enhance virtual conversations • Evaluate changes necessary to boost you own meetings
- 45. 2.3LMS/MMS Essentials • Communicationsand Workflows • Relationship Management • Data management • Content management • Outcome measurement • Content marketing/showcasing • Other
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- 48. ACTIVATE Execute Excel Experience Enable Leadership Goals &Actions Leadership Goals Put action plans in motion Be part of the experience Manage and Coach Support
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- 50. Formative Evaluation • During program Summative Evaluation •End of program Leadership Toolkit
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- 52. Which key metrics/KPIswould you track? Progress: completion of profiles, Quizzes, Answers, Scores Content: traffic, activity, popular content, slide views, performance summary, progress, People: enrolment, user activity, group activity, active groups, active users, guestbook responses eCommerce: sales history, sales summary, etc. Other _____________ Leadership Toolkit
- 53. Examine Evaluate Exemplify Eliminate RE-EVALUATE Leadership Goals &Actions Leadership Goals Monitor progress Review and tracking metrics Results-based decisions Support for participants
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- 56. To get thelatest updates on eMentoring, follow us on our social media channels LinkedIn Group Facebook Twitter Join Our Online Community! Community
- 57. “Content marketing isa marketing technique of creating and distributing valuable, relevant and consistent content to attract and acquire a clearly defined audience – with the objective of driving profitable customer action.” ~ Content Marketing Institute, 2014 Content
- 58. Essential Content StrategyElements • Audience • Content • Connection • Channels • Impact (by Lavine and Lee (2015) of Northwestern University) Content
- 59. 5.1 “Content strategy isthe development, management and distribution of stories that connect audiences across all channels, driving engagement.” ~ Lavine & Lee, Northwestern University, 2015.
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- 61. Enlighten Evangelize Extend Elevate TRANSMIT Leadership Actions Enlightenothers about eMentoring Energize: Celebrate Success, thank, reward Evangelize! Talk about it Elevate the practice of mentorship
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- 64. Community & Cause Culture& Cost Connectivity & Communications Competencies & Conditions Content Core The SMART Principles
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- 66. Virtual Mentoring Implementation Opportunities Buy theBook Get the Content Catalog Get Started with VM Contact Us
- 68. Life is Calling…Howfar will you go? Peace Corps Go light your world! Kathy Trocolli Be a Gift to the World! K. R. Ravindran Rotary 2015-2016 President
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- 70. Stay in Touch! Dr.Penina Lam CEO, eLearning Innovators, Inc. penina@elearninginnovators.ca www.elearninginnovators.ca www.elearning-innovations.com Twitter: @peninalam LinkedIn: /peninalam
Editor's Notes
- #2 AVU Conference - Crown Plaza Hotel, Nairobi, Kenya Format: Workshop Target audience: Senior leaders, Educational Developers, and program administrators SMART VIRTUAL MENTORING: Getting Started with an eMentoring Management System Virtual meetings have taken root as the go-to option for social and professional meetings regardless of the topic of discussion. Mentors and mentees seeking to connect across distances can now take advantage of the growing virtual meeting applications to establish to enhance their relationships. While face-to-face chats over a cup of coffee are still common, engaging in mentorship (thank goodness) is no longer limited by one’s location. Distance, once thought a barrier to effective communication with loved ones, mentors and acquaintances, is now overcome by a host of Web-based and mobile applications, all of which have opened new and exciting avenues to finding mentors, developing relationships, and engaging with networks. HOUSEKEEPING Greetings, location of bathrooms, Materials on the table Translators I welcome questions throughout I will need your participation throughout 15 min. Go round room – each one to self-introduce - name, institution
- #4 Introduction: This workshop was designed to enhance the practice of mentoring It’s based on my own experiences designing and running mentoring programs and also learning from research and best practice of what others are doing internationally that relates to leveraging the value that mentoring adds to the teaching-learning process. Audience Learning Outcomes By attending this workshop, the audience will be able to: Evaluate opportunities for integrating eMentoring to enrich curriculum relevance Apply the SMART design when launching eMentoring programs Leverage existing LMS infrastructure to facilitate eMentoring Establish opportunities for employer-university collaboration for eMentoring Choose to integrate virtual mentoring in their curricular
- #6 TIME: 10 MIN. WORKSHEET 1.1 Name institution Your experience as a mentor/mentee/or both HOW you’ve been involved - 30 seconds each Add tally on CHARTS - labelled 3, 4, 5 charts
- #7 TIME: 10 MIN WORKSHEET 1.1 2 CHARTS STEP 1: Get up and go to the charts around the room and write one word that comes to mind when you hear the word mentor or mentee DEBRIEF:
- #8 kay d and hinds R, 2009 a practical guide to mentoring
- #9 These are what we refer to as the mentoring values – at the core of mentorship are PEOPLE
- #10 Debrief from last Exercise –Talent Development Approaches Multiple ways of learning Accessibility to learning Learning styles Talent Development Approaches Mentoring Coaching Training On-the-Job training Self-study Experience
- #12 Who Needs Mentoring?
- #13 The 5 SMART principles (foundations): Community Connectivity Competencies Culture Content The 5 SMART processes (phases): Situate Mobilize Activate Re-evaluate Transmit COMMUNITY & CAUSE Who makes up the core group or community that will participate and why should they engage? CONNECTIVITY & COMMUNICATIONS How will mentors and mentees communicate with program staff or each other and what are the essential communication channels and media to be used? Consider using SMART eMentoring Management Systems (MMS) to power your eMentoring Communications and Workflows, Relationship Management, data and content management, Outcome measurement and to showcase your work. COMPETENCIES & CONDITIONS: What are the digital competencies of the prospective participants? Establish clearly the learning needs and competency gaps (attitudes, skills or knowledge) and align these to the learning materials and mentoring conversations. Keep in mind any other conditions related to competencies for example, regarding quality assurance, professional standards, examination requirements, flow of work, union requirements, and workload implications. These factors may have an impact on how the competency gaps can be closed effectively. CULTURE & COST Understanding current situation should take into account organisational and societal culture, both of which influence change in the organisation. Take into account formal funding structures and regulations that must be met and resource allocation. CONTENT CORE Like any other form of learning, content is at the core of any mentoring initiative. While most content is generated during the mentoring conversations (mentor-mentee interactions), there is core content that is necessary to guide them. the specific needs of an audience that guide the content (training topics) can be assessed and the content can then be designed and made available via selected tools such as the SMART eMentoring Management System or your very own LMS.
- #14 WORKSHEET 1.1 QUESTION: 4 What is the top 1 reason for your organization would be interested in eMentorship?
- #15 Challenges of VM voiced concern with the procedure for obtaining mentors, timely responses from some mentors and the degree to which their questions were addressed in some cases. time and space constraints are the most often cited reasons for mentoring relationship failures In fact, according to Noe (1988), time and space constraints are the most often cited reasons for mentoring relationship failures. Because electronic mentoring is asynchronous, it allows much greater timing flexibility. It is also place independent, meaning that pre-service and practicing teachers could participate in a relationship regardless of geographical location. This would be especially beneficial to pre-service teachers in relatively rural or isolated areas who do not have access to a large pool of practicing teachers (Harrington, 1999). It could also expose pre-service teachers to a potentially larger number of practicing teachers with expertise in their grade levels/subject areas. Another advantage of electronic mentoring over traditional mentoring according to Single and Muller (1999) is that “communicating using email allows for the construction of thoughtfully written messages without the pressure of immediately responding, such as in communicating orally” (p. 237). Watson, S. (2006). Virtual Mentoring in Higher Education: Teacher Education and Cyber-Connections International Journal of Teaching and Learning in Higher Education 18:3, 168-179 http://www.isetl.org/ijtlhe/ Watson, S. (2006). Virtual Mentoring in Higher Education: Teacher Education and Cyber-Connections International Journal of Teaching and Learning in Higher Education 18:3, 168-179 http://www.isetl.org/ijtlhe/ http://www.isetl.org/ijtlhe/pdf/IJTLHE18(3).pdf#page=17
- #16 “…having a mentor can be good for your career and the benefits of mentoring are well known. Studies show that mentoring women entrepreneurs allows them to develop at a faster pace and improve business survival rates. In fact, research suggests that 88% of entrepreneurs with mentors survive in business, compared to a 50% failure rate for those without a mentor. http://www.swc-cfc.gc.ca/initiatives/swo-mesr/index-en.html
- #17 BENEFITS result of being mentored, women participants have increased their awareness of career opportunities and knowledge of their fields Watson, S. (2006). Virtual Mentoring in Higher Education: Teacher Education and Cyber-Connections International Journal of Teaching and Learning in Higher Education 18:3, 168-179 http://www.isetl.org/ijtlhe/
- #18 “These training initiatives need to be monitored and managed via a consistent and reliable Learning Management System. The worldwide market for Self-Paced E-Learning is $51.5 billion”
- #19 42% Kenya
- #20 How much does it cost? Zahara, A. 2015 IBM reported that it was able to deliver five times the training at one-third the cost with an estimated cost saving of $200 million.
- #21 TYPE OF MENTORING There are different types depending on need of the audience, organizational priiorities One-on-one Group Under each of these categories there is are a variety of options LEADERSHIP ESSENTIAL TIP: Think what type would best fit your institution Why?
- #22 PAGE 3 – 5 of handout Will not complete the SWOT or STEP analysis but they should be familiar with these tools. Goal is to have a very clear rationale for why VM is good for your stakeholders, why invest in it? Leadership actions:
- #31 Envision Explore Expose Express
- #33 Budget Infrastructure Content
- #34 PAGE 6-7 of handout Discuss the demographic considerations Who is on your team? Who will champion the cause? Who will mentor or be mentored?
- #36 http://www.swc-cfc.gc.ca/initiatives/swo-mesr/index-en.html Leadership Lesson: need to champion the cause
- #37 WORKSHEET 2.2 PAGE: 8-9 of handouts TOOL KIT: PRINCIPLE: Connectivity & Media considerations – Task discuss with your partner DEBRIEF – Accessiblity of the tools to the users Application: Free or proprietary infrastructure is key - mobile Licencing
- #38 LEADERSHIP ESSENTIAL TIP - MEDIA Think about what type of VM would best fit your situation and why
- #39 The app-based software based on the SMART Design may include the following functionalities and focus on eMentoring tools, communications, collaboration tools, and content. Link/database of mentor-mentee profiles e.g. via LinkedIn Match mentors to mentees (across a range of specific preferences) Engage mentors and mentees Track mentor-mentee engagement/meetings. Allow mentor-mentee meetings to use video-chats, link to Social media sites e.g. YouTube, Twitter, Facebook, LinkedIn or other. Allow participants to post and get feedback on the “subject” that matters to them Allow students to network with alumni and find jobs, network, etc. Allow learning opportunities across a variety of content, customized to audience and client needs Functionalities A mobile-friendly layout of a new/ existing website with responsive stylesheet A mobile app that compliments a companion website. Brandable “sites” or apps
- #40 Consider how you will recruit mentors and mentees - the core members of your community This could appear on various media channels most frequented by the target audience QUESTION: WHAT ARE SOME OF THE CHANNELS YOU’D USE WITHIN YOUR INSITUTTION TO RECRUIT MENTORS?
- #41 Consider how you will OBTAIN content – remember in phase one you did a high level analysis of the content needed to match the competencies. Now with your team in place, you’ll need to design the content and develop it, OR if it’s legacy/existing content, you may use “as is” or repurpose it to fit the new mentoring purpose. In my past experiene, most of our team members already had content designed, they simply repurposed it to fit a diverse audience of faculty and HQPS. QUESTION: WHAT ARE SOME OF THE CHANNELS YOU’D USE WITHIN YOUR INSITUTTION TO OBTAIN CONTENT?
- #44 WORKSHEET 3.1 PAGE: 10 of handouts TOOL KIT: action plan PRINCIPLE: Connectivity & Media considerations – Task discuss with your partner DEBRIEF – Accessiblity of the tools to the users Application: Free or proprietary infrastructure is key - mobile Licencing
- #49 Execute Enablers Excel Experience
- #54 Examine Evaluate Exemplify Eliminate
- #61 Multiple intelligences Diverse audience with varying learning styles Diverse media channels
- #62 Elevate Enlighten Evangelize Extend
- #66 The 5 SMART principles (foundations): Community Connectivity Competencies Culture Content The 5 SMART processes (phases): Situate Mobilize Activate Re-evaluate Transmit COMMUNITY & CAUSE Who makes up the core group or community that will participate and why should they engage? CONNECTIVITY & COMMUNICATIONS How will mentors and mentees communicate with program staff or each other and what are the essential communication channels and media to be used? Consider using SMART eMentoring Management Systems (MMS) to power your eMentoring Communications and Workflows, Relationship Management, data and content management, Outcome measurement and to showcase your work. COMPETENCIES & CONDITIONS: What are the digital competencies of the prospective participants? Establish clearly the learning needs and competency gaps (attitudes, skills or knowledge) and align these to the learning materials and mentoring conversations. Keep in mind any other conditions related to competencies for example, regarding quality assurance, professional standards, examination requirements, flow of work, union requirements, and workload implications. These factors may have an impact on how the competency gaps can be closed effectively. CULTURE & COST Understanding current situation should take into account organisational and societal culture, both of which influence change in the organisation. Take into account formal funding structures and regulations that must be met and resource allocation. CONTENT CORE Like any other form of learning, content is at the core of any mentoring initiative. While most content is generated during the mentoring conversations (mentor-mentee interactions), there is core content that is necessary to guide them. the specific needs of an audience that guide the content (training topics) can be assessed and the content can then be designed and made available via selected tools such as the SMART eMentoring Management System or your very own LMS.
- #70 Pixabay.com
- #71 Pixabay.com