FUNDAMENTALS OF MENTORING Dan Kirkpatrick, MSN, RN College of Nursing and Health Wright State University FUNDAMENTALS OF MENTORING Dan Kirkpatrick, MSN, RN College of Nursing and Health Wright State University

MENTORING OBJECTIVES - Define Mentoring - Describe The Evolution Of Mentoring - Identify A Model And Phases Of Mentoring Relationships Mentoring Relationships - List Areas Of Potential Concern In Mentoring Relationships Mentoring Relationships - Describe Strategies/Tools For Developing/Maintaining Mentoring Developing/Maintaining Mentoring Relationships Relationships

DEFINITION: Mentoring occurs when a senior person (the mentor), in terms of experience, undertakes to provide information, advice, and emotional support for a junior person (the protégé) in a relationship lasting over an extended period of time and marked by substantial emotional commitment by both parties. If the opportunity presents itself, the mentor also uses both formal and informal means of influence to further the career of the protégé.

EVOLUTION OF MENTORING Mentoring was initially viewed as simply the “The sharing or transferring of information” Mentoring was initially viewed as simply the “The sharing or transferring of information” Mentoring is now seen as “the facilitation or development of a learning relationship”, not “what to think” but “how to think” Mentoring is now seen as “the facilitation or development of a learning relationship”, not “what to think” but “how to think”

MENTORING AND LEADERSHIP Business World – active mentoring programs Healthcare Leaders – historically poor at mentoring

MENTORING AND LEADERSHIP Question: Why Don’t We in Healthcare Mentor Our Staff?? Answers: 1) Lack of Time 2) Lack of Education/Understanding of the Mentoring Process

KRAM’S MENTORING MODEL PROTEGE PROTEGE MENTORING PROCESS CAREER PSYCHOSOCIAL FUNCTIONS FUNCTIONS FUNCTIONS FUNCTIONS SPONSORSHIPROLE MODELING VISIBILITYACCEPTANCE & COACHING CONFIRMATION PROTECTION COUNSELING CHALLENGING FRIENDSHIP ASSIGNMENTS ASSIGNMENTS

PHASES OF THE MENTORING RELATIONSHIP Initiation Cultivation CultivationSeparationRedefinition

ISSUES AND CONCERNS IN MENTORING CROSS-GENDER MENTORING CHAIN-OF-COMMAND MENTORING

DEVELOPING MENTORING RELATIONSHIPS FORMAL VS INFORMAL MENTORING APPROACHING A MENTOR APPROACHING A PROTEGE

How To Mentor Do ’ s and Don ’ ts Do ’ s and Don ’ ts DO: Meet on a regular basis During work hours if possible After work hours if necessary (in public) DON ’ T: Meet in private with individuals after hours DON ’ T: Meet in private with individuals after hours

How To Mentor Do ’ s and Don ’ ts Do ’ s and Don ’ ts DO: Occasionally have an agenda/homework/specific tasks DON ’ T: Schedule just a Chit Chat session

Ways To Mentor Start a mentoring education program Start a mentoring education program Encourage participation at formal events, i.e. company dinners. Sit with protégé, introduce them to senior staff during breaks. Encourage participation at formal events, i.e. company dinners. Sit with protégé, introduce them to senior staff during breaks. Encourage protégé to take on organization-wide projects - then help them! Encourage protégé to take on organization-wide projects - then help them! Provide in-depth career counseling Provide in-depth career counseling Start a mentoring award program Start a mentoring award program

Hints to Mentoring #1 Listen!!!!!!!!!!!! #1 Listen!!!!!!!!!!!! #2 Get to know your mentor/protégé #2 Get to know your mentor/protégé #3 Role model behavior to protégés #3 Role model behavior to protégés –Be visible in your organization –Be a joiner: professional organizations, community activities #4 Consider “ group ” mentoring #4 Consider “ group ” mentoring

How To Improve Mentoring In Our Facility Make facilitative mentoring a part of your organizational culture Make facilitative mentoring a part of your organizational culture Reward outstanding mentors Reward outstanding mentors Be a mentor!!! Be a mentor!!!

Mentor/Protégé “ Do ’ s and Don ’ ts ” Mentor “ Do ’ s ” Be Available/Be Prepared Convey Respect & Confidence Focus on Protégé Ask Questions Track Progress Identify Strengths Give Feedback Reassess

Mentor/Protégé “ Do ’ s and Don ’ ts ” Mentor “ Don ’ ts ” Promote Your Own Agenda Use Your Protégé as “ Free Labor ” Take Credit for Their Work Make a “ Clone of Yourself ” Smother Your Protégé

Mentor/Protégé “ Do ’ s and Don ’ ts ” Protégé “ Do ’ s ” Be Punctual Follow Through Set Agendas Communicate With Your Mentor Accept Critique Convey Respect Accept Challenges Show Appreciation Reassess

Mentor/Protégé “ Do ’ s and Don ’ ts ” Protégé “ Don ’ ts ” Avoid Decisions Rely Exclusively on Your Mentor AcquiesceOver-Idealize Avoid Following-Through

TOOLS TO ENHANCE MENTORING 1. Presence of Mentoring Questionnaire 2. Mentoring PowerPoint Presentation 3. Staff Skills Worksheet 4. Colin Powell ’ s Rules and Lessons 5. Mentoring List 6. Mentoring Reference List

MENTORING TOMORROW’S LEADERS & CLINICIANS “Mentoring is a ongoing process, not an end result. It involves commitment, energy, and a desire to see the best of ourselves in others”