1. The Art of Mentoring and Staff Development
Presented by:
Kay W. Soltis
Director of Financial Aid
Pacific Lutheran University

2. Staff Development and Mentoring
Where are you in your career
At the Beginning
Promotion/Advancement
Looking forward to Retirement
Where are you in your career
Are you at the beginning of your professional career – Staff Development/Coaching
So new that it takes everything to just learn the position
What do you need to do your job
Are you a few years on the job – Promotion/Advancement - Mentor
What do you need to do to prepare yourself for advancement
Training
New Responsibilities – either assigned or request new responsibilities
Successful performance appraisals
Cultivate a social and professional network
Get involved whether as a
Support Staff
Administrator/counselor
Senior Management/Assistant, Associate Director
Director, Dean
On the downward slope – looking forward to retirement - Succession
Finding someone who understands my philosophy and my beliefs
Wanting to leave the institution and the office in “good hands”

3. Staff Development At the beginning
Become well versed in your responsibilities
Stretch yourself
Volunteer for your professional organization
In the beginning
Learn everything you can about your job responsibilities
State association training
WASFAA training opportunities – Sister Dale Brown Summer Institute
Webinars
Jerry R. Sims Management and Leadership Institute
Summer Drive in Training
WASFAA Conference
NASFAA – webinars
NASFAA Conference
FSA Conference
Institutional training – Leadership, Human Resources, Supervisory training, Customer Service Training
Skill set enhancement – keyboarding, Excel training, power point
Make your self available for all training opportunities
Let your boss know you have a game plan to obtain advancement in the company/institution
Volunteer for your career – professional association, institutional committees
Do things you have never done – good for you to stretch

4. How does one prepare Training - Programmatic Professional Development
Coaching – A collaboration in which the person being coached (coachee) defines the agenda and the coach serves as a committed listener, active inquirer and instrument of change.
Mentoring – Coaching and copying, this is one time plagiarizing is a good thing, what you are trying to do is learn from the mentor the talents you would like to emulate.
Training
Programmatic
Professional Development
Coaching -Coaching is a collaboration in which the person being coached (coachee) defines the agenda and the coach serves as a committed listener, active inquirer and instrument of change.
Coaching is most effective in response to a performance issue (as opposed to a skills deficit), or when there is a need for a more holistic personal development as opposed to the learning of specific tasks and skills. Coaching is an appropriate learning solution for those employees who are saying "I want to be even more effective in my job" or "How can I be taken seriously as a candidate for a VP role" versus "I want to learn to give better presentations.
The learning in the coaching process, unlike mentoring, doesn't rely heavily on the relationship of the people involved in the program. Coaches are facilitators and provide coachees with the necessary opportunities and tools that can enable them to develop themselves. A "mirror" analogy helps in understanding the role of a coach--the coach holds up a mirror for the coachee to see her/his own operating assumptions and beliefs, their actions and resulting consequences. The coach enables the coachee to select the right activity for the desired outcome. The ultimate goal of a good coach is that the coachee at the completion of the pro gram will be able to hold up the mirror and ask the necessary self probing questions.
How to obtain/select a coach - Coaching is essentially an equal partnership--one that focuses on the coachee's agenda. Coachees cannot find themselves feeling inferior, disempowered or subordinate to their coach during the process for an effective outcome of the program. Can be tricky.
Coaches are inquirers so while coachees must have trust and respect for them, they also need to understand that at times coaches will make them uncomfortable or reveal their personal challenges and vulnerabilities. This can pose a great risk to a coachee with an internal (manager or peer) coach and can impact coaching effectiveness. However, if an internal member of the organization can wear a neutral 'coach' hat, balance the roles they play in relation to the coachee and is equipped with the essential coaching skills then an internal coach can be effective.
Mentoring – Definition – coaching and copying – this is one time plagiarizing is a good thing, what you are trying to do is learn from the mentor the talents you would like to emulate. Mentoring programs are opportunities for companies to duplicate a desirable skill and/or talent.
The conditions of the engagement and expected outcomes need to be made explicit. It can be as simple as a dialogue and an , or more formal documentation. The bottom line is you can't get there if you're not sure where "there" is, and if you don't have a map and agree on which route to take.
The essential difference between a coach and a mentor is that the coach doesn't give advice or answers but rather asks effective questions to help reveal the individual's current reality and vision for themselves. A coach challenges the individual when appropriate to try on new perspectives and consider different possibilities.

5. Mentor
Defined as the process by which “experienced people who go out of their way to 1) help you clarify your vision and personal goals and 2) build skills to reach them” It is a relationship of influence, of moving forward in ways that simple book learning, training manuals and static leadership concepts cannot achieve. A critical first step in maximizing this powerful tool is pairing people in mentoring relationships that work. (The mentoring Match; Finding the perfect pairing by Liz Selzer, Ph.D; CW Bulletin)

6. Mentoring Quote
Mentoring is a brain to pick, an ear to listen, and a push in the right direction. ~ John C. Crosby
I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel. ~ Maya Angelou
Mentoring Quote
Mentoring is a brain to pick, an ear to listen, and a push in the right direction. ~ John C. Crosby
Dr. John C. Crosby Dr. Crosby is the founding Executive Director of The Uncommon Individual Foundation, a nonprofit organization established in 1986 devoted exclusively to mentoring. John served twenty years as superintendent of schools in three school districts - Bethlehem, Boyertown and Radnor. A native Texan, he holds a bachelor's degree from Abilene Christian College, a master's degree from Vanderbilt University, and a doctorate from Columbia University's Teachers College. He is an active member of the Center for School Study Councils for Superintendents at the Graduate School of Education, University of Pennsylvania, and an associate member of the Suburban School Superintendents, a national organization of 100 superintendents of public school districts recognized for their exemplary educational programs. Other activities include being immediate past chair of the Board of Trustees of The Crossroads School and president of the Executive Board of Trustees of Eastern University Friends of the Library. He is an elder on Session of Narberth Presbyterian Church, serving as chair of the Christian Education Committee that oversees the Children/Youth Ministries, and is co-director with his wife, Marlene, of the Children's Library/Adult Resource Center, which they established in 1995.
I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel. ~ Maya Angelou

7. Benefits to a Mentor
What kind of attributes should one look for in a mentor
Someone in the corporation/institution
that is well respected, gets things done
Availability
Experience
Trust
Attitude
Maturity
Honesty
Good listener, willing to give guidance to the mentee to problem solve and develop confidence and reinforces analytical skills
Who Benefits from Mentoring? Everyone!!!
Being a mentor seems like it should be simple but it is not easy, it takes thought and practice and caring to help a protégé to be honest and give constructive feedback.
Creates opportunities for experienced professionals to strengthen their knowledge base and improve communication skills.
Enhances the leadership, teaching, and coaching skills of mentors and encourages them to become more reflective practitioners.
Creates new support networks with other professionals in the field and promotes greater collegiality among professionals within and across institutions.
Provides intrinsic satisfaction (makes you feel good) by helping an emerging professional develop to his/her potential.
Demonstrates professionalism and a commitment to personal and professional development of self and colleagues.
Promotes the professional recognition of mentors for their commitment to developing the talents of new professionals.

8. Benefits for Mentee Supportive system
Internal view on how to control your career
Opportunity to see diverse perspective and experiences
Learn good communications skills - give and take
Commit to constructive feedback
Set goals and review on a regular basis
Promotes a professional relationship that fosters guidance and Non judgmental support during the mentee’s development
Opportunities to view how others see you and how you will be perceived by the company’s leadership.
See diverse perspectives and experience you might never otherwise be exposed to or at least not your current position would allow
Good communication skills – number one listen (stop talking) and hear what is being said
Once a relationship of trust has been established with one’s mentor receive constructive feedback – give and take.
Being able to set a career plan and establish goals.
Identify gaps in your skill set and determine a plan to rectify the situation
Gain knowledge of what it take to have career success
Obtaining a career network – lasting over a long period of time and over many career positions.

9. Benefits to the Organization
Contributes to a positive climate and a clear understanding of professional responsibilities and expectations
May increase employee satisfaction and retention by allowing a new employee to feel part of the organization
Allows for improved job performance, adds to faster learning all resulting a better trained staff
Contributes to a positive organizational climate and promotes a more clear understanding of professional responsibilities and expectations.
May increase employee satisfaction and retention by reducing a new employee’s sense of isolation.
May result in improved employees job performance, contribute to faster learning curves, and result in a better trained staff.
Reflects an investment in employee development and may increase employee commitment and loyalty.
Promotes a positive image of the organization and reflects employee-centered values.
Contributes to the development of partnerships or allies that may be useful to the organization in the future.
Effective mentoring can be one of the best tools for building diversity.
“Knowledge speaks, but wisdom listens.” Jimi Hendrix

10. Finding a Mentor
Does your institution have a formal mentoring program?
How about your college alma mater?
Other organizations you may be associated with
If so these formal programs normally have a process to match mentee with mentors
Check to see if your current employer, your college alma mater, a potential employer or other organization may already be associated with have a formal mentoring program. In these structured programs usually there is a process to match mentees with compatible mentors. Sometimes when mentors and mentees are very different, greater potential for discovery.

11. Finding a Mentor on your Own
Identify someone you admire and respect
Decide what you hope to gain/need in a mentor
What characteristics are you looking for in a mentor
Ask around including co-workers and subordinates for input
Identify someone you admire and respect in your institution, organization, professional colleagues and interested in being a mentor and willing to commit the time commitment.
Determine what you hope to gain/need in a mentor – what skills you hope to develop with your mentor’s assistance. Consider your goals in selecting a mentor.
It is important to determine the communication style of your mentor and whether it might be compatible with yours.
Ask friends and colleagues – check around. Perhaps you can find out if others have this possible mentor and what can they tell you about your potential mentor. If this person is currently a mentor ask about the good and bad and determine if you can live with the less desirable qualities.
It is normally recommend that you pick someone in your same functional area, as well as someone who shares your values. Test the waters by asking advice and offer as much information about your self as possible. Mentor are more likely to offer more of themselves when they see the mentee reminds them of themselves.
Don’t select your direct supervisor, it is better to select someone who you can trust and be free to talk about your career and workplace issues. Some select someone older, more experienced mentor at a higher organizational level so they too can aspire to the upper echelons of the career ladder

12. What to look for in a Mentor
Someone you can respect
Look for a role model
Honesty
Sense of humor
Good listening skills
Offer feedback /constructive criticism
Positive upbeat attitude
Someone you can respect, who has integrity, is ethical, knowledgeable and is a great role model – one in which one would like to emulate.
Some one who is trustworthy and has the ability to keep confidences. You should be open, honest, have realistic expectations, accountability, and the ability to admit mistakes and share failures. Look for these qualities in a mentor including a sense of humor, good listening skills a high comfort level in giving feedback and the ability to discuss a wide range of issues.
Don’t select someone who may be too controlling, judgmental, or a know-it-all. Look for a positive upbeat attitude – someone who will invest in and celebrate your success.
Relationship should be a two way street with both the mentor and mentee have a learning experience.
You may also have more than one mentor!

13. What do mentors do? Help assess your strengths and weaknesses
Help you develop skills for success and long range career plan
Foster your sense of belonging with the institution
Help you navigate the company culture and politics
Mentor assist in assessing your strengths and weaknesses
Help you develop skills for success and your long range career plan
Assist in fostering your sense of belonging within the institutions
Help you navigate the institution’s culture and politics
Help you identify the institution’s key players
A mentor is some one you can work through career and workplace problems. A fresh perspective – a new way of looking at a problem or issue. You can bounce ideas off . Look for a relationship in which the mentor is more coach than advisor – one in which the mentor facilitates your decision-making process by suggesting alternatives rather than telling you what to do. Your mentor should motivate you to do your best work.

14. Succession How to prepare for succession
Qualities for succession vary based
on position
Why do it?
Maintaining leadership in key positions
Ensures business continuity
Retains and develops intellectual capital
Encourages individual development
How to do?
Assessment of key positions
Identify key talent
Assessment of key talent
Generation of development plans – grooming individuals and deepening your bench strength in critical areas. Make sure you put some focus on the high potential employees to retain and develop them. At the same time you will quickly identify low performers
Development monitoring and review
Cross training
Institutional involvement
allow them to serve on committee, in meetings, serve on search committees
Encourage them to participate in professional organization
Encourage them to participate or stretch to learn new responsibilities
Succession for a financial aid career – Director of Financial Aid
Well versed in financial aid administration
Someone who understands institutional mission and goals
Understands the institutional culture
Someone who understands the institutions mission and goals
Understanding the institutional culture
Understands the political atmosphere of the institutional
Well respected by the institutional community
Proved competent as a financial aid administrator
Supervised a staff of aid administrators
Depending on the shop, being able to manage a group of independent
Self motivational, creative who are not afraid to push the envelope
Customer Service
Detailed Oriented
Flexible and able to adjust quickly under pressure

15. Summary Art of Mentoring Professional Development Succession Plan
Questions
Did you see similarities in Staff Development
Coaching
Mentoring
Succession Planning
You should have because while there are different degrees during each of the phases of development but many of the same qualities and traits are desired.

16. Question and Answers
Contact Information:
Kay W. Soltis
Director of Financial Aid
Pacific Lutheran University