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Mentor Program U.S. ARMY SOLDIER SUPPORT INSTITUTE

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Presentation on theme: "Mentor Program U.S. ARMY SOLDIER SUPPORT INSTITUTE"— Presentation transcript:

1 Mentor Program U.S. ARMY SOLDIER SUPPORT INSTITUTE
NONCOMMISSIONED OFFICER ACADEMY 1

2 Terminal Learning Objective
ACTION: Conduct U.S. Army Soldier Support Institute Mentor Program Overview CONDITIONS: In a classroom environment, given doctrinal publications, branch-specific Leader Development information briefings, personal experience, and facilitated discussions. STANDARDS: Communicate the principles of Army Mentorship.

3 SSI Leader Development
Mentor Program Overview Formalize classroom leader development program IAW CASCOM CG Guidance Assign Senior Leader mentors to each OES IMT, PME and Functional Course Encourage use of multiple forums such as PT, class briefs, brown bag lunches, social events, one-on-ones, etc. Solicit support from senior leaders to conduct classroom OPDs and serve as graduation speakers. Continue General Officer / Senior Leader engagement with students when visiting - add VTC / DCS engagement where availability allows. REFERENCES FY17 CASCOM Training Guidance, Priority 2 – Develop Game-Changing Leaders, Mentorship in Professional Military Education (PME) Classes ADP 1, The Army ADRP 1, The Army Profession ADRP 6-22, Army Leadership ADRP 7-0, Training Units and Developing Leaders

4 Mentorship Definitions Mentoring Mentoring Stages
Mentor Roles and Responsibilities Benefits of Mentorship Summary

5 Definitions Mentor Mentorship Mentee or Protégé
A person who is a wise and trusted counselor. Mentoring takes place when an experienced leader provides a less experienced leader with advice and counsel to help with professional and personal growth. Is normally occupation-specific with the mentor having expertise in the same occupational specialty or area as the mentee. Mentorship The voluntary developmental relationship that exists between a person of greater experience and a person of lesser experience that is characterized by mutual trust and respect. Mentee or Protégé A less experienced individual with whom a mentor shares knowledge and provides guidance. 5

6 Mentoring Mentoring takes place when the mentor provides a less experienced leader with advice and counsel over time to help with professional and personal growth. The developing leader often initiates the relationship and seeks counsel from the mentor. The mentor takes the initiative to check on the well-being and development of that person. Mentorship affects personal development (maturity and interpersonal and communication skills) as well as professional development (technical, tactical, and career path knowledge). Mentorship helps the Army maintain a highly competent set of leaders. The strength of the mentoring relationship relies on mutual trust and respect. Protégés carefully consider assessment, feedback, and guidance; these become valuable for growth to occur.

7 Mentoring Stages Prescriptive Persuasive Collaborative Confirmative

8 Mentor Roles and Responsibilities
Counseling Guiding Career Advising Role Modeling Motivating

9 Benefits of Mentoring Mentees Mentors Organization
Increased confidence. Enhanced career satisfaction. Increased career opportunities. Mentors Satisfaction of fostering growth. Pride in achievement of another. Opportunity to practice management, leadership, and interpersonal skills. Develop rewarding professional contacts. Organization Development of qualified and skilled individuals. Conservation of corporate knowledge and memory. Increase commitment. Reduced turnover. Improved performance.

10 Financial Management School
Leader Development Mentor Program Financial Management School COL Richard J. Hoerner Commandant, Financial Management School Chief of the Finance Corps CSM Gennaro A. Penn Command Sergeant Major, Financial Management School Regimental CSM As of: 8 Aug. 2018, ver 2.0

11 Commandant’s Priorities FMS Commandant’s Top Five
Near Term Priorities Refine FM task, define new tasks – Critical Task Site Selection Board Leader Development/Mentoring Program Develop S8 Orientation Course Maximize ERP solutions FMS Commandant’s Top Five Document Collective and Individual Task in MTPs for the FM community 2. Financial Management Training Redesign (IMT & PME) 3. Financial Management Leader Development Strategy 4. Develop a Simulated Training Environment Delivery System 5. Document and Implement the One-Army-School Execution Plan Objectives Develop Leaders of Character Train & Educate FM Soldiers & Civilians Design FM DOTMLPF-p Solutions ISO the AOC, AFC-S, and AWfC: #16 End State Produce leaders who are operationally grounded, enable Commanders, and enhance fiscal stewardship to facilitate audit readiness; provide DOTMLPF-p solutions which support Commanders

12 FMS Mentoring/ Senior Leader Objectives
Purpose Formalize classroom leader development program IAW CASCOM CG Guidance Assign Senior Leader mentors to each PME and IMT Class Use multiple forums for interaction (PT sessions, class briefs, brown bag lunches, Ice breaker events, VTC/DCS, etc…) Guidelines Will not interfere with POI requirements Will coordinate with SGLs to standardize message and outcome Understand rules of engagement Shape 3 topics areas Character/Ethical Development Audit readiness /Fiscal & Legal Challenges Commander & Leadership Readiness SGL’s will provide to SL Class demographics Specific Developmental topics Schedule for developmental opportunities (PT sessions, brown bag lunch, VTC and DCS engagements, Ice breakers and graduation dates) Feedback from class after engagement FMS due-outs Document Senior leader guidelines Establish pool of available Senior Leaders (ASCC, FMSC, Corps & Division, and GO/SES support) Implementation of Senior Leaders on class schedule Solidify focus areas

13 Mentorship Program Imperatives
1. Increased Commitment to the Army/Increased Retention – Increases mentee’s understanding and acceptance of Army goals, Army Values, and Warrior Ethos. It helps mentees feel that they are an integral part of the Army 2. Improved Performance - Expand their technical, interpersonal, and leadership skills through the mentorship relationship. Help identify and prepare junior leaders for positions which best fit their needs and interests. Enabling the Army to fill positions with the most capable, motivated personnel. Mentoring is functionally efficient, because instead of floundering on their own, mentees are helped by their mentors to develop more direct career road maps. 3. Leader Development – Mentors serving beyond the chain of command increase the effectiveness of leader developmental activities that occur within the chain of command, and generally produces leaders who are comfortable with the responsibilities of senior level positions. Mentor’s Imperatives

14 FMS Career Focus Areas Professional Military Training
Initial Military Training ALC Disbursing Agent/Manager Internal Control NCO J8/G8/Resource Management SLC Deputy Disbursing Officer/Disbursing Manager J8/G8/S8/Resource Management Financial Management Manager Detachment Sergeant FMCCC Company Commander Brigade S8 Budget Analyst AIT Military Pay Clerk Cashier in Disbursing Input Clerk in GFEBS BOLC Disbursing Officer (DO) BDE S8 Financial Management Officer Developing and Producing Game –Changing Leaders who demonstrate good Character and are Competent and Committed and who make decisions and take actions that are Ethical, Effective and Efficient.

15 Questions


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