Program participants will meet regularly with the mentoring/outreach coordinator to discuss barriers to program goals and participation. The coordinator will use community volunteers, peers and family to mentor and the business community provide transitional employment and training. These sessions will be small group discussions with individual encounters as required.
During these short winter days with their few precious hours of daylight, I’m reminded of our PALS Mentors, and the bright lights they have been to those newly diagnosed with breast cancer. After the initial shock of receiving this diagnosis, taking those first tentative steps into this unknown territory requires a sense of trust that the treatment process will lead to better things. Those who have already walked a similar path are in a perfect position to nurture that confidence. Some who are newly diagnosed with this disease will have strong support systems among their families and friends; others go it alone or with minimal support. Wherever a person may lie on the spectrum of support, most derive great benefit and reassurance from conversations with others who have “been there”.
Mentoring for the mentor is about challenging himself to perform to greater capabilities while nurturing a mentee and stretching them to realise their full potential. Mentors counsel, tutor and guide their mentees in developing themselves.
Accompanied with the current shift towards more organic organisation structures and more emphasis on the learning organisation, mentoring provides a more all round experience to the mentees by getting them confident with their role with the organisation. It also improves communication throughout the organisation by allowing mentees to give feedback and learn in a not so formal fashion which helps people feel more relaxed and develops the formal and informal culture of the organisation.
Identify and evaluate the key factors which influence the effectiveness and strength of a mentoring relationship.
Mentors should reflect confidence, hope, optimism, and resiliency as well as the ability to promote others and their strengths. This sounds uncannily like the descriptions of an authentic leader that we have been reading about in our literature.
Clutterbuck & Megginson (1999, p.17) describe mentoring as being like ‘standing in front of a mirror with a trusted other, who can help you see things that you do not know how to see, or that have become too familiar for you to notice’. It is a helping relationship between an individual with potential and an individual with expertise. This multi-dimensional relationship is a partnership between those in similar roles, who can support each other. A number of roles of the mentor have been listed by Bolton (2010, p.193): role model, enabler, teacher, encourager, counsellor, befriender, facilitator, coach, confidante, supporter and ‘un-learner’. To be successful roles and responsibilities of those involved need to be clear and they need to be matched to each other and understand expectations of them.
It takes a lot of commitment to be a mentor, an appropriate meeting time needs to be discussed between mentor and mentee so that it doesn't conflict with family, school, and/or social life. Mentors are usually provided for: troubled teens, young children with busy parents that work, children or teens with special needs such as Autism or ADHD, or anyone under or over the age of 18 who needs to have one on one time with someone they trust and can talk to confidentially.
There are many ways to design a mentoring program depending on the type of business you are in and what you are trying to accomplish by a mentoring program. I personally would base my mentoring program around the auto industry. With the auto industry I would begin with all the front line supervisors. I first feel a mentor is a good coach that is able to teach a specific skill to others no matter what their background knowledge is in the area. Also I feel a good mentor must challenge the mentoree and take them out of their comfort zone. In designing a mentoring program my main focuses would be make everyone familiar with the organization's norms and culture, the mentor must show the mentoree the company culture, the mentor must
The Closing Bell Speaker Series “Iron Sharpens Iron”: Why Mentoring Matters So Much was presented by Forest Harper. Forest Harper is the current Chief Executive Officer and President of INROADS Inc. Harper grew up in a poor neighborhood in Fort Pierce, Florida. In high school, Harper was a star athlete in his high school’s Army ROTC program. He attended Morgan State University on a football scholarship. His plan was to become a professional football player. He suffered two knee injuries that ended his football career. He graduated from Morgan State University with a Bachelors of Arts in Social Work. After graduation, he joined the Army and served as a Lieutenant. He spent six years in the Army and rose up to the position of Captain. After the Army, Harper participated in the Executive Leadership Training program at Harvard University. Before becoming the president of INROADS, Harper worked at Pfizer for twenty-eight years. He started as a pharmaceutical sales representative and later became the Vice President of Capability Development in Worldwide Public Affairs and Policy. He was the only African American in his division. This fact inspired him to join INROADS and become a mentor to minority college student. His goal is to help get as many minority college students into the industry they choose. Harper’s own mentor is his uncle Walter Crenshaw, the oldest documented Tuskegee Airman.
I believe a good mentor should have the ultimate goal of successfully teaching the student, meanwhile, guiding them properly in a manner in which he/she learns by themselves. In the National Honors Society, I have participated in a program called “Mustang Buddies”.
The start of the 20th centaury there has been the approach that the Great man theories,qualiteis approach that great leader are born despite more interest being set in psychological theories.
The aim of this essay is to discuss on how the reflection on mentorship will be undertaken, how and why the model of reflection will be used and the importance of confidentiality. I will reflect the mentorship by ensuring that the mentee during clinical practice is put at ease throughout the learning experience of four weeks (Quinn, and Hughes 2007, p. 29). Also, I will use the principle of Kolb’s learning cycle as my model of reflection because reflecting is an essential element of learning. As I am the mentor, I will follow this cycle in a clockwise direction with Jude, so she would have to reflect on the skills learnt by reviewing the whole situation (Kolb’s learning cycle 1984 in Rose and Best 2005, p.129). This would enable Jude to
Mentorship is very important in the workplace especially in the area of training and development. The mentor-protégé relationship is a much needed relationship that begins in the early career stage and this relationship involves the current or new employees and the supervisor or other colleagues that provide work-related guidance. The relationship itself is comprehensive and involves “educational, occupational, physical, social, and spiritual development” (Greenhaus,, Callanan, & Godshalk, 2010, p 211). One of the initial task of the early career the establishment of the career field which involves the gaining of the workplace competence, learn what is needed to excel in the organization, and to gain acceptance in the workplace to be recognized as the valued employee. There are many ways of achieving the above mentioned advantages in the workplace which one main method is through the use of the mentorship program.
Implementing a strong mentoring program that fosters individual and personal growth within the company is vital for the future of this firm. This includes setting up and maintaining a mentoring program. The mentoring program will be set up with individuals from all levels of achievement, that are willing to devote a portion of their time to the firm’s prosperity.