My Mentor Swot

2.1 Evaluate prior learning and work-related experience to identify personal strength and weaknesses in self-development.

My mentor Shatt Vang, took me to his workplace to teach me the skills that he does as being an Athletic Trainer. Firstly, he provides information about the equipment’s he used and what are they used for. Secondly, I was taught how to properly put ice in a bag by watching my mentor how to properly do it and this is for the injuries that occur to let the blood flow. After putting ice in a bag, he showed me how to properly bandage an athlete and he showed an example on me. When I learned what my mentor did by bandaging my foot, I tried bandaging on his foot and he evaluated me if I did it correctly.

This report will determine the value of coaching and mentoring; highlight some factors to consider when developing coaching and mentoring and show models and methods

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.

Coaching and mentoring are not about learning to do something the right way, but are about helping to lead an individual to find their own way of doing it practically and efficiently. Coaching and mentoring sessions are guided with theoretical models, which help focus both the coach and the coachee in attaining desired outcomes for problem situations. However, even with the aid of theoretical models not everyone can coach another person. The first and far most important attribute of a coach is the ability to build relationships with the coachee

Watt, L. (2004). Mentoring and coaching in the workplace: an insight into two leading leadership

According to Hayward (2001), Learning Mentors have had an incredible impact on individual pupils’ lives, in some cases transforming low achieving and unfocused students with minimal self-esteem and a lack of commitment into more confident pupils with higher grades, improved motivation and a sense of direction. What all Learning Mentors have in common is their aim to break down barriers to learning , unlocking education opportunities for school students and releasing hitherto untapped potential (Hayward,

The purpose of this assignment is that I will be reflecting on my own engagement in professional relationships and establish key skills that underpin lifelong learning. I will also be looking into how to perform evidence-based practice and reflect on my capabilities and weaknesses identified in my SWOT analysis (see appendix 1) and personal development plan (see appendix 2).

Mentors have an important role in ensuring the acquisition of knowledge obtained at university translates into competency in practice and does not lead to the 'theory practice gap' described by Cope et al (2000). Mentors have to consolidate the knowledge taught in university into practice in the learning environment and allow the student to reflect on their performance and experiences.

In this article... Why mentors need a CPD portfolio How to create a portfolio of evidence Using a SWOT analysis to identify strengths and weaknesses Author Louise Lawson is senior lecturer, School of Nursing, Midwifery and Social Work, University of Hertfordshire. Abstract Lawson L (2011) CPD for mentors: creating a portfolio. Nursing Times; 107: 21, 15-18.

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.

I have an AVCE in Business, A Level in Accounting, A in GCSE ICT, and

As part of my introduction, I would like to mention that my research project is about mentoring where I have chosen ‘questioning’ as my strategy. In this report, I will discuss in detail about my ‘Mentoring through Questioning’, which is a key for my research project report. Here, I will cover the project’s context in which it was set, my aims and focus of the project, my justification on why I have chosen mentoring through questioning and the types of questions being used during this project, in support of the relevant literature. And then eventually, I will mention about the interactive sessions between a mentor and mentee, the reflection or the perspectives, specifying the self-analysis as well as the required feedback from mentee as part of the research strategy. Later, I will conclude this report by mentioning about the effectiveness of mentoring sessions and the future actions planned for my skills development.

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.

With the development of the more organic and less formal organisational structures the role of mentors has shifted with these changes. Unlike previously where mentors where seen as formal trainers who taught newcomers the processes and got them acquainted with the cultures and the systems within the organisation. Which required good interpersonal skills and a good knowledge of the activity or tasks the mentee would have to undertake, and be able to effectively relay or demonstrate the tasks or activities to the mentee. As opposed to more recently where a mentor would have to be more of an emotional counselor and demonstrate more skills than were traditionally required from