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Mentoring in the WorkPlace

Mentoring in the WorkPlace. PKDobbins R.N., M.S. Executive CHN Director Hendry and Glades County Health Departments. Mentoring assists protégés on a Transitional Journey by:. Support Challenge Vision.

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Mentoring in the WorkPlace

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  1. Mentoring in the WorkPlace PKDobbins R.N., M.S. Executive CHN Director Hendry and Glades County Health Departments

  2. Mentoring assists protégés on a Transitional Journey by: • Support • Challenge • Vision

  3. Support affirms the validity of the protégé’s present experience. Transition requires a trusting relationship for courage to “take a leap”.

  4. Methods of Support • Listening, Hearing, Understanding • Providing structure • Expressing positive expectation • Serving as an advocate • Sharing him/herself

  5. Engaging in discussions that perturb the protégé’s assumptions Heating up dichotomies—present black and white choices Constructing competing hypotheses Setting high standards Setting tasks Challenge: To “open the gap” between protégé and environment.

  6. Keeping tradition Modeling Offering a map or developmental schema Suggesting a new language Providing a “mirror” to extend self-awareness Vision: helping protégé apprehend a different reality

  7. The Hierarchy of Mentoring

  8. Hierarcy continued

  9. Level I-Teaching “the job” • Imparts a feel for the job, knowledge o skills needed and info on trends. • Shows best methods for managing people in the organization • Draws organizational map: transfers info about politics, personalities, presentation of self. Transmit info. About classified data.

  10. Teaching continued • Career Guidance:provides picture of career paths available inside and outside the corp. • Redirecting:realistically looking at skill, skill potential and suitability.

  11. Level II—Personal Support • Psychological Support:To overcome pressures/strains accompanying transition to positions of greater responsibility. Accentuates positive factors/new position. Imparts perspective.

  12. Personal Support….. • Confidence Building:Through various attitude and behavioral methods • Assistance with personal life: Deal with family pressures, personal Dilemmas, and conflicts that interfere with job performance.

  13. Level III—Organizational Intervention • Protection: intervening in conflicts and situations that endanger organizational advancements. Protégé’s careers are often negatively affected by weak or threatened supervisors/ staff requiring mentor intervention. Mitigate negative career effects of reorganization/merger.

  14. Organizational Intervention • Market the Candidate:advertises protégé’s good qualities and skills to senior management. Helps gain visibility at in-house interfaces and outside meetings. Protégé does not seem self-promoting. • Access to resources: Mentor uses his position to access resources, supply and communication lines that would ordinarily be unavailable.

  15. Level IV—Sponsoring • Direct: Increase title, expansion of function, manipulation of political factors. • Indirect:Admission to in-house training, programs; key management programs; obtain appointments, seat on boards, etc.

  16. Comparison of Mentored vs. Unmentored Groups

  17. Comparison Continued

  18. Comparison Continued

  19. Factors in Selecting a Mentor • ?good at what he does? • ?good teacher? • ?good motivator? • ?responsive to my needs/goals? • ?what are mentor’s needs and goals?

  20. Factors continued • ?how does organization judge the mentor? • ?Is the mentor getting support? • ?How powerful is the mentor? • ?Is the mentor secure in his own position?

  21. Strategies Employed to Attract a Mentor • Competence-possessed/demonstrated • Achieving visibility • Getting key assignments • Showing a desire to learn • Taking advantage of key interfaces

  22. Strategies continued • Willingness to help mentor accomplish his goal • Taking the initiative • Making self accessible • Ability to express the need

  23. What Mentors Look For……. • Intelligence • Ambition • Loyalty • Ability to perform the mentor’s job • Similar perception of work and organization • Commitment of organization

  24. Mentors look for continued • Organizational Savvy • Positive perception of the protégé by the organization • Ability to establish alliances • Ability to express need/goals of mentorship

  25. Mentoring is not limited to novice workers. Mentoring is lifelonggrowth: as a mentor or mentee.

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