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Mentoring

Mentoring. Filling the Gap Between the Leaders of Today and the Leaders of Tomorrow. Taking the Next Step. Professional growth and development Tangible Job skills training LMS courses WES cases Residence courses Intangible Leadership Building relationships Diversity.

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Mentoring

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  1. Mentoring Filling the Gap Between the Leaders of Today and the Leaders of Tomorrow

  2. Taking the Next Step • Professional growth and development • Tangible • Job skills training • LMS courses • WES cases • Residence courses • Intangible • Leadership • Building relationships • Diversity

  3. Growth: Intangible LeadershipBuilding RelationshipsDiversity Mentoring Partnerships

  4. Mentor: The Definition • An influential senior sponsor or supporter. – dictionary.com • A trusted counselor or guide. – Merriam-Webster Dictionary • Someone in your field who has successfully negotiated a career path similar to yours and is willing to share accumulated wisdom and experience. - Dianne Schilling of womensmedia.com

  5. Famous Mentors and Protégés • Batman and Robin • Doc Brown and Marty • Chubbs and Happy Gilmore • Yoda and Luke • Daniel and Mr. Miyagi

  6. Benefits for the Organization • Builds an environment that advocates personal and professional growth • Increases morale • Makes participants feel important because they play a role in improving the organization • Accelerates identification, development, and retention of talent • Develops new leaders (and future workforce) • Promotes communication as a vital means of operation • Communication = reduced conflict • Promotes diversity • Fosters learning as a continuous, necessary process

  7. Benefits for the Mentee • Insight into the pros and cons of various career options and paths • Increased self-awareness and self-discipline • Safe environment open to innovation • Enhance leadership skills • An expanded personal network • Constructive feedback on professional and personal development areas • Accelerated training and development

  8. Benefits for the Mentor • Proven method to share ideas, try new skills, and take risks • Enhanced capacity to translate values and strategies into productive actions • Improved communication skills • Increased awareness of personal biases, assumptions, and areas for improvement • Looked to as expert • Personal fulfillment from investing in others

  9. Roles and Responsibilities: Mentor • Be willing to give without promise of return - SACRIFICE • Be an equal partner in initiating and driving the relationship • Have reasonable expectations of the mentee • Practice active listening • Be a resource • Provide feedback and constructive criticism • Allocate and devote time and energy to the relationship • Help the mentee develop an appropriate learning/training plan • Speak openly about any concerns or problems with the relationship • Follow through on commitments or renegotiate appropriately • Help explore solutions to problems, but leave decision-making up to the mentee • Advocate mentee (as warranted)

  10. Roles and Responsibilities: Mentee • Be willing to give without promise of return - SACRIFICE • Be an equal partner in initiating and driving the relationship • Have reasonable expectations of the mentor • Practice active listening • Take advantage of opportunities offered • Identify areas that require strengthening • Be prepared to take risks • Set professional goals • Seek feedback • Accept and apply constructive criticism • Allocate and devote time and energy to the relationship • Speak openly about any concerns or problems with the relationship • Follow through on commitments or renegotiate appropriately

  11. Roles and Responsibilities: Organization • Facilitate the Mentorship • Create environment • Promote benefits • Mediate conflicts (if necessary) • Reap the benefits

  12. Selecting a Mentor • Look for someone who has navigated a path similar to what you want to follow • Expertise and experience • Has been in your shoes (relatively) recently • One to two “steps” ahead of you • Intern ↔ Forecaster • Look for availability • Time to devote • Approachable • Truly interested

  13. Selecting a Mentor • Look for diversity • Someone who will help you gain insight into new areas • Culture • Gender • Professional Affiliation • Regions • Background • Skills • Look for these characteristics • Technically competent • Knowledgeable about organizational culture • Respected within the organization • Effective communicator • Shows genuine concern/value for people

  14. Selecting a Mentee • Look for diversity • Someone who will help you gain insight into new areas • Culture • Gender • Professional Affiliation • Regions • Background • Skills • Look for these characteristics • Dedicated to quality • Integrity (wholeness of character) • Desire/ability to apply lessons learned • Maturity to accept criticism

  15. Mentorship Lifecycle ↔ BEST Birth – the relationship is established • Mentor and mentee are introduced. • Expectations/goals are established. • Boundaries are set. Engage – the relationship is strengthened • Rapport/trust are built through action. • Specific plans are made and carried out to accomplish goals. Sustain – the relationship is evaluated • Health of relationship is assessed. Is it working? • Problems are solved. • Feedback is given. Transition – the relationship comes to a close • Goals have been accomplished and it’s time to move on. • Mentee may eventually become the mentor.

  16. Sometimes it doesn’t work out… • Not every mentoring relationship works • Circumstances change • Time may become an issue • One or both of the parties lose interest • Differences of opinion • Mentee may become dependent • Aim for amicable • Recognize that there’s a problem • Communicate about the problem • Part ways with a “no-fault” agreement

  17. Types of Mentoring Programs • Informal • Natural…it just happens • Mentor-mentee self-match • No “rules” • No outside oversight • Undefined timeframe for relationship • Mentor may play many roles • Counselor • Teacher • Supervisor • Friend

  18. Types of Mentoring Programs • Formal • Specific terms and conditions establish and shape the relationship • Need defined goals and expectations • Specifically designated timeframe for relationship • Can continue beyond set timeframe informally if participants choose • Structured • Oversight by a facilitator or program leader • Mentor-mentee matching by third party • Mentor has specific, defined role

  19. Formal Mentoring Programs: Essential Components • Identify and match • Mentor with Mentee • Train participants (including facilitators) • Need to understand purpose and scope of program • Goals and boundaries • Monitor progress • Are matches working? • Evaluate the results and obtain feedback • Were goals met? • How to improve components 1-3?

  20. Formal Mentoring Programs • Western Region – Leadership and Innovation for Tomorrow (LIFT) Mentoring Program • Only open to LIFT (similar to BLAST) Graduates • 2 year program • Mentors and mentees are matched by the LIFT facilitator • May or may not be co-located

  21. Formal Mentoring Programs • NOAA Leadership Competencies Development Program (LCDP) Mentoring • Exclusive to LCDP participants • Mentee selects Mentor from a pool of biographies • No specific timeframe for relationship • Mentors are GS-15 or higher graduates of LCDP

  22. Formal Mentoring Programs • National Weather Service Mentoring Program • All permanent full-time NWS employees eligible • One year commitment • OEODM matches mentees and mentors based on three suggestions from the mentee • Mentors must be GS-11 or higher and at least one grade level higher than mentee • Some formal training required for the mentee, mentor, and their supervisors

  23. Formal Mentoring Programs • Southern Region? • Nothing in place as of now • Program in the works • Inclusive – anyone in SR can participate • Minimum 1 year commitment • Mentees select Mentors via a pool of biographies and an interview process • Encouraged to select off-station • *Mentors need to be a GS-13, have five years of NWS experience, or have a letter of recommendation from a supervisor*

  24. Get Involved • Formal or Informal? • Both have benefits • Formal programs are goal oriented • Measureable success • Formality brings sense of importance • Loyalty and commitment • Informal programs require less restriction and commitment • Bottom Line: You get out of it what you put in!

  25. More Information • LMS Courses • Effective Mentoring • Achieving Success with the Help of a Mentor

  26. Brandi.Richardson@noaa.gov Thank you!!

  27. Resources • Western Region LIFT Mentoring Program Guide • Jane Hollingsworth and the WFO Reno Local Mentoring Program Guide • NWS Mentoring Program http://www.weather.gov/diversity/pdfs/NWS_Mentoring_HB.pdf • Promoting Individual and Organizational Mentoring Excellence http://www.mentornet.net/Documents/Files/SACNAS.Lois.Zachary.pdf

  28. Resources • ORNL Mentoring Presentation http://www.ornl.gov/adm/hr_ornl/mentoring/sld001.htm • The National Mentoring Partnership’s Learn to Mentorhttp://apps.mentoring.org/training/TMT/index.adp

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