Mentorship - Wikipedia
standards for mentorship within the UK, there continues to students in a practice setting' (NMC, , p). nursing, their education role, and be up to date. She was supportive, and we set the rules: The don'ts: No dating. No approaching women (with the intention to date). Set high standards, and never compromise on them: Are your standards too high? that have come into your life: Your best friends, your mentors, the people you love and admire most. This publication has met the nine quality standards of the quality .. practice setting, the role of the mentor as a Review date: May
Although this sounds simple, at the core of mentoring is a commitment of trust and mutual respect between the mentee and the mentor.
It is essential that the mentee and the mentor mutually agree that their discussions will be kept confidential--and this commitment to a safe environment will enable a mentee to try out preliminary ideas and directions that he or she may want to explore before sharing in a wider venue. Take care to respect the boundaries of this relationship by being a true professional colleague.
Learn to accept and give feedback. The good news in a mentoring relationship is that you will receive feedback and insight from a knowledgeable and caring colleague. But sometimes the feedback will be less than flattering. You need to be receptive to both kinds, positive and negative, and learn to accept feedback that's intended to improve your performance, your work, or your path. The key is to learn to listen carefully to this constructive feedback, make adjustments, then seek more feedback so that you can continue to improve yourself and your lab.
Also, pay attention to how your mentors offer constructive criticism and notice how you react to it. Good feedback is an art form that takes practice to deliver and be heard. It won't be long before you need this skill. Recognize that your path is your responsibility. You've set out your goals, found the ideal mentor, launched a relationship, and even learned how to take full advantage of feedback from your mentor.
But remember that you--the mentee--own the mentoring relationship. Remember that you direct your research program--and the best mentors are there to challenge you by asking great questions. Learning to communicate effectively is a lifelong challenge, particularly for those who have chosen the translation of ideas into tangible experiments and actions that have an impact as a career path.
Mentoring relationships thrive on good communication--remember that your mentor cannot read your mind! Take time to keep your mentor up to date on how things are going or not goingprovide feedback on how well a strategy or approach you tried worked or failedand try not to overinterpret a comment from your mentor--who is probably just as busy as you are.
Stick to the facts and make sure you keep in touch! Consider a periodic mentor checkup.
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Mentoring relationships can benefit from a regular evaluation. As a mentee, you should evaluate whether this relationship is still helping you. If so, then consider a change in mindset. When we try to impress someone, we place them on a pedestal Rather than try to impress, we can make it our goal to express ourselves. By expressing the truth of who we are, we reveal our authentic self. If this honest expression finds resonance in the other, we will know it unmistakably by the feeling of our connection.
You the know feeling. Confidence comes from knowing what you have to offer, and knowing what you want: This is the gamble we take for having the courage to feel, and act. In order to lead with confidence into the unknown, know with certainty the quality of the gifts that you bring to the table.
Equally important, know with certainty the qualities you are looking for in the other person. For example, how will you know when he or she appears? When you come across your desired qualities in another, be brave enough to place your best intentions and traits on a hook and throw out the line and sinker. If they take a bite, then excellent - explore the connection! If the bait remains, it remains for a reason: Your courtship is effortless: Many of us buy into the notion of the struggle.
With the right person, your connection will be effortless. Think of all the amazing people that have come into your life: Your best friends, your mentors, the people you love and admire most. Was there ever a struggle to make it click with them? Ever worry about sending that awkwardly worded text? Or the way you nervously fumbled asking them out on that second date.
Our strengths are a source of admiration to them; and our weaknesses are endearing to them. No one completes you. Sorry Jerry Maguire, your classic line sounds romantic and all, but it misses the mark of a healthy relationship.
To expect them to do so is self-defeating in two ways: You are a full and complete being. This expert can mentor employees to make them more knowledgeable about a specific topic or skill. This kind of mentoring has'go to' people who are supervisors.
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These are people who have answers to many questions, and can advise to take the best plan of action. This can be a conflict of interest relationship because many supervisors do not feel comfortable also being a mentor.
Participants from all levels of the organization propose and own a topic. They then meet in groups to discuss the topic, which motivates them to grow and become more knowledgeable.
Flash mentoring is ideal for job shadowing, reverse mentoring, and more. Creates a low-pressure environment for mentoring that focuses on single meetings rather than a traditional, long-term mentoring relationship. Meta-analysis of individual research studies found mentoring has significant behavioral, attitudinal, health-related, relational, motivational, and career benefits. Originally, the concept of mentoring functions was developed based on qualitative research in a organizational context with functions being subsumed under two major factors: Setting up a career development mentoring program for employees enables an organization to help junior employees to learn the skills and behaviours from senior employees that the junior employees need to advance to higher-responsibility positions.
This type of mentoring program can help to align organizational goals with employees' personal career goals of progressing within the organization.
It gives employees the ability to advance professionally and learn more about their work. This collaboration also gives employees a feeling of engagement with the organization, which can lead to better retention rates and increased employee satisfaction. The most talented employees in organizations tend to be difficult to retain, as they are usually seeking greater challenges and responsibilities, and they are likely to leave for a different organization if they do not feel that they are being given the opportunity to develop.
Top talent, whether in an innovation or management role, have incredible potential to make great things happen for an organization. Creating a mentoring program for high-potential employees that gives them one-on-one guidance from senior leaders can help to build the engagement of these talented employees, give them the opportunity to develop, and increase their retention in the organization.
One of the top ways to innovate is by bringing in new ideas from senior employees and leaders from underrepresented groups e. Who is an underrepresented group depends on the industry sector and country. In many Western countries, women and ethnic minorities are significantly underrepresented in executive positions and boards of directors.
In some traditionally gender segregated occupations, such as education and nursinghowever, women may be the dominant gender in the workforce. Mentors from underrepresented groups can empower employees from underrepresented groups to increase their confidence to take on higher-responsibility tasks and prepare for leadership roles.
By developing employees from diverse groups, this can give the organization access to new ideas, new ways of looking at problems, and new perspectives. This also brings cultural awareness and intercultural dialogue into the workplace. While mentoring typically involves a more experienced, typically older employee or leader providing guidance to a younger employee, the opposite approach can also be used.
In the s, with the rise of digital innovations, Internet applications and social mediain some cases, new, young employees are more familiar with these technologies than senior employees in the organizations.
The younger generations can help the older generations to expand and grow towards current trends. Everyone has something to bring to the table, this creates a "two way street" within companies where younger employees can see the larger picture, and senior employees can learn from young employees.
Employees must have a certain set of skills in order to accomplish the tasks at hand. Mentoring is a great approach to help employees get organized, and give them access to an expert that can give feedback, and help answer questions that they may not know where to find answers to. Although mentorship can be important for an individual's career advancement, in the United States it historically has been most apparent in relation to the advancement of women and minorities in the workplace.
Until recent decades, American men in dominant ethnic groups gained most of the benefits of mentorship without consciously identifying it as an advancement strategy. American women and minorities, in contrast, more pointedly identified and pursued mentorship in the second half of the twentieth century as they sought to achieve the professional success they had long been denied. These publications noted the many specific benefits provided by mentorship, which included insider information, education, guidance, moral support, inspiration, sponsorship, an example to follow, protection, promotion, the ability to "bypass the hierarchy," the projection of the superior's "reflected power," access to otherwise invisible opportunities, and tutelage in corporate politics.
A Harvard Business Review survey of 1, top executives published infor example, showed that most had been mentored or sponsored and that those who received such assistance reported higher income, a better education, a quicker path to achievement, and more job satisfaction than those who did not.
In Edgar Schein described multiple roles for successful mentors. Matching individual and organizational needs He said that some of these roles require the teacher to be in a position of power such as "opener of doors, protector, sponsor and leader.
A manager can mentor their own staff, but more likely will mentor staff in other parts of their organisation, staff in special programs such as graduate and leadership programsstaff in other organisations or members of professional associations.
Mentoring covers a range of roles. Articulating these roles is useful not only for understanding what role you play, but also for writing job applications. Demonstrating how you go about mentoring needs a language of behaviours. Two of Schein's students, Davis and Garrison, undertook to study successful leaders of both genders and at least two races.
Their research presented evidence for the roles of: Mosaic mentoring is based on the concept that almost everyone can perform one or another function well for someone else — and also can learn along one of these lines from someone else. The model is seen as useful for people who are "non-traditional" in a traditional setting, such as people of color and women in a traditionally white male organization.
The idea has been well received in medical education literature. Corporate mentoring programs are used by mid-size to large organizations to further the development and retention of employees. Mentoring programs may be formal or informal and serve a variety of specific objectives including acclimation of new employees, skills development, employee retention and diversity enhancement.
Formal programs[ edit ] Formal mentoring programs offer employees the opportunity to participate in an organized mentoring program. Mentoring profiles are completed as written forms on paper or computer or filled out via an online form as part of an online mentoring system. Informal mentoring takes places in organizations that develop a culture of mentoring but do not have formal mentoring in place.
These companies may provide some tools and resources and encourage managers to accept mentoring requests from more junior members of the organization. Fortune companies are also implementing formal mentoring programs on a global scale. Cardinal Health has had an enterprise-wide formal mentoring initiative in place since The initiative encompasses nine formal mentoring programs, some enterprise-wide and some limited to specific business segments and functions.
Goals vary by program, with some focused on employees facing specific challenges or career milestones and others enabling more open-ended learning and development.
It has been claimed that new employees who are paired with a mentor are twice as likely to remain in their job than those who do not receive mentorship. For example, the mentor gets to show leadership by giving back and perhaps being refreshed about their own work.