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Mentoring in the WorkPlace
PKDobbins R.N., M.S.Executive CHN Director
Hendry and Glades County Health Departments
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Mentoring assists protégés on a Transitional Journey by:
Support
Challenge
Vision
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Support affirms the validity of the protégé’s present experience. Transition requires a trusting relationship for courage to “take a leap”.
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Methods of Support Listening, Hearing,
Understanding Providing structure Expressing positive expectation Serving as an advocate Sharing him/herself
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Challenge: To “open the gap” between protégé and environment.
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
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Vision: helping protégé apprehend a different reality Keeping tradition
Modeling
Offering a map or developmental schema
Suggesting a new language
Providing a “mirror” to extend self-awareness
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The Hierarchy of Mentoring
Level Mentor Activity
Protégé Benefit
Mentor Invest.
I Teaching Organ. Skills, inside info.
Time
II Counseling/Support
Enhanced sense of self/confi-dence
SelfEmotion
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Hierarcy continued
Level Mentor Activity
Protégé Benefit
Mentor Invest.
III Organiza. Intervent.
Intercedes on protégé’s behalf
Organ. Relations/Reputation
IV Sponsoring
Recomm.Responsiiblity/promo.
Reputation/Career
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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.
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Teaching continued Career Guidance: provides
picture of career paths available inside and outside the corp.
Redirecting: realistically looking at skill, skill potential and suitability.
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Level II—Personal Support Psychological Support: To
overcome pressures/strains accompanying transition to positions of greater responsibility. Accentuates positive factors/new position. Imparts perspective.
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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.
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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.
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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.
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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.
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Comparison of Mentored vs. Unmentored Groups
Category Mentored Unmentored
Managerial Position
More likely to have an authority position/closer to central control
Few v/p’s-, lack of control over personnel, budget or resources
OrganizationalAwareness
High recog. re-quire to climb
Mystified about promotion/advancement
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Comparison Continued
Organizationalknowledge
Knows org. structure, dynamics, personalities
Lower Awareness & intricacies of organization
Commitment Feels closer to org. goals—career minded
Lacks connectedness to culture—high turnover
Job Satisfaction
Richer work experience
Low profile, non return on performance
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Comparison Continued
Career Planning
Clear objectives & goals
No career map; vague goals
Optimism High Lower career expectations
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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?
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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?
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Strategies Employed to Attract a Mentor
Competence-possessed/demonstrated
Achieving visibility Getting key assignments Showing a desire to learn Taking advantage of key interfaces
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Strategies continued
Willingness to help mentor accomplish his goal
Taking the initiative Making self accessible Ability to express the need
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What Mentors Look For……. Intelligence Ambition Loyalty Ability to perform the mentor’s job Similar perception of work and
organization Commitment of organization
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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
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Mentoring is not limited to novice workers. Mentoring is lifelong growth: as a mentor or mentee.