A mentoring relationship develops over an extended period, during which a . their mentors and not view them as merely a means-or impediment-to their goal. Mentor and mentee relationships help individuals, at various stages of their Cultivating these relationships means that professionals gain the. Mentoring consists of a long-term relationship focused on supporting the growth and development of the mentee. The mentor becomes a.
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.
9 Characteristics of a Good Mentoring Relationship
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.
The organization receives an employee that is being gradually introduced and shaped by the organization's culture and operation because they have been under the mentorship of an experienced member.
The person being mentored networks, becomes integrated easier in an organization, gets experience and advice along the way. Bullis describes the mentoring process in the forms of phase models.
Mentorship - Wikipedia
Initially, the "mentee proves himself or herself worthy of the mentor's time and energy". Then cultivation occurs which includes the actual "coaching Next, under the phase of separation, "the mentee experiences more autonomy".
Ultimately, there is more of equality in the relationship, termed by Bullis as Redefinition. These programs tend to be smaller than more general mentoring programs and mentees must be selected based on a list of eligibility criteria to participate. Another method of high-potential mentoring is to place the employee in a series of jobs in disparate areas of an organization e. The matching committee reviews the mentors' profiles and the coaching goals sought out by the mentees and makes matches based on areas for development, mentor strengths, overall experience, skill set, location and objectives.
Matching through self-match technology Mentoring technology, typically based on computer software, can be used to facilitate matches allowing mentees to search and select a mentor based on their own development and coaching needs and interests. This mentee-driven methodology increases the speed in which matches are created and reduces the amount of administrative time required to manage the program.
Speed mentoring Speed mentoring follows some of the procedures of speed dating. Mentors and mentees are introduced to each other in short sessions, allowing each person to meet multiple potential matches in a very short timeframe.
Speed mentoring occur as a one-time event in order for people "to meet potential mentors to see if there is a fit for a longer term engagement. Peer mentoring Mentoring in education involves a relationship between two people where the mentor plays a supportive and advisory role for the student, the mentee.
This relationship promotes "the development and growth of the latter's skills and knowledge through the former's experience. There are also peer mentoring programs designed specifically to bring under-represented populations into science and engineering.
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Graduate university alumni are engaging with current students in career mentorship through interview questions and answers. The students with the best answers receive professional recommendations from industry experts build a more credible CV. Resiliency[ edit ] A specific focus of youth mentoring that addresses the issues that cause students to underachieve in education while simultaneously preparing them to deal with future difficult circumstances that can affect their lives and alter their success is the fostering of resiliency.
Resilience is "the ability to withstand and rebound from disruptive life challenges" and has been found to be a very useful method when working with students of low socioeconomic backgrounds who often encounter crises or challenges and suffer specific traumas. Resiliency does not provide a solution to the struggles and trauma that these students are experiencing, but instead focuses on giving them the tools to adapt to these situations and respond to them in a way that avoids a negative outcome and enables them to emerge stronger learn from it.
Protective factors and risk factors[ edit ] Protective factors "modify or transform responses to adverse events so that [students] avoid negative outcomes" and encourage the development of resiliency, while risk factors are circumstances that perpetuate these poor outcomes and prevent that student from acquiring resilience as a tool.
Examples of these protective factors identified by Reis, Colbert and Hebert in their three-year study of economically disadvantaged and ethnically diverse students include having "supportive adults, friendships with other achieving students, the opportunity to take honors and advanced classes, participation in multiple extracurricular activities both after school and during the summer, the development of a strong belief in the self, and ways to cope with the negative aspects of their school, urban and family environment.
In these environments, students are often exposed to coercive interactions, so positive, personal and harmonious interchanges between the student and some supportive figure can help develop adaptive qualities. Some of the components that facilitate this development of resilience when combined with the existence of a strong adult-student relationship include after school programs, more challenging classes, peer support programs, summer programs and gifted programs.
The discussions between the instructional coach and teacher are built upon mutual respect and a trusting relationship through confidentiality. Instructional coaches can model lessons and instructional strategies in the teachers' classroom to show examples and have teachers feel more confident in using these strategies. Coaches doing observations and collecting data to debrief with teachers helps paint a picture for teacher improvement. This, however, could not be viewed as solely "instructional coaching" in isolation of other factors.
Ninety-one percent of teachers coached regularly stated that coaches helped them understand and use new teaching strategies. Seventy-nine percent of teachers coached regularly said that their coach played a significant role in improving their classroom instruction and practice.
9 Characteristics of a Good Mentoring Relationship | HuffPost
Teachers who were regularly coached one-on-one reported that: They made significant changes in their instructional practice. A student who is doing well might require only "check-ins" or brief meetings. Another student might have continuing difficulties and require several formal meetings a week; one or two students might occupy most of an adviser's mentoring time. Try through regular contact-daily, if possible-to keep all your students on the "radar screen" to anticipate problems before they become serious.
Don't assume that the only students who need help are those who ask for it. Even a student who is doing well could need an occasional, serious conversation.
One way to increase your awareness of important student issues and develop rapport is to work with student organizations and initiatives. This will also increase your accessibility to students.
No mentor can know everything a given student might need to learn in order to succeed. Everyone benefits from multiple mentors of diverse talents, ages, and personalities. No one benefits when a mentor is too "possessive" of a student. Page 6 Share Cite Suggested Citation: For example, if you are a faculty member advising a physics student who would like to work in the private sector, you might encourage him or her to find mentors in industry as well. A non-Hispanic faculty member advising a Hispanic student might form an advising team that includes a Hispanic faculty member in a related discipline.
Other appropriate mentors could include other students, more-advanced postdoctoral associates, and other faculty in the same or other fields. A good place to find additional mentors is in the disciplinary societies, where students can meet scientists, engineers, and students from their own or other institutions at different stages of development. Page 7 Share Cite Suggested Citation: For example, a group of mentors might be able to hire an outside speaker or consultant whom you could not afford on your own.
You can be a powerful ally for students by helping them build their network of contacts and potential mentors. Advise them to begin with you, other faculty acquaintances, and off-campus people met through jobs, internships, or chapter meetings of professional societies. Building a professional network is a lifelong process that can be crucial in finding a satisfying position and career. Professional Ethics Be alert for ways to illustrate ethical issues and choices.
The earlier that students are exposed to the notion of scientific integrity, the better prepared they will be to deal with ethical questions that arise in their own work.
Discuss your policies on grades, conflicts of interest, authorship credits, and who goes to meetings. Use real-life questions to help the student understand what is meant by scientific misconduct: What would you do if I asked you to cut corners in your work?
A good way to know this is if at the end of a conversation with your mentor, you begin to find some things that seemed "impossible" seem totally "possible. Confidence Confidence will empower you and will give you the motivation to take the right actions. Sometimes what might be preventing you from taking those right actions even when you know you should are the limiting beliefs you have about yourself and the lack of confidence in pulling something off. A good mentor may not give you strength, but helps you discover your hidden strengths and help you move beyond your limiting beliefs.
Connections The right connections for you at the right time can instantly open new doors, expand your capacity and give you credibility by association. A good mentor thoughtfully connects you to the right people via his or her network. It is important that you grow and earn that right to deserve such introductions. Choreography Navigating out of your comfort zone is never easy and fun. Logically, there is discomfort on that path that generally creates resistance tempting you to go back to the "tried and tested" approaches.
A good mentor can not only help you choose among the available options at hand, he or she can teach you how to choreograph the sequence of steps so that you get maximum leverage.
Celebration In a good mentoring relationship, a mentor and mentee celebrate their relationship, the mini, micro and macro victories that they co-create together as they build a relationship that steers your life journey in a compelling way. Last, but not the least, good mentoring relationship is a two-way street and both of you are co-creating your future.