UMHS LEADERSHIP AT ALL LEVELS BROWN BAG. Mentoring, Sponsorship, and Networking. Sonya Jacobs, M.S., Director of Faculty Development

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1 UMHS LEADERSHIP AT ALL LEVELS BROWN BAG Mentoring, Sponsorship, and Networking Sonya Jacobs, M.S., Director of Faculty Development

2 Explain the difference between mentoring, sponsorship, and networking Highlight the different types of mentoring phases in the mentoring relationship and tools to help you identify the right mentor Discuss new paradigms in mentoring and the importance of sponsorship Expand your network and possibly connect with a potential mentor or mentee. Objectives

3 How many of you have: A trusted advisor Someone you learn from Someone you watch, or Go to person? Informal Mentor or Network

4 Skill development/enhancement Professional networking/knowledge and resource sharing Promotion/job transfer Career transition What is Your Development Need?

5 Mentor sounding board or advisor Sponsor - advocate Network counterparts Which is right for you? What s the difference?

6 Mentors Can sit at any level in the hierarchy Provide emotional support, feedback on how to improve, and other advice Serve as role models Strive to increase mentees sense of competence and self-worth Focus on mentees personal and professional development Sponsors Must be senior manager with influence Give protégé exposure to other executives who may help their careers Make sure their people are considered for promising opportunities and challenging assignments Protect their protégé from negative publicity or damaging contact with senior executives Fight to get their people promoted Mentor or Sponsor

7 Traditional Dyadic Model someone who provides individual or group mentoring that contributes to the career development of a junior colleague Team mentoring multidisciplinary group of mentors each with a specific role (one lead mentor, one or more additional co-mentors with complimentary interests and skills Project mentoring functional mentoring where junior staff or faculty are paired with mentors who have the skills, expertise, and interest required for a specific project Types of Mentoring

8 What are you looking for in a mentor? Sounding board or advisor Development in a specific area (technical skills, leadership, career advice) Who? What skills or expertise are you looking for the mentor to have? Where? What industry or discipline or does it matter? Internal or external to the organization What can you contribute? Where to find a mentor? Finding a Mentor

9 Connecting with a potential mentor Is a lack of system knowledge getting in the way? Don t know Who s who? It s not about chemistry Don t let hierarchy get in the way Just Ask! Where Do You Start?

10 Step 1: Building the Relationship It s a two-way street Find commonalities Share interests Share professional background share personal and professional goals Share strengths and areas that need development Establish a foundation of trust Steps in Mentor Process

11 Set expectations Operating agreement or Mentor and Mentee Contract Agreement Clarify roles as mentor and mentee and expectations Determine your schedule and meeting logistics (in-person, phone, , etc.) Planning your meetings, frequency, etc. Discuss confidentiality Determine how to measure success (e.g. promotion rate, skill developed, improved performance rating, etc.) Step 2: Negotiating Agreements

12 Jointly set one or more goals Choose objectives to reach the mentee s goals Select development activities to achieve objectives Maintain regular contact with each other Step 3: Developing the Mentee

13 The role of the mentor is to build rapport, ask questions, listen and elicit the mentee s own wisdom. The mentoring conversation invites the mentee to reflect on their own experience with a situation, issue or problem The mentor s questioning skills extend and enhance the mentee s thinking processes. The mentee does not become dependent; they develop independent critical thinking. The mentee is empowered, having come up with his or her own answers. They also take responsibility for their actions. Role of the Mentor

14 Schedule a formal ending Evaluate mentee s progress against measurements Discuss transitions to another mentor, an executive coach if applicable Plan for future options Step 4: Ending the Relationship

15 How interested are you in being formally mentored? What would be your primary professional development objective? To what extent have you participated in a mentoring activity? What benefits would you like to receive from participation in such a program? Would you be interested in peer or peer group mentoring program? What is your preferred method in receiving professional development and/or mentoring? What obstacles would be a hindrance to your participation in a mentoring program? Mentoring Survey

16 Collaborative peer mentoring faculty or staff work together at a regularly scheduled time, sometimes facilitated by a senior mentor and combining a curriculum (scholarship, grant writing, career development) along with a scholarly product Provides an opportunity to share information, strategize about careers, and provide each other feedback, friendship, and emotional support New paradigm

17 Connecting with select people and getting more out of the connection Steps to build a better network Networking

18 Desired outcomes Using an index card, write down: an area you would like to be mentored in business result you want to achieve in the next year, or Competency or skill you want to develop or improve Speed Networking Form to groups count 1,2,1,2, etc. Assemble out in the lobby Build Your Network

19 Choose wisely Don t be afraid to ask! Don t get discouraged if you get turned down (as a mentee or mentor) Diversify your portfolio of mentors Closing

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