ACHE-MT. Mentorship Program. Mentor Information

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1 ACHE-MT Mentrship Prgram 2015 Mentr Infrmatin

2 Table f Cntents 1) Prgram Descriptin 3 2) What is a Mentr? 5 3) Rles/Benefits/Pitfalls fr a Mentr a. Rles and Respnsibilities 5 4) Pssible Tpics f Discussin 6 5) Frequently Asked Questins (FAQ s) 6 6) Cmmunicatin Technique Tips a. Types f High-Gain Questins 7 b. Feedback 7 7) Optinal Resurce: Mentr/Mentee Relatinship Agreement ACHE-MT Mentr Infrmatin Page 2 See s Career Resurces, Mentring and Netwrking sectin fr additinal resurces.

3 PROGRAM DESCRIPTION Purpse: The purpse f the mentrship prgram is t assist students and early healthcare careerists in their grwth and develpment. The intentin is t mtivate students and early healthcare careerists t be active members f ACHE at the natinal and lcal level thrughut their career. Fr mentrs, they have the pprtunity t share their wisdm, insights, and experiences t give back t the prfessin. Mentring als prvides the pprtunity fr mre experienced healthcare leaders t enhance their caching skills by develping talent in thers. Administratin: 1. The Mentrship Prgram Cmmittee will administer the prgram with assistance frm membership. The prgram will be administered as fllws: Mentrs Thrughut the year, the Cmmittee will slicit mentrs thrugh requests and at Chapter events. Prtégés Criteria fr mentr participatin Membership in ACHE and a current member f the Middle TN chapter. A psitin as Vice-President, Sr. Executive, r Directr in his/her rganizatin OR a minimum f five years f healthcare management experience and be a Fellw. Willingness t help develp students f early healthcare careerists. Thrughut the year, the Cmmittee will slicit prtégés thrugh requests and at Chapter events. Criteria fr prtégé participatin Student Assciate membership status r current member f the Middle TN chapter. Less than five years f healthcare management experience. Willingness t develp prfessinally ACHE-MT Mentr Infrmatin Page 3 See s Career Resurces, Mentring and Netwrking sectin fr additinal resurces.

4 2. The Cmmittee will match mentrs and prtégés based n respnses t the Mentr/Prtégé Questinnaires received. 3. The mentring relatinship will last either 4, 6, r 12 mnths, depending n the mutual preferences f the mentr and prtégé. Each timeframe has the fllwing requirements: Mentrship Timeframe Meeting Suggestins 4 Mnths 2 meetings per mnth (recmmended) 6 mnths 1 r 2 meetings per mnth (as needed) 12 Mnths 1 meeting per mnth *Recgnitin pints received fr a year-lng mentring relatinship Mentr/Prtégé Respnsibilities: By electing t participate in the prgram, the mentr agrees t: Meet with the prtégé n a regular basis in accrdance with the timeframe established fr their relatinship. Be accessible t the prtégé (phne, , etc.). Supprt and encurage the prtégé s advancement in ACHE and in their prfessinal grwth. Serve as a resurce persn fr updating and refining the prtégé s managerial knwledge and skills. Offer input and guidance fr career pprtunities. Infrm the Chairs f any cncerns r questins. By electing t participate in the Prgram, the prtégé agrees t: Initiate mentrship meetings with their mentr. Be accessible and flexible in scheduling face-t-face meetings with their mentr. Be prfessinal and prmpt. Be pen t advice. Infrm the Chairs f any issues r cncerns. *Fr questins regarding the Prgram, please cntact representatives f the Membership Cmmittee r by ing: 2015 ACHE-MT Mentr Infrmatin Page 4 See s Career Resurces, Mentring and Netwrking sectin fr additinal resurces.

5 WHAT IS A MENTOR? Mentring r advising is a frm f dynamic learning. It invlves tw peple with a cmmitment t assisting each ther in furthering their prfessinal careers. One cnstant in discussin help with successful individuals is that, almst withut exceptin, they had an advisr r mentr. Making the decisin t mentr anther individual is a cnscius decisin t return yur prfessin sme srt f expert advice that yu may have been given, r acquired in the pursuit f yur persnal career bjectives. Prtégé s are expected t be practive in seeking a mentr and in having set bjectives and gals fr the relatinship. While a mentr ffers the gifts f knwledge and experience, the prtégé has the respnsibility fr taking full advantage f that knwledge by internalizing it, putting it int actin, and ultimately fr passing it n. The mentr-prtégé relatinship is pen-ended. As career paths change and prfessinals mve n, the relatinship will transitin t anther level and hpefully result in an enduring friendship. By definitin, a mentrship relatinship is ne that fsters grwth in bth parties s is a relatinship that is destined t end, at least in the frmal mentring sense. ROLES, BENEFITS AND PITFALLS FOR A MENTOR Rles and Respnsibilities Be fully cmmitted t the relatinship and make time fr the prcess. Be persnally invested in the prtégé s ultimate success. Respect the cnfidentiality f the infrmatin shared. Challenge the prtégé and prvide him/her with a reality check. Prvide feedback in a manner that is cnstructive, task relevant and maintains the prtégé s self esteem. Actively seek pprtunities fr the prtégé t acquire the requisite experience, knwledge, and educatin. Accept input and feedback in a nn-defensive manner. Respect differences in style and adapt accrdingly. Take respnsibility fr the health f the relatinship. Help develp creative and independent thinking. Suggest resurces, reading materials, articles, etc. Listen actively and act as a sunding bard fr the prtégé. Establish pen, clear, tw-way cmmunicatin. Prvide mtivatin, enthusiasm, and energy. Prvide expsure t new and different thinking styles, perspectives, and methds ACHE-MT Mentr Infrmatin Page 5 See s Career Resurces, Mentring and Netwrking sectin fr additinal resurces.

6 POSSIBLE TOPICS OF DISCUSSION Develping a persnal leadership style Greatest mistakes t avid Mst helpful learning experiences Handling/managing disagreements with senir leadership Hw t manage physician engagement and relatinships Wrking with dnrs/investrs Financial management f healthcare rganizatins Hw t build yur team Special cnsideratins fr female leaders Develping particular rganizatinal cultures including: culture that supprts and develps talent; penness, hnesty, and cllabratin Managing change FREQUENTLY ASKED QUESTIONS (FAQ S) What d we need t cver in the first meeting? Yur first cntact shuld be certain t include answers t questins cncerning the fllwing: Hw will yu make cntact? Phne, , face-t-face? Hw frequently will yu have scheduled meetings? Hw lng shuld yu plan fr when scheduling meetings? What are each partner s expectatins regarding cnfidentiality? When will yu meet next? Where d I meet with my mentr/prtégé? Mentrs and prtégé s are invited t meet wherever it is cnvenient and cmfrtable. I m ut f twn with my jb at least 3 days a week, hw can I make mentring wrk fr me withut disappinting my prtégé? Let yur prtégé knw yu will be ut f twn fr duratin f time. Instead f face-t-face meetings, let yur prtégé knw yu will be getting in tuch via , phne, r web cnferencing (Skype, Gglehanguts, WebEx). What if we just dn t get alng? It is imprtant t nte that either participant has the ptin t clse the match. We highly encurage yu t give the relatinship a few mnths t develp ACHE-MT Mentr Infrmatin Page 6 See s Career Resurces, Mentring and Netwrking sectin fr additinal resurces.

7 COMMUNICATION TECHNIQUE TIPS High Gain Questins: One f the mst pwerful ways t mentr the persn as well as the prblem is the creative use f the prbing r questining prcess. Often times, mentrs find it incredibly difficult t simply ask questins. Disciplining yurself t ask questins befre jumping in with ready answers dramatically changes the prtégé s experience. Asking high-gain questins r questins that seek mre than a yes r n answer can ften be effective. High-Gain Questins Sund like: Tell me mre abut that. I d be interested in knwing yur reasns fr Hw did yu get t that cnclusin? What led yu there? What was the best thing that happened? Hw d yu feel abut that? What have yu learned? Feedback Principles f Giving Feedback: Be sure the intent is t be helpful: Dn t criticize; have sme suggestins as t what the persn might d differently. Fcus feedback n behavir rather than n persnal characteristics: Dn t tell smene they are nt a gd presenter. Say things such as: When presenting, yu need t prject yur vice mre r use a lapel mic. If yu prjected better, it wuld help yu appear mre cnfident. Give feedback nly when behavir can, in fact, be changed: Avid any feedback that fcuses n persnality, physical characteristics r behavirs that are nt readily mdified. Avid: Yu are t defensive, try instead, when yu get feedback, put it int a wrk cntext and try nt t take it persnally. Fcus feedback n bservatins, rather than n inferences: Avid statements such as: Yu seemed cnfused during the presentatin. Yu are drawing a cnclusin that may nt be based n bservable fact. It is better t stick t what yu have seen. Give feedback that is descriptive, nt judgmental: When yu make statements such as Yu dn t have a grasp n this subject, yu are passing judgment. It is better t say, Yu hesitate whenever asked questins n that subject ACHE-MT Mentr Infrmatin Page 7 See s Career Resurces, Mentring and Netwrking sectin fr additinal resurces.

8 Deal with specific behavirs, nt generalities: Saying, Yu re never n time r yu never listen are destined t meet with resistance. Use specific examples: Yu were late fr ur last three meetings r yu interrupted me cnstantly withut allwing me t finish my statements ACHE-MT Mentr Infrmatin Page 8 See s Career Resurces, Mentring and Netwrking sectin fr additinal resurces.

9 OPTIONAL RESOURCE: MENTOR/MENTEE RELATIONSHIP AGREEMENT The fllwing agreement utlines the mentring partnership between and This agreement will begin and end Identify key skills t be develped: The primary rle f the mentr is t: The primary rle f the mentee is t: Indicate the frequency, nature, lcatin and duratin f the meetings: Indicate the date and time f the first meeting: Indicate yur expectatins with respect t cnfidentiality f infrmatin shared: At the cnclusin f the agreement, hw will yu knw the mentring relatinship was successful? 2015 ACHE-MT Mentr Infrmatin Page 9 See s Career Resurces, Mentring and Netwrking sectin fr additinal resurces.

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