YOUNG ALUMNI LEADERSHIP PROGRAM

Transcription

1 YOUNG ALUMNI LEADERSHIP PROGRAM MENTEE MANUAL

2 PROGRAM OVERVIEW DESCRIPTION The Young Alumni Leadership Program is a mentoring experience for individuals interested in developing their leadership ability. Young alumni (who graduated within the last 10 years) are selected to participate in this annual program. Participants are assigned a mentor who supports and challenges them to develop and implement a personal leadership plan, designed to broaden their leadership ability. Participants take part in two experiential learning-based daylong workshops in Gettysburg, PA as well as a several conference calls throughout the year to learn skills and strategies for the development of their leadership ability. The program utilizes The Five Practices of Exemplary Leadership as outlined in The Leadership Challenge by Jim Kouzes and Barry Posner as its theoretical foundation encouraging participants to develop the leadership ability to Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart. OBJECTIVES To develop the leadership skills of the mentees To encourage mentees to apply their leadership ability in daily life To promote and provide life-long learning among mentees through continued education To connect and engage mentees with the College To provide a convenient and accessible experience LEARNING OUTCOMES As a result of the Young Alumni Leadership Program, mentees will be able to: Identify their leadership strengths and weaknesses Clarify and communicate their fundamental values and beliefs Set the example for others by aligning their actions with shared values Express their image of the future Inspire others to share a common vision Search for opportunities to change and improve Experiment with innovative ideas and learn from accompanying mistakes Build collaboration, teamwork, and trust Strengthen the ability of others to excel Recognize the accomplishments of others Apply the lessons learned to a current personal/organizational challenge Describe The Five Practices of Exemplary Leadership Increase their self-awareness by interpreting feedback on personal leadership behaviors provided by the Leadership Practices Inventory (LPI) Utilize feedback from the LPI to create a personal leadership development plan for improvement in areas of The Five Practices of Exemplary Leadership Utilize the guidance of a mentor to identify resources and opportunities for leadership development P a g e 2

3 PROGRAM OVERVIEW ABOUT THE LEADERSHIP CHALLENGE Recognizing that leadership is a complex and widely interpreted concept, it is important to clearly articulate a theoretical foundation of the program to provide a common understanding amongst facilitators, mentors, and mentees. While there is no perfect, all-inclusive theory or model of leadership for all individuals or groups, we believe that The Five Practices of Exemplary Leadership as outlined in The Leadership Challenge by Jim Kouzes and Barry Posner provides a credible and simple framework from which to design this program. Over its 20-year history, The Leadership Challenge has sold over one million copies and has been translated into 12 languages. The Leadership Practices Inventory is one of the most widely used leadership assessment instruments in the world. More than 350 doctoral dissertations and academic research projects have been based on The Five Practices of Exemplary Leadership model. We believe that this framework is consistent with the values and mission of Gettysburg College and it is easily translatable across multiple disciplines and industries. For more information on this model, please see visit their web site: Leadership Assumptions of The Leadership Challenge Leadership is everyone s business Leadership is a relationship The best leaders are the best learners It takes practice deliberate practice to become a better leader Leadership is an aspiration and a choice Leaders make a difference The Five Leadership Best Practices are as follows: Model the Way Leaders establish principles concerning the way people (constituents, peers, colleagues, and customers alike) should be treated and the way goals should be pursued. They create standards of excellence and then set an example for others to follow. Because the prospect of complex change can overwhelm people and stifle action, they set interim goals so that people can achieve small wins as they work toward larger objectives. They unravel bureaucracy when it impedes action; they put up signposts when people are unsure of where to go or how to get there; and they create opportunities for victory. Inspire a Shared Vision Leaders passionately believe that they can make a difference. They envision the future, creating an ideal and unique image of what the organization can become. Through their magnetism and quiet persuasion, leaders enlist others in their dreams. They breathe life into their visions and get people to see exciting possibilities for the future. Challenge the Process Leaders search for opportunities to change the status quo. They look for innovative ways to improve the organization. In doing so, they experiment and take risks. And because leaders know that risk taking involves mistakes and failures, they accept the inevitable disappointments as learning opportunities. Enable Others to Act Leaders foster collaboration and build spirited teams. They actively involve others. Leaders understand that mutual respect is what sustains extraordinary efforts; they strive to create an atmosphere of trust and human dignity. They strengthen others, making each person feel capable and powerful. Encourage the Heart Accomplishing extraordinary things in organizations is hard work. To keep hope and determination alive, leaders recognize contributions that individuals make. In every winning team, the members need to share in the rewards of their efforts, so leaders celebrate accomplishments. They make people feel like heroes. P a g e 3

4 PROGRAM OVERVIEW PROGRAM COMPONENTS The Leadership Challenge Book Mentors and mentees read this leadership classic by Jim Kouzes and Barry Posner to provide them with a foundation of knowledge regarding The Five Practices of Exemplary Leadership. The book is regarded as the gold standard for research-based leadership, and one of the premier resources on becoming a leader. The Leadership Practices Inventory (LPI) Mentees complete this online 360-degree leadership assessment tool which helps them measure their leadership behaviors, while guiding them through the process of applying Kouzes and Posner s acclaimed Five Practices of Exemplary Leadership to real-life organizational challenges. This tool is regarded as the most trusted leadership tool of its generation. Developed by Jim Kouzes and Barry Posner, this celebrated instrument package approaches leadership as a measurable, learnable, and teachable set of behaviors. Mentor Experience Mentees are matched with a highly experienced and accomplished alumni volunteer who commits to challenging and supporting the individual for one academic year through monthly interactions and advice. Mentors are identified through an extremely selective process and are trained on the leadership model presented by Kouzes and Posner. On Campus Workshops Mentees and mentors visit Gettysburg College twice during the academic year, once in September and once in May, for a day retreat packed with discussions, simulations, and other experiential activities. The sessions also provide opportunities for mentors and mentees to interact and learn from each other. Personal Development Plan After reading the book, completing the LPI, and attending the first On Campus Workshop in September, mentees work with their mentors to develop a plan for the year that identifies a vision, goals, and action steps to improve their leadership ability. Conference Calls Mentors and mentees will have the opportunity to participate in several conference calls throughout the program to share experiences, generate ideas, and reconnect. Written Reflections Mentees will complete at least three written assignments to reflect on their leadership development experiences throughout the academic year. The reflections will be guided by general questions that encourage mentees to make meaning of their growth. P a g e 4

5 HOW TO BE A GREAT MENTEE ROLES & RESPONSIBILITIES Mentee Expectations Submit program payment of $250 upon selection into the program (covers all material costs) Communicate/meet regularly with your mentor for at least 1-2 hours per month Complete the Leadership Practices 360 Inventory online to collect feedback Read The Leadership Challenge book Participate in two 1 day workshops in Gettysburg, PA Participate in at least two conference calls throughout the year Be responsible for developing a personal development plan Complete three reflection exercises throughout the year Complete all other program assignments/requirements in a timely manner Be open to receiving feedback from the mentor *Please note that the mentee is responsible for initiating all communications with their mentor. Mentor Expectations Participate in all conference calls Read The Leadership Challenge by Jim Kouzes and Barry Posner Participate in two one-day on-campus workshops with your mentee (September & May) Communicate/meet regularly with your mentee for at least 1-2 hours per month Provide help and be a sounding board for issues relating to the mentee's goals and development Provide feedback to the College about the Young Alumni Leadership Program P a g e 5

6 HOW TO BE A GREAT MENTEE Recognizing the significant benefits that mentorship can have on an individual's learning, development, and growth, the Young Alumni Leadership Program provides each mentee with an experienced mentor who challenges and supports them in their leadership development. What is a mentor? A mentor is a committed and trustworthy advisor who guides an individual through their personal development by both challenging and supporting them What are the components of a successful mentoring relationship? Open and honest communication Clear expectations of each other Mutual respect Willingness to give and accept feedback Ongoing and consistent commitment to the relationship What does a great mentee do? Takes responsibility for initiating all contact with your mentor Has the awareness that your mentor has multiple responsibilities Completes all assignments and meets all expectations Prepares sufficiently for all conversations, discussions, and workshops Strives to be open and receptive to feedback Communicates clearly and consistently Once matched, mentees will be expected to make an initial contact with their mentors prior to the On Campus Workshop in September. The following list provides examples of things to discuss during this communication: Introductions: This component will help you to get to know each other. Use the questions below as a guide: Why did you decided to participate in this program? Where did you grow up? What are you interests and hobbies? What are your fondest memories of Gettysburg? What was your major at Gettysburg? What were you involved in at Gettysburg? Relationship Expectations: The purpose of this discussion is to begin to develop some common understanding of your expectations of the relationship. This will be completed at the On Campus Workshop, but will provide a start to that conversation. What are your goals of the relationship? What do you hope will have happened as a result of this relationship? What do you hope doesn t happen as a result of this relationship? What do you bring to this relationship personally and professionally? What do you want from your mentor in this relationship? What will you contribute to this relationship? Future Meeting Preparation: Start to think about your future interactions. Begin to discuss the frequency of meetings, length of meetings, meeting agendas, and the location of meetings. P a g e 6

7 YALP MENTEE TIMELINE PROGRAM COMPONENT WHO DATE DIRECTIONS/NOTES Mentee selection Mentee August 1, 2015 Mentees notified via . Mentor matching happens at this time too. Mentee confirmation Mentee August 7, 2015 Mentee notifies the College of their intent to participate in the program Mentee payment due Mentee August 7, 2015 Payment is set up electronically. Complete the following assignments in advance of the workshop: Read The Leadership Challenge What I Hope to Accomplish Worksheet My Personal Best Leadership Experience Worksheet Complete the Leadership Practices Inventory (Self & Observer) Mentee August 28, 2015 All materials will be sent to mentees in advance via or mail. Once paid, mentees will receive an with directions to complete the assignments. Attend the On Campus Workshop #1 Mentor & Mentee September 12, 2015 At Gettysburg College from 8 a.m. 4 p.m. There will be a reception on the Friday evening starting at 6:30 p.m. Contact your mentor for at least one (1) hour per month Mentor & Mentor Ongoing Mentees will be responsible for initiating all contact. Submit Personal Leadership Development Plan Mentee October 15, 2015 This document can be edited throughout the year. Participate in the mentee conference call Mentee December 2015(TBD) An opportunity to check-in with other mentees. Complete Written Reflection #1 Mentee January 31, 2016 (TBD) Directions sent via . Participate in the mentee conference call Mentee March 2016 (TBD) An opportunity to check-in with other mentees. Complete Written Reflection #2 Mentee March 15, 2016 (TBD) Directions sent via . Complete Written Reflection #3 Mentee May 7, 2016 Directions sent via . Attend the On Campus Workshop #2 Mentor & Mentee May 7, 2016 At Gettysburg College from 8 a.m. 4 p.m. There will be a reception on the Friday evening starting at 6:30 p.m. P a g e 7