Mentor Program
The N4A Mentoring Program An essential, yet underestimated, factor in professional development is the alliance formed between mentors ("seasoned" professional) and mentees (novice professional). Such alliances build bridges, which reach far beyond mutual sharing of work related information. The purpose of the N4A Mentoring Program is to provide the membership with: A service that might not otherwise be available through campus or local community resources directed at professional development A vehicle for communication and collaboration which develops an ethos of collegiality and bridge building A means to increase involvement in the Association A means to enhance satisfaction with the Association Because career development is an essential component of the N4A, the Mentor Program provides a means by which to access leads to such things as research literature, model programs and interventions, program evaluation tools, national clearinghouse and consortiums, and many other resources. Mentors can be a valuable resource to new professionals by offering answers to questions about how to direct and manage academic support programs, how to communicate with coaches, faculty and staff, and how to decipher and apply NCAA rules and regulations. By no means should a mentee's expectations be limited to just those things mentioned here. Of course, the quality of the relationship built between the mentor and mentee will determine how and in what ways professional growth will occur. Consider Webster's definition of "mentor": A trusted counselor or guide; a tutor or coach. What a better way to continue refining your leadership competencies and skills than to assist a fellow colleague. The Association's strength resides on the expertise of the membership. The knowledge you share may have large dividends on the welfare of not only our profession, but also the studentathletes and institutions we all serve. Benefits of being a mentor/mentee: Another perspective on student-athletes and programs that service them An opportunity to assist in the development of a new program Firsthand notice of employment opportunities Development of leadership skills Another experience to add to your resume or vitae A friend The mentor/mentee relationship is also designed to: Promote leadership and career development Enhance personal growth and development Increase self-awareness, self-esteem, and confidence Increase communication, performance and leadership skill enhancement Broaden expertise in the field Optimize talents and capabilities Additionally, the association will: Continue to be seen as a leadership organization Cultivate future leadership Improve morale and organizational capacity 2
Build teams by decreasing isolation Promote a support network within the organization Expand the organization's talent pool Improve commitment, recruitment and retention Promote the organization s well-being As you begin to move forward in the process, please note mentoring is NOT: Casual advice Necessarily for everyone On-the-job training A guarantee of a successful career A substitute for seeking and participating in professional development and/or leadership programs Qualities of N4A Mentors Include: Volunteers who demonstrate an active interest and commitment to helping others grow Genuinely interested in helping others succeed Role models who emulate the values of the N4A Accessible and willing to spend time working with a mentee Display a mutual respect for each other s technical, professional and intellectual knowledge Good listeners who provide honest feedback and suggestions Catalyst that facilitate someone else s problem- solving capacity Responsibilities of N4A Mentors: One-To-One mentoring An approximate 12-month commitment (July-June) Contact with mentee at least once a month Establish goals and objectives for the mentor relationship Provide timely feedback to the Program Coordinator on what works and what does not work in the mentoring process A mentor can chose to be matched with more than one mentee The N4A Mentoring Matching Process: 1. The Mentoring Program Coordinators review the mentor/mentee requests and makes a match accordingly. Consideration is given to a mentee who requests a specific mentor or vice versa. 2. The Program Coordinators will then notify the mentor and mentee of the match. 3. The mentor initiates contact with his/her mentor for within a week of being matched. 4. If you or the mentee decides after the first few contacts that the assignment is not a good match, please contact the Program Coordinators. 5. If the mentee does not respond to your email and phone attempts, please contact the Program Coordinators so a new match can be made. 3
Guidelines for Clear Communications Listening: Focus on the person who is speaking Don t think ahead to what you are going to say when the other person is talking Don t interrupt Show that you understand what is being said Encourage the speaker to continue or clarify what has been said Summarize the main points Avoid roadblocks, especially labeling, judging, or giving advice Open-ended Questioning: Give the person the opportunity to talk! Ask: what, how or why What makes you say that? How are you feeling? And? So? What do you think that means for you? How about telling me about it? Leveling: Be honest in what you say Speak for yourself. Use I statements instead of You statements Do not give unwanted advice or try to change someone s feelings Roadblocks to Communication: Ignoring and/or not responding Name-calling or put-downs Comparing, Why can t you be more like Speaking for someone else, Oh, she doesn t mind. Not listening for what is said and what is unsaid Challenges/Mentoring Mistakes Failing to set goals, failing to set goals together, failure to put goals in writing, and failure to monitor goal progress Not honoring time commitment Not providing enough feedback Not providing feedback in a positive manner Lecturing instead of listening Not keeping confidences or cultivating trust Not recognizing and respecting a mentee s relationship with his/her own supervisor Serving as mentee s problem-solver, telling protégé what to do Continuing a mentor relationship that is not working, or failing to end the relationship when appropriate "We make a living by what we get, we make a life by what we give." Winston Churchill Adapted from: Army Nurse Corps Mentoring Program Handbook, 2008. http://armynursecorps.amedd.army.mil/development/ancmentorshiphandbookjan07.pdf 4
Sample Introductory Letter/Email to Mentee: Dear Anita Mentor, Welcome to the N4A Mentor Program. I have been selected to serve as your mentor throughout the summer and upcoming academic year. I am looking forward to a positive relationship that will be a solid support for you both professionally and personally. During our time together we will have an opportunity to discuss the mission and purpose of the N4A program, to explore resources and professional development opportunities, and to share program ideas, knowledge and ideas. We ll also have time to discuss any concerns or questions you may have. Let s strive to maintain frequent contact over the course of the academic year via E-mail and/or phone. I would like to set up a phone call to get started. I am available on the following dates: Please check your calendar and get back to me with a convenient date and time. I look forward to working with you and to getting to know you better. Sincerely, Ima Mentor 5