The Power of Mentoring: How to Facilitate an Effective Mentoring Process

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The Power of MentoringHow to Facilitate an
Effective Mentoring Process

• Link Kathryn Towe Littleton
• Oakland County Chapter (MI)
• Link Patricia Larkins Hicks, Ph.D.
• Columbus Chapter (OH)

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Expected Outcomes

• Understand power of MENTORING
• Gain clarity about the MENTORING PROCESS
• Conduct SELF ASSESSMENT
• Become Chapter ADVOCATE

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Ground Rules

• Have Fun!
• Cell Phones on Mute, Vibrate or Off
• Stay focused on topic, task, time
• Step out of box
• Share personal experience

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Workshop Focus

• Why Mentoring?
• What is the Mentors Role?
• Understanding the Mentoring Process
• Developing a Mentoring Program
• Determining Impact

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Reasons for Mentoring

• Transition new members into Chapter.
• Early and effective socialization to
  organization.
• Transmit Links culture and legacy.
• Increase self confidence

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Reasons for Mentoring

• Reduced isolation and marginality.
• Develop cadre of leaders.
• Pass on needed skills.
• Supports succession planning.

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Reasons for Mentoring

• Improve member participation, and retention.
• Improve morale.
• Improve lines of communication.
• Enhance organizational development.

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The most valuable gift you can give another is
a good example. -Gods Little Instruction Book
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What is MENTORING?

• A process that links experienced members with
  less experienced in a paired relationship that
  benefits both.

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How would you describe a MENTOR?

• An advisor who leads through guidance.
• A wise and trusted counselor or teacher.
• A role model, a person worthy of emulating.

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How would you describe a Mentee?

• A person under the care and protection of an
  experienced person.

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Case Examples

• What are the issues?
• How might the Chapter benefit from mentoring?
• How might the Link sister benefit from mentoring?

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Case 1. Who Do You Think You Are?

• New member Jennifer Y. is a newly inducted member
  of The Links, Incorporated. While her chapter was
  enthusiastically receptive of her nomination for
  membership, as the new chapter year begins,
  Jennifer is very uncomfortable and uncertain abut
  the chapter culture. for example, how does one
  dress for meetings, where does one sit as not be
  disrupt the cliques that are apparent, when is
  it appropriate to speak and what is appropriate
  to say when she is asked to chair a major
  initiative at the first meeting?

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Case 1 Who Do You Think You Are?

• Given Jennifers dilemma, what should the chapter
  do to assist Jennifer in the acclimation process
  to Linkdom? What would you do as a Links member
  (What would be your personal actions?) What
  should Jennifer do?

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What do we know about new members and chapters?

• Expected to adapt quickly and participate.
• Dont know the Chapters culture.
• Uncertain about how to fit in.
• Eager to be successful.
• Uncertain about what skills/expertise that can be
  used to strengthen the Chapter?

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Case 2. From the Mouths of Babes

• Mia B., an Heir-o-Link, is a new-transfer member
  (due to job promotion) from the West coast where
  she was a member for less than two years. As a
  transfer member, many chapter members think of
  her as the daughter of Mary, who is a
  long-standing charter member. Mia wants to be a
  participant in the chapters International Trends
  and Services Program facet and requests
  permission to work in this facet because of her
  professional expertise.

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Case 2. From the Mouths of Babes

• Chapter members are vocally opposed to Mias
  request and state that she should work with
  Services-to-Youth because she young (under 35).
  Mia is not happy with this assignment and feels
  ill-equipped to work with the chapters Youth
  programs. She asks the chapter for
  reconsideration in her assignment.

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Case 2. From the Mouths of Babes

• The chapter members dismiss her by saying things
  like, you have to crawl before you walk your
  mother said you would like this assignment. Given
  this dilemma, what should the chapter do to
  assist Mia in the transfer process to her new
  chapter? What would you do as a Links member to
  mentor her (what would be your personal actions?)
  What should Mia do?

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What do we know about transfer members and
chapters?

• Come with previous experience and knowledge about
  Linkdom.
• Seeking new friends.
• Have service preferences.
• Expected to adapt quickly and participate.
• Dont know the Chapters culture.
• Uncertain about how to fit in.
• Uncertain about what skills/expertise that can be
  used to strengthen the Chapter.

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Mentoring New Transfer Members

• Transition
• Acclimation
• Acceptance

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Case 3. Lets Talk About The Change

• Willimenna N. is a long standing member in her
  chapter (over 15 years of membership in Linkdom).
  Willimenna has been assigned to work on the
  Fundraising Committee but she is constantly
  complaining about the amount of work. At many
  meetings, she disrupts the chair of the committee
  and the President to talk about her
  dissatisfaction with fundraising as the
  responsibility of Links members.

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Case 3. Lets Talk About The Change

• It is hard to move Willimenna beyond her
  complaints that include remarks like.. this
  fundraising is not important, we are suppose to
  be here to enjoy each others friendship, not
  raise money. Given this dilemma, what should the
  chapter do to mentor Willimenna through the
  change process?

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What do we know about existing members?

• Have previous experience and knowledge about
  Linkdom.
• Have service preferences.
• Expected to participate.
• Know the Chapters culture.
• Uncertain how to fit into Chapter changes.
• Uncertain about what skills/expertise that can be
  used to strengthen the Chapter.

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How does Mentoring work? Mentee

• Becomes aware of chapter and organizational
  opportunities.
• Learns strategies on how to function and
  succeed in the Chapter and Linkdom.
• Gains a sounding board for asking questions and
  trying out ideas.

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How does Mentoring work? Mentee

• Acquires awareness to new ideas and new contacts.
• Receives guidance in dealing with problem
  situations.
• Gains a valuable friend and confidant.
• Acquires long-term personal development planning
  steps.

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How does Mentoring work? Mentor

• Sense of pride in seeing another member learn and
  focus on goals.
• New knowledge about interpersonal skills, and
  personal development.
• Improved morale stemming from better member
  relationships.

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How does Mentoring work? Mentor

• Personal satisfaction that come from being
  needed.
• Personal growth gained from exchanges with
  protégé.

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What about your Mentor?

• Did you have a Mentor when you joined Links?
• Describe your relationship?
• What were the benefits?
• If not Links, what has been your mentoring
  experience?

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Mentors Role

• Help in the mentees personal growth and
  development.
• Accept the mentee as a member who has high
  potential for high performance.
• Legitimize the mentee with the organization and
  other members

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Mentors Role

• Communicate with the mentee in an open and honest
  manner.
• Give sound, constructive and critical reviews of
  the mentees progress toward established goals,
  free of judgmental bias.
• Serve as a resource to mentee in handling
  problems that arise.

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Mentors Role

• Be an advocate for the mentee.
• Introduce the mentee to Link opportunities.

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Mentoring ProcessStage 1 Build Trust

• Spend time getting acquainted.
• Jointly set goals, responsibilities, ground
  rules, and schedule.
• Develop a protocol for engaging each other.

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Mentoring ProcessStage 2 Maintaining the
Alliance

• Adhere to established meeting schedule.
• Monitor progress.
• Keep promises.
• Maintain good communication.
• Shield from outside attacks.
• Assist with problem solving strategies.

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Mentoring ProcessStage 3 Stretch Mentoring

• Mentor pushes mentee to the top of her potential.
• Help identify Link events and activities to
  participate in such as volunteering for an Area
  Conference committee presenting a workshop at a
  Summit.
• Mentor give feedback about observed performance.

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Establishing Maintaining a Mentoring Program

• Conduct Chapter Member Assessment
• Profile New Member Identify Mentor Needs
• Match Mentor Mentee
• Develop Monitor Contracts
• Conduct Mentor Training
• Conduct Evaluation

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Effective Practices

• Be a Sister Link who cares and communicates this
  to your mentee.
• Make sure communication is 50-50.
• Help mentee determine the protocol for doing
  things right.
• Help the mentee test reality.
• Extend more praise than criticism.

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Life affords no greater responsibility, no
greater privilege, than the raising of the next
generation. -Gods Little Instruction Book II