MENTORING NEW LEADERS: Get a Fresh Perspective with the Next - - PowerPoint PPT Presentation

MENTORING NEW LEADERS:

Get a Fresh Perspective with the Next Generation of Infection Preventionists

Or as Tom would say… When the old meets the new!!

Simen Sinek – Fundamentals of Mentoring Relationship

https://www.youtube.com/watch?v=FlKcP8M24Vw

OBJECTIVES:

• Identify the differences among leaders,

coaches, and mentors

• Discuss five required elements of an

effective mentoring program

The goals of mentoring are not conversation and cloning, but rather learning and reflection.

• Norman Cohen

TERMS USED

• Orientation- to guide one in adjusting to new

surroundings, employment, activity or the like

• Coaching – form of training/teaching, normally

1:1 support; aimed at helping a person improve

• Managing – acting as a coach/confidant to

measure performance

• Mentoring –Senior or more experienced person

acts as advisor, counselor, or guide to a junior to encourage learning

• Mentee – the person being mentored

HOW DO LEADERS/ IP’S BEGIN?

• Historically

–Oldest –Most experience –Willing

• “easy day job” – Out to pasture
• Today

REFLECTION OF A POSSIBLE MENTOR

• Greater than 35 years RN
• Greater than 10 years IP
• Can I share significant lessons from my

experience, good and bad?

WHY MENTOR?

• You can effect many patients instead of a few
• What do I have to offer?
• Few right or wrong responses and it needs to

constantly change to meet the needs of both

• Do I have the flexibility to evolve with the

mentee since it’s not based on task?

• Intrinsic reward
• Succession readiness

WHO BENEFITS?

Mentee

• Boost skills
• Enhance organization
• Transition to new role
• Seeks honest and timely

feedback

• Relationship building
• Future growth

development

Mentor

• Increase leadership

effectiveness

• Access fresh, creative

ideas and approaches

• Pass on skills and

knowledge to others

• Experiencing the cross-

generational connection

SIMON SINEK ON MENTEE

https://www.youtube.com/watch?v=NrWg1qy2WNI

MENTORING COOKBOOK

• Formal where it’s planned and intentional
• Just by chance
• Voluntary vs. agreement (unable to learn

from history) Mentors and Mentees have unique goals and life experiences

UNABLE TO LEARN FROM HISTORY

HOW BAD CAN MENTORING GO?

https://www.youtube.com/watch?v=dZo6GYBdirs

WHAT MAKES A MENTEE?

• Excited about learning
• Willing to lead their own development
• Interest
• Energy
• Capable
• Commitment
• Future Goals

• 1. BUILD TRUST
• Get to know each other
• Clarify roles, expectations and responsibilities
• Communication & leadership styles will be

different and similar – discuss

• Use active listening skills
• Agree to periodically re-discuss communication

between both

• Plan for future meetings

• 2. PROVIDE INFORMATION
• Clarify mentees needs – probe
• Discuss the organization culture and norms
• Identify key people and resources needed to

connect

• 3. FACILITATE DECISION MAKING
• Assist with clarifying goals
• Assist with identification of stakeholders
• Ask hypothetical questions
• If you disagree on issues respond honestly but

without judgment

• Accept the right to hold different views

• 4. CHALLENGE AND STRETCH
• Focus on potential for growth
• Provide descriptive feedback based on
• bservations
• Challenge the assumptions
• Encourage long term thinking and actions

• 5. MODEL EFFECTIVE BEHAVIOR
• Communicate relevant personal and

professional examples

• Share learned strategies for success
• Communicate candidly about personal

challenges as much as you feel comfortable

• Invite shadowing experiences as appropriate

THE FIRST MEETING – PROFESSIONAL AND PERSONAL

• Mentor- Share experiences
• Mentee –
• Logistics – where, when, how
• Share contact information

SECOND MEETING

• Communication

– Mentee maintain a log of issues and prepare an agenda for each meeting in advance – Keep all commitments – Develop / review primary objectives – Expectation of roles agreement (or agree to disagree)

• Administrative details (by Mentee)
• Summarize commitments
• Handle meeting set-up
• Suggest topics to discuss next meeting

THIRD MEETING

• Build Rapport
• Respect
• Confidentiality
• Support (give and take)

Brainstorming New technology use

FOURTH MEETING - SETTING OBJECTIVES & MEASURING SUCCESS

• Agree on Scope
• Determine Targets
• Identify Resources
• Measure Outcomes

WHAT DOES THE MENTEE NEED?

• Advocate
• Motivator
• Sounding Board
• Teacher
• Navigator
• Active Listener

MENTORING HAZARDS TO AVOID

• Pulling Rank
• Abusing Information
• Over-Relating
• Making Assumptions
• Becoming Too Personally involved

HOW DO YOU MEASURE THE SUCCESS?

• Individual
• Organization
• Short term and long term

Carol Clark, RN CPHQ CIC Lean Six Sigma Yellow Belt Quality/Accreditation Manager Texoma Medical Center

TRUMAN TEAM

TEAM IN SIERRA LEONE

CHILDREN’S MERCY TEAM

SOME OF GREATER KC APIC

PEPTALK

https://www.youtube.com/watch?v=wzF23qI3Djw

BIBLIOGRAPHY

• Covey, S. R. (1990). The seven habits of highly effective people: restoring

the character ethic. New York: Fireside Book

• E. Wayne Hart is a senior faculty member at the Center for Creative

Leadership and author of the CCL guidebook Seven Keys to Successful

• Mentoring. “Seven Ways To Be An Effective Mentor”

http://www.forbes.com/2010/06/30/mentor-coach-executive-training- leadership-managing-ccl.html

• Denise Murphy et all, Competency in infection prevention: A conceptual

approach to guide current and future practice; AJIC May 2012Volume 40, Issue 4, Pages 296–303

• Norman Cohen “The Managers Pocket Guide to Effective Mentoring”
• Shirley Peddy, PhD “The Art of Mentoring”
• Children’s Mercy “Mentoring 101: What it is and Why it Works”
• Nurse Mentoring Toolkit “Keys to a Successful Mentoring Relationship”

2009 by the Health Alliance MidAmerica LLC

• Simon Sinek youtube video’s