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 Mentor • Boost skills • Increase leadership effectiveness • Enhance organization • Access fresh, creative • Transition to new role ideas and approaches • Seeks honest and timely • Pass on skills and feedback knowledge to others • Relationship building • Experiencing the cross- • Future growth generational connection development
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 observations • 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 2012 Volume 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
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