CFUW Mentorship Program Guide

Transcription

1 CFUW Mentorship Program Guide As CFUW promotes the Mentorship Pilot Program to its stakeholders, and the general public, participants (mentors/mentees) will be asked to sign a consent for to agree that any photos, videos or quotes submitted to CFUW as part of individual or group reporting can be used, royalty-free, by both CFUW and its partners in any of its online or printed materials. All mentorship materials have been designed for the context of CFUW s organizational goals and are copyrighted to the designer, Cheryl Hayles. 1 of 12

2 Table of Contents Benefits of mentoring P. 3 Benefits of being mentored P. 3 Qualities of an effective mentor/mentee relationship P. 3 Getting to Know You Activity #1 (Mentor) P. 4 Getting to Know You Activity #1 (Mentee) P. 5 Communication Task #1 P. 6 Framework for Mentor/Mentee Relationship P. 7 Identify Key Words for Each Conversation P. 8 Chart The Course P. 9 Taking Off! P. 9 Align Action with Intent P. 10 Timeline for Mentorship Program P. 10 Four Scenarios P. 11 My Reflections P of 12

3 I learned a few things about staying Zen that can help anyone deal with organizational transition. It turns out (spoiler) the things I learned were mostly about people (Claire Diaz-Ortiz, Twitter). Here they are: 1. Get an Anchor: The best thing you can do if you re not sure what team you ll be on tomorrow is to find an anchor in a great mentor or professional champion. Someone who can have your back, yes, but be there to provide insight and advice if and when things get messy. 2. No, Get Three of Them: No matter if they ve moved to a different floor or a different zip code, you ve got to be prepared. So, don t get one anchor. Get three of them. Benefits of mentoring Creates opportunities for experienced professionals to strengthen their knowledge base and improve communication skills Enhances the leadership and coaching skills of mentors and encourages them to become more reflective practitioners Provides intrinsic satisfaction (makes you feel good) by helping an emerging professional develop to her potential and be successful Demonstrates a commitment to personal and professional development of self and colleagues Develops knowledge and skills in the area of focus Benefits of being mentored Promotes purposeful professional relationships that support the mentee's development Increases the self-confidence of a new professional as she becomes familiar with a new role, increased responsibilities, and a new organizational culture Challenges one to go further, take risks, set new goals, and achieve at higher personal and/or professional standards Provides a forum to dialogue on professional issues and to seek and receive advice Facilitates the development of increased competencies Qualities of an effective mentor/mentee relationship Capitalizes on learning opportunities Believes in the other person Demonstrates patience and persistence Shows respect toward individual differences (ability to accept different points of view) Listens attentively Commits to the work of self-awareness, self-reflection, and ongoing self-actualization Gives and receives descriptive feedback effectively Supports the other person s success. Encourages during challenging times. Appreciates risk taking 3 of 12

4 Note: Spend a few minutes thinking/talking about why you want to be a mentor/mentee. The mind maps below may help you to organize your thoughts. Getting to Know You Activity #1 (Mentor) My Name is: Member of: Since: WHY AM I A MENTOR? WHY AM I A MENTOR? 4 of 12

5 Getting to Know You Activity #1 (Mentee) My Name is: Member of: Since: I Want A Mentor Because I Want A Mentor Because.. 5 of 12

6 Communication Task #1 In conversation with your mentee determine what additional traits are needed to have a successful mentor/mentee relationship.? Communication Problem Solving Self Awareness Collaboration Respect? Empathy? Critical Conciousness? Self Reflection 6 of 12

7 Framework for Mentor/Mentee Relationship In meeting with your mentee use the following 3 paradigms to frame your conversation. Share this with your mentee and let them know what your role is. You are their coach, you co-construct initiatives and you are their consultant. Coach Co-Construct Consult Maintain a Non-judgmental Stance Inquire about Successes; Concerns: Whatever your colleague brings up If available, review job description or portfolio Reflect on Goals What skills does the mentee bring to the table? As the mentor, know what you are good at List resources that may help you in your work with your mentee Brainstorm (Reasons, Ideas, Solutions, Interventions) Select an initiative you will work on together Be clear what your initiative is Co-Plan Co-Practice Become Partners Stick to the plan Reflect on the plan at pre-determined intervals celebrate the successes focus on your growth areas Think Aloud about your own What and Whys Offer a Menu Produce an Idea Bank Construct a learning Model (labeling the critical attributes) Review/learn more about organization s history Reference and Highlight Organizational successes Plan your next steps 7 of 12

8 Identify Key Words for Each Conversation: Coach = guide actions Co-Construct = plan mutual development Consult = seek advice Learning Model = desired outcome and execution plan Charting The Course: 8 of 12

9 Goals Identified Where are we now? Where do we want to be? What evidence will tell us we are there? What do we want to learn and/or do differently to get there? Who can help us? Who is monitoring? When? How? What is being monitored? Taking Off! The sky is the limit once you have the propellor of your plane working. Reflect on how you employ the 3 Characteristics in your engagement with your mentor/mentee. As you work together, independently, list your actions in the category you believe they correspond to. Mentors in reviewing your list, reflect on what your mentee needs and what support you are providing for them to realize their goal. Mentees in reviewing your list, reflect on what you are asking for support with. How is your learning impacting your performance? The sky is the limit here. Who knows the life changing adventures you ll encounter! Coach 9 of 12 Co-Construct Consult

10 Align Action With Intent: Goal Action Coach Co-Construct Consult Timeline For Mentorship Program Dates to be determined Communication Tool Who Phase months from date of commitment Phase 2 Best Practices Network 5-7 months from date of commitment Phase 3 Teleconference #1 Presentation of Powerpoint to review the Mentorship Program with Board & RDs Motion to Board for Sept. 3, 2015 Board Mtg. Board voted to support the program - Sept. 3, 2015 Launch of Program: Sept. 25, 2015 in News and Updates Facebook post: Sept. 29, 2015 Update RD Group Sept. 29, 2015 Survey Monkey Consent Document Mentors/Mentees are paired up and communicated - Nov. 13, 2015 Teleconference #2 With Mentors/Mentees - November 16, 4 p.m. Teleconference - TBD Presentation at Parallel Event UNCSW60 with CRIAW Facilitator: Cheryl Hayles Facilitator: Mentor Network Mentee Network Facilitator: Cheryl Hayles Phase 4 Reflect on Mentorship Process 8-12 months after commitment Skype - TBD Survey sent to mentor/mentee group on May 2, 2016 for completion by May 20, 2016 Facilitator: Robin Jackson 10 of 12

11 Dates to be determined Communication Tool Who Phase 5 Recognition: Establishment of Award Program May 1, 2016 deadline for Mentor Award Nomination Recognition awarded at national AGM in June Facilitator: Cheryl Hayles Phase 6 Advertise Mentorship Program in - September Confirm participants in the program - October Assign pairs and make introductions - October Phase 7 International Engagement Article in Club News and Action Article in the Communicator Post to Regional Directors communication network Survey to current Mentors/Mentee to confirm their continued commitment Teleconference with Mentors/Mentees to launch the season Present Parallel Event at the UNCSW61 - Partner with YWCA Facilitator: Cheryl Hayles Facilitator: Cheryl Hayles Four Scenarios 4 scenarios of women who may enter the CFUW mentorship program. Have fun in processing ways you would address each scenario. The details and circumstances of your mentee s portfolio may vary. 1. Return to the Job Market Carolyn has been away from the job market for the past 9 years raising her children. Her last job was with a technology company that creates system software for hospitals. Now that she is ready to return to payed work, she needs mentorship to find her way. 2. Recent graduate who has just been employed by a STEM industry company Francesca is on a high! Yet she is terrified at the same time. She has been successful in securing a job with a Bio-Technology Company. She is the only female on the team of men who have been working together for many years. What will be the role of her mentor? 3. New CFUW Leadership Portfolio Arabella volunteered to be the new Regional Director for one of the regions in her province. The former Regional Director had to resign suddenly as her daughter gave birth to quintuplets and she has to play a greater role as a grand-mother. The new Regional Director is on her own to navigate CFUW climate and culture. How do you mentor Arabella? 4. Politics is my Passion Walidia left her law practice in a big city to move to the suburbs where she joined her local CFUW club. She is energetic, enjoys working with people and is looking for ways to make a difference in the world. She has always thought she would like to be more involved in politics. You have been assigned her mentor. Where do you begin? 11 of 12

12 Note: As you participate in the Mentorship Program, keep a journal of your experience. You may choose to call it your reflection page or whatever term triggers reflection for you. Growth occurs most significantly when individuals reflect on their practices. My Reflections: 12 of 12