Mentor Training Program

Transcription

1 Mentor Training Program 2016

2 This presentation was developed by the Mentor Program Training Committee of STSW. The participating members were: Nancy Arnold, BSW, MSSW, LCSW, CCTSW retired -University of WI - Hospital and Clinics, Madison, WI Darshit Bakhai, LMSW Michigan Medicine, University of Michigan Transplant Center Pat Dennis, LCSW, CCTSW, CCSW-MCS Gulf Coast Medical Center, Fort Myers, FL Anne P. LaFleur, MSW, LICSW, CCTSW Massachusetts General Hospital, Boston, MA

3 Course Objectives Explain why Mentors are so important to social work, to transplant, and to STSW Provide organizational information about STSW Discuss STSW Mentor Program requirements and the matching process Describe what Mentoring is and what it is not Discuss how to develop the Mentoring relationship Provide some communication guidelines Discuss possible skill development topics Describe what support STSW will provide for the Mentor and for the Mentee

4 Why Mentors Are So Important Definition of Mentor an experienced and trusted adviser You have been there and done that! You are a coach, confidant, and a sounding board You have a genuine interest in developing the clinical practice of transplant social work, in advancing the social work profession, and in promoting STSW

5 STSW History Founded in New York in 1985 by Lee Suszycki First meeting of the National Clinical Network for Heart Transplant Social Workers was held in NY in 1986 Became the Society for Transplant Social Workers in 1999 Certified Clinical Transplant Social Worker (CCTSW) was established in 2008 Certified Clinical Social Worker - Mechanical Circulatory Support (CCSW-MCS) was established in marked the 30 th International Annual Conference in Columbus, Ohio with more than 200 members attending Annual conferences focus on networking and sharing best practices Over 300 members from the US, Canada, and worldwide

6 STSW Mission Statement The mission of the Society for Transplant Social Workers is to inspire and support our members as we: Make a difference in the lives of our patients and their families. Connect with and motivate each other. Promote professional growth. Collaborate to advance social work in our field.

7 STSW Structure Executive board President Jan Hart (St Vincent Hospital) Vice President Noelle Dimitri (Beth Israel Deaconess Medical Center) Secretary Denise Winkowski Alloway (Lucile Packard Children s) Treasurer Pat Voorhes (University of Utah Medical Center) Past President Laurie McDonald (University of North Carolina) Past President Kay Kendall (Cleveland Clinic) Past Treasurer Nancy Arnold (retired - University of WI - Hospital and Clinics)

8 Additional Board Members Abstracts Chair Bylaws Chair Conference Chair Exhibitor Chair Historian/Nominating Chair Membership Chair Multicultural Issues Chair Public Policy Chair Research Chair Technology Chair Committees & positions change as new needs arise - see STSW.org for current committee information and program duties

9 STSW Member Benefits Annual Conference registration discount Access to members only web site content E-Newsletter subscription Certified Clinical Transplant Social Worker (CCTSW) credential Certified Clinical Social Worker Mechanical Support (CCSW-MCS) credential Progress in Transplantation subscription Research grants, access to latest research, conference scholarships, and annual surveys

10 STSW.org Website Forums ask general or organ specific questions reach 200+ of your colleagues by posting a question. Sign up for forums for notice of questions & responses posted. Assessment Tool samples and links Job Description sample Annual STSW Survey member responses regarding experience, credentials, salaries, job tasks, etc. (each year since 2010) Resources for Transplant SW and for Patient Educational/Informational materials Public Policy updates Regulatory Agency information & requirements Recommended journal articles, research information, and books

11 To Be an STSW Mentor You Must Be an STSW member in good standing Be licensed at the highest level available to health care Social Workers in your jurisdiction Have at least 2 years of Transplant and MCS experience (if Mentoring MCS) Complete a Mentor Application including profile info Be approved by the Mentor Program Committee Successfully complete this Training course and quiz

12 Qualities of a Good Mentor Genuine interest Sensitivity to other s needs and development Excellent listening skills Time available to mentor Good coaching and feedback skills Commitment Tact Empathy

13 What Mentoring Is Mentoring is a relationship between two individuals, with the more experienced individual, the mentor, serving as : Coach Cheerleader Confidante Role model Devil s advocate Counselor Door opener

14 Help build self-confidence The Mentor Role Share knowledge, provide information and encouragement Provide career guidance and help mentee navigate the work environment Establish clear and open communication provide productive feedback Help with difficult situations without creating dependency Provide scenarios and practice with role playing Help develop creative and independent thinking Encourage continued growth and improvement

15 Mentoring Is Mentoring is usually "a three-way beneficial process," which helps the mentor, the mentee, and the organization. (Stueart 1993,144)

16 What Mentoring Is Not Mentoring is not strictly: Training Coaching Teaching Mentoring is not generally short term and it is not usually task specific Mentoring is not therapy or supervision for state licensing Understand the scope and the limits of the role - set boundaries early

17 Remember your mentee already has education, training and expertise as a clinical social worker. Teach them how to apply and build on those skills to advance the field of Transplant Social Work.

18 Developing the Mentor Relationship Set aside sufficient time for the initial meeting (in person, by phone, video conference) Mentee should share their goals and expectations for the relationship skills they would like to acquire, information they would like to obtain The Mentor should share their strengths and weaknesses - you aren t expected to have all the answers Set up a schedule for future meetings and possible topics to build the desired skills or knowledge base Periodically review and evaluate the relationship and adjust goals Know the limits to the relationship avoid becoming overwhelmed by the mentee s problems challenge your Mentee to conquer their own problems help them find resources and solutions

19 Getting Started Establish expectations early write down goals & objectives establish ground rules & communicate them Set regular meeting times & stick to them consistency & reliability model professional behavior and build trust. Establish good lines of communication discuss the ways you will communicate always be honest - mentor relationships are built on trust & respect. Accept the strengths & weaknesses of the mentee acceptance communicates that your concern comes without conditions.

20 Getting Started Provide a helping hand with limits don t get into the habit of doing for your mentee what he or she can do for themselves challenge your mentee to conquer their own problems provide support and guidance Know the limits of the relationship avoid being overwhelmed by your mentee s personal problems help them search for solutions by helping to identify sources for assistance Respect confidentiality always respect confidentiality for all the information shared respect HIPAA!

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22 Communication Guidelines Mentoring from a distance can be challenging & requires more thought, planning & focus Use technology web ex, Skype, face time, text, , phone calls, etc. Texting & should be used to coordinate meetings; not as the main means of communication they do not provide sufficient feedback & should never be used to communicate negative feedback. Be prepared for each encounter & follow an agenda Set and follow time limits If possible, plan to meet up in person at least once a year at the annual conference

23 Some Skill Development Topics Conducting patient and family interviews Documenting the psychosocial assessment Presenting cases at Selection Committee Navigating ethical issues Negotiating differences of opinion Investigating resources Assessment tools Developing a Support Group Insurance / Financial issues (fundraising) Community and organization involvement Research opportunities

24 The Mentor-Mentee Relationship Cycle Beginning the Match Ending Challenging & Testing Real Mentoring

25 Stage 1 Beginning of the Match Characteristics Getting to know each other First impressions Seeing the positive in the relationship Bonding Effective communication Ask open-ended questions Use body language that is open and not guarded Active listening Demonstrate empathy Avoid prescriptive communication Speak with language you are comfortable with Don t be afraid of silence

26 Stage 2 Challenging & Testing Characteristics Mentee challenges Testing phase Rethinking first impressions Difficult feelings or emotions may surface Effective communication Be consistent in your communication even if difficult Demonstrate respect Build problem-solving techniques into your open-ended questions Raise sensitive issues at the beginning of you interactions Separate behaviors from who the mentee is Disclose feelings and experiences when appropriate

27 Stage 3 Real Mentoring Characteristics Relationship begins to feel right again Trust is established Growth in the mentee can be seen Deeper bond and connection formed Effective communication Continue with disclosures when appropriate Avoid advising and allow mentee to actively problem solve Build from your knowledge of the mentee s strengths Give positive feedback Don t be afraid to let your mentee know how you feel

28 Stage 4 Ending Characteristics Preparing for closure Relationship may become deeper or mentee might start pulling away Reflection Effective communication Find common language to sum up your feelings Provide feedback to describe the growth you have observed Listen and affirm fears that your mentee may have

29 When the Program Ends Many relationships come to a natural end when the mentee learns enough to be independent New mentoring relationship may be more beneficial than continuing an exhausted relationship The program end may not mean the end of the relationship informal mentoring can continue if both parties agree You and your mentee will be asked to evaluate the Mentoring Program your feedback is invaluable for making the STSW Mentor Program a success

30 STSW Support for Mentors STSW will match Mentors and Mentees the Program Administrator if you have concerns or issues that you need assistance resolving Sometimes the match isn t right, don t take it personally, contact the Program Administrator for help STSW.org is a wonderful resource use it and help develop it further with your input STSW will develop an on-line Skill Resource List of members who feel that can offer advice or assistance in specific areas like choosing and using assessment tools, developing a support group, etc

31 STSW Support for Mentees Your Mentee will also have the support of STSW They should be encouraged to the Program Administrator if issues arise that they need additional assistance to resolve The STSW web site and resources are available at all times and you should encourage your Mentee to use the site and the forum boards

32 Summary Recognize why Mentors are so important to the social work profession, to transplant, and to STSW Understand the history of STSW, its organizational structure, and the resources available through STSW.org Understand the STSW Mentor Program requirements and the matching process You should be able to identify what Mentoring is and what it is not Better understand how to develop the Mentor relationship Better understand the communication challenges and guidelines for success Identify some possible skill development topics Describe what support STSW will provide for the Mentor and for the Mentee

33 Questions

34 Quiz