Identify the Need. Look at your staff and determine if your staff members could benefit from professional guidance and development as they progress in their careers. Mentoring programs can address organizational needs in a variety of ways, from career coaching to teaching a new skill.

 

Select the Right Tools. Determine the best tools to bring staff members to their peak performance level, such as educational programs or counseling sessions. In my organization, nursing students were having problems passing their classes and the state board examinations. Their need was evident: a helping hand in preparing for coursework as well as someone to guide and encourage them.

 

Identify the Best Mentor. In addition to possessing technical competencies, a good mentor must have strong interpersonal skills, and he or she must genuinely want to be in the mentoring role. In some hospitals, individuals are paid to serve as precepts, but those programs have not been very successful. A seasoned and experienced professional is often a good choice for a mentor. However, the aspirations of the mentee should match the expectations that the mentor has for the relationship.

 

Conduct a Strategic Analysis. The SWOT (strengths, weaknesses, opportunities, threats) analysis is frequently used to assess new products and services, but it can be helpful to have both the mentor and mentee conduct a SWOT analysis. The results can help them to identify personal opportunities, set goals, and gain a better understanding of the obstacles that could prevent them from reaching those goals. The exercise allows them to learn more about each other. One of the best pieces of advice I ever received was, “Learn from the mistakes of others. You can’t live long enough to make them all yourself.” The lessons you have learned can help mentees face many obstacles or hurdles in their careers.

 

Define the Rules. How will the relationship begin and grow? Where will the mentor and mentee meet? Will mentor and mentee communicate through email, telephone calls, weekly meetings, or at monthly dinner sessions? Establish a protocol for the mentoring program and a plan to achieve goals that will help the organization, such as increasing productivity or connecting people.

 

Demonstrate the Right Behavior. Model the behavior—both on and off the job—that is expected from staff members. Twenty years ago, my mentor employed the Management by Walking Around concept, long before that style of management was popular. Her behavior inspired me to follow that example. Always bring the highest level of honesty and integrity to your work.

 

Encourage Others to Mentor. Mentoring is particularly significant today in the health care industry. The national nursing shortage and lack of physicians in certain parts of the country highlight the need for mentoring young professionals. It is important to mentor those who have the potential to move into the ranks of management. Mentoring can change lives.

 

Expect Long-Term Returns. A successful mentoring program can yield long-term benefits for everyone. As assistant vice president, I served as a mentor for three nursing students. Each of my mentees graduated from nursing school, passed the nursing exam on the first try, and came to work for me at the State University of New York. I have been retired for four years but still stay in touch with my mentees. I am a very proud professional mother.

 

 

Dr. Jamesetta Halley-Boyce is president and CEO of JHBALS Spectrum International, Inc., a multi-specialty consulting group of human resources, communications, and information technology experts. Previously, she served as CEO and interim vice president for hospital affairs at the State University of New York Health Science Center, where she founded a mentoring program with the nursing sorority Chi Eta Phi. The program has been replicated at Chi Eta Phi chapters and nursing colleges throughout the country.

 

Watch an Alumni Lecture Series presentation on mentoring by Dr. Halley-Boyce online.

 

NextServing as a Voice for Others