STRATEGIES OF MENTORSHIP

Strategies of Mentorship

Strategies of Mentorship

Introduction

Many practice-based professions, including nursing, traditionally rely on clinical staff to support, supervise and teach students in practice settings.The underlying rationale is that by working alongside practitioners students will learn from experts in a safe, supportive and educationally adjusted environment. However, practice-based learning has not been entirely problem free. Some of the early British research relating to the 'ward learning climate' and the 'role of the ward sister' has illustrated both the positive and negative aspects of learning in practice settings, especially in relation to the supervision of students (Myers Schim 2000 21). The majority of these 'classic' studies were undertaken prior to the inception in the United Kingdom (UK) of the Project 2000 nurse education reforms.

The dictionary defines a mentor as a trusted counselor or guide. A mentor is generally an influential, experienced individual with whom you establish a personal relationship and who actively helps you reach your goals. The mentor originates from Greek mythology. As the story goes, before departing for the Trojan Wars, Homer's Odysseus asked a trusted friend, Mentor, to watch over his son, Telemachus.

Subsequently published, Department of the Nursing Pamphlet 600-80, Executive Leadership, describes leadership development through mentoring.

Mentors can be superiors once removed from the subordinate. Their jobs are to assess these young leaders potential and develop their capabilities and a frame of reference for the future.

So, what does a mentor look like? A mentor, in the traditional sense, is usually 8- to 15-years older than the protégé. It means someone who is at least two ranks senior. Normally, mentors are successful and upwardly mobile, enjoying high rank or position in the organization or Nursing. They are respected by their peers and possess the requisite knowledge of the Nursing and maintain a network of resources (Alexander 2003 65-71). They are often consulted by others. Mentors who meet these criteria are not threatened by their protégés' potential to equal or surpass them in their career. Finally, these individuals are generally consistent in their lifestyle.

Context

A self-assessment is definitely in order.You must understand your objectives and how you plan to accomplish them. Think out the future. Come to grips with what you hope to gain from being mentored. It is something you and a mentor will need to agree on to ensure all aspects of the relationship are synchronized.

There are two aspects to mentor-ship: career and psychological. Each relationship is a little different and may encompass only one aspect, both or parts of the two. Mentors help their protégés find challenging assignments which will allow them to progress in their careers. Most mentors are in a position to know what type of assignments is right in s of career and personal growth (Neary Phillips Davies 2004pp 21-92). It should be made clear that Nursing leaders are not in the business of doling out the best jobs to a selected few and ensuring promotions for their protégés. The individual's employment performance and demonstrated potential as written up in the ...