mentoring at michigancalarco/rncpdm/documents/mentoring main... · 2010-06-17 · 1 mentoring at...

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Mentoring at MichiganLeading a Mentoring

Culture

Nursing at Michigan

Our PurposeTo create a shared vision and powerful voice which will advance the art and science of Nursing and revolutionize leadership, education, and research and transform patient care

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Nursing at Michigan

Our Vision“We, the members of the Nursing community at the University

of Michigan, will each make a difference by partnering with colleagues to provide world-class patient/family-focused care and create an environment that advances:

• Collaboration• Innovation• Research• Evidence-based practice• Personal and professional growth”

Nursing at Michigan

Our Focus• Advances in Clinical Practice

• Advances in Education

• Advances in Research

• Advances in Leadership

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Nursing at Michigan…Creating Empowered Environments

Guiding framework for change:• We will elevate the nursing practice at Michigan to

“best in class” standards across all nursing-sensitive patient care indicators

• We will build competency and capacity across all roles and areas

• We will develop fluid and synergistic connections between teams, roles, and functions which will allow us to respond quickly and effectively to changing needs and dynamics

Nursing at Michigan…

Our Goals• Advance Clinical Practice

– Elevate nursing practice to “best in class” standards across allnursing-sensitive patient care indicators

– Develop and sustain a seamless continuum of services as evidenced by improved patient outcomes and patient and staff satisfaction

• Advance Education– Actively promote professional development, education, and learning

to advance nursing practice and positively impact patient outcomes

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Our Goals• Advance Research

– Develop a collaborative infrastructure to generate and utilize nursing research that supports evidence-based practice

• Advance Leadership– Create an environment where leadership is a shared

responsibility in which each person leads by example

Nursing at Michigan…Strategic Actions

Advancing Clinical Practice:• Develop the professional development framework

Advancing Education:• Develop an individual professional and personal growth plan• Develop a comprehensive mentoring program involving students, new

graduates, and experienced staff• Develop a partnership model with UMHS and SON to promote

educational and professional development• Create a program to support staff in ongoing professional

publications and presentations

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Advancing Research:

• Create a nursing resource center

• Establish a mentoring system for staff to participate in research


Advancing Leadership:• Create a leadership development program that supports

current leaders and develops new leaders within the organization

• Continue to create ways to increase staff empowerment and satisfaction

• Collectively engage and create a professional image for Nursing at Michigan

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“A Framework for Professional Nurse Development: The Power of One”

– Funded by the Department of Health and Human Services, Health Resource and Services Administration (HRSA)

– Award # D65HP05254 (2005 – 2008) - $703,795– Developed in partnership with the University of Michigan School of

Nursing– PI : Margaret Calarco, PhD, RN; Co-Investigators: Carol Loveland-

Cherry, PhD, RN, FAAN & Patricia Coleman-Burns, PhD– Research Administrator: Marietta Van Buhler

The Power of One:Project Purpose

• Significantly redefine “professional development” as a critical and sustainable process for enhancing the retention of talented nurses in the workforce

• Create innovative methods to increase the diversity of the nursing workforce across time

• Develop a Center for Professional Development and Mentoring (CPDM) to provide individualized career planning, mentoring and continuing education intended to bridge the “gap” between the student experience and practice setting and create opportunities for practicing nurses

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The Power of One:Project Need & Rationale

• The need for additional nurses with advanced education

• The need to create a more diverse nursing workforce

• The need for a professional framework (clinical ladder) that supports growth and opportunity

The Power of One:Project Need & Rationale

• 22.7% of new hires terminate within the first year

• First year termination accounts for 33.6% of overall nurse termination

• Termination over first 3 years = 60.6% of overall termination

• Current benchmark of six Detroit hospitals is 30% in 1st year

Group FY2002 FY2003 FY2004 FY2005 FY2006Nurses 25.9% 25.2% 23.8% 22.6% 22.7%

1st Year Termination Rate at UMHS – TRENDS

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The Power of One:Project Objectives

• Increase the number of nurses at UMHS who will advance their education and careers through the attainment of advanced, specialized training

• Enhance the opportunity to increase diversity in the UMHS workforce by offering a 10-week UMHS summer internships to 10 ADN students from underrepresented groups

• Offer formal and informal educational opportunities to increase the cultural competence and multicultural leadership of all nursing staff and students

The Power of One:Expected Outcomes

• Attraction and retention of professional nurses

• Increased number of nurses with advanced education and training

• Culturally diverse nursing workforce

• Increased job satisfaction

• Reduced turnover rates

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The Power of One:Major Project Components

• On-Site BSN Program – Began Fall 2005• Summer Internship program for ADN

students from underrepresented groups began May, 2006

• Nurse Scholar Fellowship opportunities (T-32)

The Power of One:Major Project Components

• Center for Professional Development & Mentoring (CPDM) opened Nov., 2006

• Professional Development Training – Mentor Development Action Day– Manager Development Workshop– Diversity Training

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The Power of One…Center for Professional Development & Mentoring

Administration

Policy

Research Consulting

Clinical Care

Education

Business

Nursing

Power of One…Center for Professional Development & Mentoring

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• Let our Career Coach guide you during your assessment journey

• Review career possibilities


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Power of One…Cultural Competency Module

• Cultural Competency Module, patient-care focus

• Available on-line via MLearning

• 10 minute Quiz (80% or better)

• Required before mentee assignment

Mentoring at Michigan

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Why mentor?

Robin had Batman.

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Watson had Holmes.

But who will the next generation of nurses look up to?

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For most nurses, the answer is right in front of their eyes: Their managers, their co-workers and their friends.

Mentoring at Michigan…

Think about one of your life or career mentors…

• Describe the attributes of your mentor

• Describe what was most important to you about the relationship

• Describe what you think are the most important qualities to bring to the relationship

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What is mentoring?

Mentoring is…

• A reciprocal and collaborative relationship between two (or more) individuals who share mutual responsibility and accountability for helping a mentee work toward achievement of clear and mutually defined learning goals

• Based on Learning as the fundamental process, purpose, and product of mentoring

• Based on mutual respect and agreed upon expectations - The mentor and person being mentored need to agree on the purpose of their mentoring relationship and what is expected of each of them

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Mentoring is…

• Mutually valuable - Effective mentoring benefits all involved, including the mentor, person being mentored, and the general practice

• A well-researched relationship associated with positive personal and career outcomes

Mentoring is…Consistent with the principles of empowered practice• A Sense of Meaning

• Their work is important to them; they care about what they are doing

• A Sense of Competence• They feel confident about their ability to do the work; they know

they can perform

• A Sense of Self-Determination• They feel free to choose how to do the work; they are not

“micromanaged”

• A Sense of Impact• They feel that they have influence in their unit; people listen to

their ideas (Sprietzer, 1995)

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Mentoring is…

Consistent with the principles of Positive Organizational Scholarship (POS):

• The development of human strength, resiliency, healing and flourishing

• Cultivating extraordinary individual and organizational performance

• Leading to the best of the human condition

• Fostering and enabling behaviors and emotions such as compassion, forgiveness, dignity, respectful encounters, optimism, integrity and positive affect (Cameron, et al. 2003)

Mentoring is…Consistent with the principles of Positive

Organizational Scholarship (POS): ABUNDANCE APPROACH

• Appreciating and Valuing• Identify peak experiences• Explaining Success• Identify elements of the best past successes• Create Sustainability

Basic Assumption:Our job is to embrace and enable our highest potential

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Mentoring is…

Consistent with the principles of Positive Organizational Scholarship (POS):

• Identifying people’s strengths (and what they do right) and building on them creates more benefit than identifying weaknesses (or what they do wrong) and trying to correct them.

• Managers who spend more time with their strongest performers (rather than the weakest performers) achieved double the productivity.

Mentoring is…Consistent with the principles of Positive

Organizational Scholarship (POS): • In organizations where workers have a chance to “do

what they do best everyday”, productivity is one and a half times greater than in normal organizations.

• People who are given feedback on their strengths are significantly more likely to feel highly engaged and to be more productive than people who are given feedback on their weaknesses

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Mentoring is not…• A relationship which is one-sided or creates

dependency• A relationship based on the manipulation of

power or is ego-based• Therapy or counseling• Coaching for the professional development

framework

The Difference between Mentoring & Coaching…

Focuses most on boosting performance and skill in a defined area

Is not centered on mutual accountability

Coaching relationships are often specifically employed

(Philips, 2001)

A self-directed learning relationship driven by the needs of the mentee

Mutual accountability is fundamental

Focuses on personal or professional development goals

Are voluntary – (they are “not –for-hire”)

CoachingMentoring

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Coaching

Coaching focuses on • Helping staff meet the needs of the general

practice in which they work, rather than their own individual needs.

• It is organized by the practice in order to meet specific workplace outcomes

Types of coaching include:

• Skills coaching: focused on helping a staff member improve in a specific work related skill, such as clinical data management.

• Career coaching: can be used to help a practice nurse clarify and develop a plan to achieve a chosen career goal.

• Personal or life coaching: focused on helping an individual develop personal qualities and life skills such as effective problem-solving.

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Why mentoring matters…

Mentoring matters in organizations because…

• It helps retain the next generation of nurses and leaders

• It improves leadership skills• It develops new leaders• It enhances career development• It promotes diversity• It improves technical and professional knowledge• It helps manage and sustain knowledge in

organizations

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Mentoring matters to mentors because…

• It creates a satisfaction from helping others• It expands perspectives• It creates powerful insights• It creates an opportunity to share one’s wisdom• It reaffirms experience and approaches• It fosters meaningful relationships

Mentoring matters to menteesbecause…

• It creates a safety net• It provides an opportunity to test out ideas• It provides a forum for candid feedback• It accelerates learning and decreases stress• It provides needed support• It increases productivity

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• What are your needs? – (e.g., further assistance/support relevant to the practice and your

role) • What is the context in which you work? • What resources are available to you?

– (e.g., time, access to email and telephone, general practice team, GP support)

• What do you want to achieve from mentoring? – (e.g., goals: discuss issues relevant to the practice nurse role; career

guidance)• What mentoring strategies are most appropriate / useful to you?

– (e.g., informal, on an as-needed basis; peer mentoring involving several nurses)

For the Mentee: Questions to Discover…

• What experience/knowledge/skills will your mentor need? – (e.g., understanding of the practice nurse role and practice

context; able to gain your trust and respect) • What are your expectations of a mentoring relationship?

– (e.g., support for professional development, encouragement, constructive criticism)

• What other support is available to you besides mentoring?– (e.g., nurse networks, professional organizations)

• How will you know when you have met your goals? – (e.g., evaluate the mentoring process and outcomes with

your mentor)

For the Mentee: Questions to Discover…

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The Phases of a Mentoring Relationship


• Preparing

• Negotiating

• Enabling

• Coming to closure

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Preparing

• Self-preparation

• Relationship preparation

• Starting the initial conversation


Negotiating

• Well-defined learning goals

• Success criteria and evaluation

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Negotiating• Establishing accountability through ground rules

– Meeting begin and end on time– Each actively participates in the relationship– Communication is open, candid and direct– We will respect our differences and learn from them– We will honor each other’s expertise and experience– We will safeguard confidentiality– We will manage our time well– We will put interruptions aside


Enabling

• The phase where support and learning evolve with the relationship

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Coming to Closure

• Reaching a learning conclusion

• Processing the relationship and moving on

The Heart of Mentoring:Guiding Principles

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It starts with the Heart

Principle #1 – Effective mentors understand that living is about giving

• Effective mentoring begins with the heart

• The central focus is the person involved

• Mentoring is stewardship

• It is an opportunity to give of ourselves

• It is an opportunity to leave a legacy

(Johnson, et al. , 2004)

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It’s the Journey that Counts

Principle #2 – Effective mentors see mentoring as a process that requires perseverance

• Mentoring is dynamic, not “one size fits all”

• It involves a journey that is ever-changing

• It requires patience, persistence, and time

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Into their world –Through yours

Principle #3 – Effective mentors open their world to their mentoring partners

• Mentoring is not parenting• The mentors willingness to “come down from

the mountain” is key• Leave the lofty perch of success and authority

to walk alongside one’s mentoring partner• Effective mentors are authentic; they reveal

their weaknesses; they are down to earth and approachable

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Principle #3 – Effective mentors open their world to their mentoring partners

Enter your mentoring partner’s world by:• Storytelling• Listening with your heart, not just your

head• Asking the right questions• Avoiding quick fixes

Addressing the Desires of the Heart

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Principle #4 – Effective mentors help mentoring partners align passion and work

• Just because someone is good at what they do, does not mean it fulfills their passion

• Personal passion knows no age limit

• Be there for support

• Connecting to our passion

Excellent mentors…

• Learn about their mentees

• Affirm, Affirm, Affirm

• Provide sponsorship

• Coach and teach

• Encourage and support

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Excellent mentors…

• Provide protégés with exposure and promote visibility

• Nurture creativity

• Provide constructive feedback

• Are intentional role models

• Display dependability

The Traits of Effective Mentors

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Effective mentors…

• Exude warmth– Verbally through statements of affirmation and appreciation– Nonverbally through attentiveness, supportive facial expressions

and tone

• Listen actively– Listen to overt and subtle messages– Reflect and summarize– Minimize interruptions


• Show unconditional regard– Accept protégés as people and unique individuals– Suspend judgment– Commit to time, confidentiality, and keep commitments

• Embrace humor– Be able to laugh at oneself

• Do not expect perfection

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• Attend to interpersonal cues– Emotional intelligence is important– Be self-aware– Display self-control– Tune into the emotional state of others

• Are trustworthy– Generate trust through genuineness– Maintain confidentiality


• Respect values– Understand one’s own values– Support others

• Promote a partnership rather than a parenting relationship

• Do not compete

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Mentoring Traps to Avoid…

• Trying to help too much• Recreating self

– “I” know best– “I” can help you get ahead– Imposing “my” spin– That’s not how “I” would have done it– You need “me”

• Implied obligationHarry Chambers, Trinity Solutions, Inc., (2006)

Mentoring Traps to Avoid…

• Suffocating in follow-up/response

• Unqualified agreement

• Collective venting

• Unclear boundaries or endings

Harry Chambers, Trinity Solutions, Inc., (2006)

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Effective mentoring…The Power of Belief

• Encouragement and recognition of potential– Instilling confidence in the protégé

• Opportunities and responsibilities– Provided opportunities to the protégé to show what they could do

• Inspiration and being a role model

• Help with career movesSimms, Price & Ervin (2000)

Ineffective mentoring…The Power of Control

• Over possessive behavior toward the protégé– Promoting overdependence

• Rejection of the protégé– The protégé helped the mentor and relationship changed– Help was denied to the protégé

• Misuse of power– Mentor asserted will without concern for others

Simms, Price & Ervin (2000)

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Creating a Mentoring Culture

The Importance of Embedding Mentoring in Organizational Culture

• It establishes ownership (mentoring is vested in many and not a few)

• It promotes shared responsibility• It maximizes resources• It maintains integrity

(Zachary, 2005)

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The Importance of Embedding Mentoring in Organizational Culture

• It facilitates knowledge utilization

• It supports key processes into the organizations

• It creates openness to learning through mentoring

• It facilitates leadership development

Hallmarks of a Mentoring Culture

• Alignment– Mentoring is not seen as an “add on” but is consistent with the

existing culture– Mentoring is linked directly with organizational values

• Accountability– Everyone accepts accountability for maintaining the integrity of the

mentoring process throughout the organization

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• Communication–Needs to be consistent and focused–Needs to be aligned with the culture–Needs to be honest, clear, and trustworthy–Needs to be regular and on time–Needs to be sensitive to multiculturalism and

diversity


• Value and Visibility–Role modeling by leaders–Reward, recognition and celebration

• Demand–Pulling people up by making motivating them to

succeed rather than “pushing” mentoring down on people

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• Multiple Mentoring Opportunities–Create formal and informal mentoring processes–Use a variety of formats (1:1; group, e-mentoring,

etc)

• Education and Training• Safety Nets

–Ensure a “holding” environment when the process stumbles

Mentoring at Michigan…Mentoring contributes to shaping reality. Mentors

come in and out of our lives and leave us with an insight, a kernel of truth, a piece of wisdom. They plant seeds that germinate for a lifetime. They challenge us to move on and help our organizations grow and embrace new possibilities. Their very presence enriches the workplace within which we work. They remind us of the profound power of learning and the promise of moving on.

From: Zachary, L.J. (2005). Creating a mentoring Culture: The Organization’s Guide. Jossey-Bass, Inc., San Francisco, California. p. xxvi.

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References

• Cameron, K., Dutton, J., & Quinn, R. (2003). Positive Organizational Scholarship: Foundations of a New Discipline. Berrett-Koehler Publishers. San Francisco.

• Johnson, Brad W., Ridley, Charles R. The Elements of Mentoring. New York, NY: Palgrave MacMillan, 2004.

• Phillips, Jack J., Stromei, Linda K. Creating Mentoring & Coaching Programs. Alexandria, VA: ASTD Press. 2001.

• Shea, Gordon, F. Mentoring. Boston, MA: NETg. 1992

References

• Sprietzer, G. (1995). “Psychological empowerment in the workplace: Dimensions, measurement, validation.” Academy of Management Journal, 38 (5), 1442-1445).

• Stoddard, David A. The Heart of Mentoring. Colorado Springs, CO: NavPress, 2003.

• Zachary, Lois J. Creating A Mentoring Culture. San Francisco, CA: Jossey-Bass, 2005.

• Zachary, Lois J. The Mentor’s Guide. San Francisco, CA: Jossey-Bass, 2000.

mentoring at michigancalarco/rncpdm/documents/mentoring main... · 2010-06-17 · 1 mentoring at...

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