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Supporting Tomorrow's Leaders
- 1. Supporting Tomorrow’s Leaders The Chicago Bridge Mentorship Program Amy Eisenstein, MA Kristen Pavle, LSW Gayle Shier, MSW Aging in America Conference April 2011
- 2. Overview The Chicago Bridge Mentorship Program Creating a pilot Learning from the pilot Refining the model Replicating the program
- 4. Emerging professionals and students in the field of aging
- 5. First 5-10 years of career in aging
- 9. Entry to mid-level administrators of community agencies, hospitals, and long-term care providers
- 10. Gerontological research, policy, and program management
- 12. Clinical social workers, case managers, and counselors in hospitals, hospices, skilled nursing facilities, and the community
- 14. Developing knowledge of aging topics through information exchange
- 15. Decreasing intimidation factor of entering a field with many “superstars”
- 18. Google group
- 21. Educational and networking events
- 22. Support and social program
- 25. To develop core competencies with a focus on leadership opportunities
- 26. To capitalize on the knowledge and experience of established professionals
- 28. April through September 2010
- 29. Launched just prior to the ASA Conference in Chicago
- 30. Matches given chance to meet at ASA reception
- 31. 16 matches, 32 total participants
- 33. Pilot Program Internal Structure
- 34. Pilot Program: the Matches Mentees initiated contact with Mentor, guided program and goals Individualized goals and process Encouraged to set goals together as match
- 36. At least two meetings in person
- 37. Other contacts by phone or email
- 38. Each match determined how engaged they want to be in relationship
- 39. Meeting minimum in person to scheduled frequent meetings
- 43. Evaluations at mid-point and conclusion
- 45. Mentees Grew Nearly 75% of mentees felt Mentors provided effective guidance in areas identified for skill development 70% of Mentees were introduced to professionals in the field they had not met before
- 46. Mentees Grew “At first, I felt that my mentor was a little rough on me. But I realized that I am that way myself and I needed a little bit of a push to get out of the deep rut that I had found myself in. I need to be pushed sometimes otherwise I feel stuck.” -A Mentee
- 48. Lessons from Mentors’ experience and knowledge of the field’s history passed to tomorrow’s leaders
- 49. Mentors feel greater optimism for future of the field
- 50. Mentors Built a Legacy “I think we had an amazing group of well established mentors who shared their network and expertise. There are a lot of professionals who are happy to do this if asked.” -A Mentor
- 52. Better contextual understanding of the state of the aging field today
- 53. Informs decisions made about tomorrow
- 54. Establishes strong foundation for future exchanges of knowledge and ideas
- 56. “I feel we were not able to have great success with the mentee program because my mentee was in a transitional period (graduating, getting her first job and moving out of state)...I believe she was just too overwhelmed with other things going on in her life to participate in the mentor program at this time.”
- 58. More structure, but keep it flexible
- 61. 6 month program duration (April to September)
- 62. Requirement to meet face-to-face at least twice
- 63. Requirement that Mentor introduce Mentee to at least 3 new professional contacts
- 64. Mentorship relationship should be Mentee-driven
- 66. Outline of roles, expectations from get-go
- 67. Formal launch and termination
- 69. Streamlined communication and conflict resolution process with committee
- 71. The New Process Chicago Bridge Mentorship Program 2011 Preparation by program committee Call for applications and open recruitment Targeted recruitment for Mentors/Mentees Matching performed and announced Formal program launch event Matches actively meet, receive monthly emails, all communicate openly through email group Midpoint evaluation and final evaluations Formal program termination and focus group at celebratory brunch
- 74. Recruitment
- 75. Matching Mentors and Mentees
- 76. Event planning
- 80. Targeted Recruitment Targeted recruitment begins in March Based on quantity, skills, and interests of those applying Outreach to particular seasoned professionals thought to be a good match for a Mentee
- 82. Based on skills, interests, practice area, discipline
- 83. Resumes examined for conflicts of interest
- 84. Matches announced in mid-March, dates for formal launch set
- 85. Matches encouraged to communicate before launch
- 87. Mentor Program rules and guidelines reviewed
- 88. Group discussion on Mentorship
- 89. Have you ever been a mentor? mentee?
- 90. What was that experience like?
- 91. What worked well about that experience?
- 92. What didn’t work well?
- 94. Monthly newsletter sent with topic suggestions
- 95. At groups’ request, email group established for whole-program communication
- 96. Upcoming events matches will be attending
- 100. Process
- 101. Satisfaction
- 102. Goal attainment
- 104. Program committee leads focus group
- 105. Allows Mentors and Mentees to process termination
- 107. The Chicago Bridge members
- 108. Past mentors and mentees
- 109. Future mentors and mentees
- 111. Where are They Now? Mentees 2010 have continued in the field of aging, now with a mentor to consult with as needed “Having a connection with a leader like my mentor is priceless.” “I hope to work with my mentor to make connections that would benefit the program that I am currently developing.” “I think it is a great program and a definite help to any emerging professional.”
- 112. Mentees from 2010 Give Advice to the Incoming Class of Mentees “Apply yourself don't be afraid to ask questions.” “Consider the expertise of your Mentor and tap into it as best you can by asking questions and advice. Stay in touch as much as possible so your relationship can gain strength before the program is over, that way you can continue the relationship afterwards.”
- 113. Thank You! Questions? For more information: Contact: Kristen Pavle, kristen.pavle@gmail.com Gayle Shier, geshier@gmail.com Visit www.thechicagobridge.org
Notes de l'éditeur
- Result of strategic planning meeting
- Result of strategic planning meeting
- As the field of aging continues to grow and diversify the need to support new professionals has increased
- Seasoned professional championsBridge creators, emerging professionals in 2003 when Bridge started, no longer fitting member definition
- Discussions about 6 months or 1 year, decided 6 months for pilot. This stuck after our experience and the results we found, and 6 months is now our Model.We were able to match all of the mentees who submitted applications.From the start we knew that we not only wanted to incorporate this Program into ongoing Chicago Bridge activities, but also that we wanted to make this program model available for replication at other sites across the country. We felt that we could make a contribution to the field of aging, this is a direct result of conversations with the American Society on Aging. ASA was interested in such a mentorship program, and Chicago Bridge had the leadership and drive to develop and pilot a mentorship program.
- Mentees grew-of the 3 self-identified skills to develop through the program, nearly three-quarters of mentees felt mentors provided effective guidance in these skill areas-70% of mentees were introduced to professionals in the field they had not met before, therefore expanding their professional network-”Being relatively new to the Chicago area, it was helpful having a seasoned mentor who educated me about local organizations and introduced me to professionals who shared my passion for enriching the lives of elders”-Nike Whittemore, mentee-”The Chicago Bridge mentorship program provided me with a deeply satisfying experience, both personally and professionally.” - Janet Takehara, Mentor of Nike WhittemoreLegacy-the comfort that seasoned professionals feel knowing that there will be new, experienced professionals stepping into the roles she and her peers currently occupy, as they retire.Aging Network Benefits-The Chicago Bridge Mentorship Program is about contributing to the aging network, in Chicago, in Illinois and beyond. By effectively bridging between seasoned and emerging professionals, we hope to create a network that is collaborative and has the ability to share knowledge for the better of the people we serve: our aging population.-Chicago Bridge contributes to the engagement of an emerging professional population by introducing emerging professionals to the opportunities of a career in the field of aging, and through the Mentorship Program facilitating the introduction and building of a relationship with a leader and seasoned professional in the field of aging
- Mentees grew-of the 3 self-identified skills to develop through the program, nearly three-quarters of mentees felt mentors provided effective guidance in these skill areas-70% of mentees were introduced to professionals in the field they had not met before, therefore expanding their professional network-”Being relatively new to the Chicago area, it was helpful having a seasoned mentor who educated me about local organizations and introduced me to professionals who shared my passion for enriching the lives of elders”-Nike Whittemore, mentee-”The Chicago Bridge mentorship program provided me with a deeply satisfying experience, both personally and professionally.” - Janet Takehara, Mentor of Nike Whittemore
- Legacy-the comfort that seasoned professionals feel knowing that there will be new, experienced professionals stepping into the roles she and her peers currently occupy, as they retire.
- The Chicago Bridge Mentorship Program is about contributing to the aging network, in Chicago, in Illinois and beyond. By effectively bridging between seasoned and emerging professionals, we hope to create a network that is collaborative and has the ability to share knowledge for the better of the people we serve: our aging population.-Chicago Bridge contributes to the engagement of an emerging professional population by introducing emerging professionals to the opportunities of a career in the field of aging, and through the Mentorship Program facilitating the introduction and building of a relationship with a leader and seasoned professional in the field of aging
- Rainbow or sunshine photo or graphic? =)
- What was really interesting from our evaluation results, was that everyone had a different response! Some people really like the loose structure, some felt they need a lot more structure, and there were nuances in every individual’s response for what worked for them.--What we took from these results was that we need to have a Model that has a structure that helps to guide the mentorship pairs, but is not a prescribed way to interact.--In our 3 month evaluation it became clear that key ‘milestones’ or suggested topic areas to address were a necessary component to effectively structuring the program. Communication, not surprisingly, communication was a very frequently cited area that could be improved upon: between mentorship matches as a group, between mentor and mentee, between Mentorship committee and the matches.--we will share some ways we have enhanced the communication between all parties in a few moments.EXPECTATIONS of the program and agreement from all participants, mentors and mentees, were not a focus of the pilot program. But we found that a handful of mentors and mentees were not able to participate in the Program as we had expected. For example, some mentees thought it was a job finding program, and that once they had a job they were done with their mentor. Other mentees, being young in their careers experienced quite a bit of change and movement in their own professional lives and as a result did not give much time or attention to the mentorship relationship. In order to avoid this kind of result from our participants, we decided to ensure that the expectations of the program were more apparent and understood--from the beginning. We had the rationale that if we put in the work and effort front end, everyone would benefit and the program would run more smoothly overall.
- ROLES/EXPECTATIONSA new addition was the emphasis on job searching and that the Program is NOT a job placement program. We included on the application information that this program was not only to help you find a job. We noted, and discussed at the launch event, that if a mentee had a goal to find a job and this was an acceptably agreed upon goal with the mentor, then this is fine. Another expectation was if a participants professional or personal life changes that they would contact the Program Coordinators and we would facilitate the relationship continuing for the remainder of the program.While we understand that life circumstances may change, we also emphasize that both the mentors and mentees applying to participate in the program are committing their time and energy, and to that end we would like to see the program through for each pair. If help is needed, things would be explored on an individual basis.Formal Launch and EndingA lot of the responses we received through our evaluations asked for a more formal start to the Program. People asked for an opportunity to meet other mentors and mentees, participants also felt it would be a good opportunity to ask questions about roles and better understand the expectations of the Program. We agreed with the feedback and felt this would be a great idea and a great way to start off on the right foot. This year we hosted a launch event on two days to give particpants flexibility in their schedules: one launch event was on the weekend, the other during the week. The launch was 1 hour long and participants talked about the rules of the program, what past experiences they had with mentoring or being mentored, and questions and answer. At the end of the program last year, we decided last-minute to have an end of the program event. This year, we announced this as a key component to the Program from the start. The ending event is an opportunity to celebrate the programs conclusion, but also to process the experience and share it with fellow mentorship matches. It also serves as an opportune moment for program staff to gather useful information and feedback to enhance the program.MONTHLY EMAILSWe began to send out monthly emails for the remaining several months of the program that outlined key milestones and helped guide people through the program. We always have the caveat of ‘take it or leave it’, it’s yours to decide. And that is working well. CONFLICT RESOLUTION PROCESSWe have adopted a streamlined conflict resolution process, where one Program Coordinator is the go-to contact for any conflict or question that a mentor or mentee may have. The contact Program Coordinator shares the issue with her Co-Coordinator to easily resolve most conflicts, to ensure decisions are made collaboratively and fairly. In the event that a conflict requires extra attention or is particularly difficult to resolve, the Coordinators will work with the chicago bridge leadership team to decide the best solution. All conflicts are dealt with on an individual basis.EMAIL GROUPA direct result of the launch meeting was the mentors and mentees asking to be kept abreast of what their peers were doing. They asked to share contact information, and the idea of using a email group was born. After getting consent from all mentors and mentees verbally at the launch event, or through email for those not in attendance, a google group was created. The email group was agreed to be used to share potential meetings and ideas for mentorship meet-ups. But also a place to discuss issues and report back positive effects of the Program. The use and rules of the group were sent out to members, and also sent to the google group, so they will be kept within the google group webpage, too. Both Program Coordinators are on the email group for monitoring conversations, and 2 members of the leadership team of the Chicago Bridge are as well--to stay current on the organizations on-going activities, and to ensure integration of various programs and activities when possible and of benefit to chicago bridge members.
- I THINK WE CAN BREAK EACH OF THESE DOWN INTO A SLIDE. I THINK WE HAVE TIME.
- Yea! Here we are. Check us out.
- Have discussion with audienceShare how matches responded
- Big questions to answerHow will you recruit Mentors and Mentees?How will you make matches?How will you communicate, internally and externally?How will you manage expectations, conflict, daily administrative tasks?
- KRISTEN“Having a connection with a leader like my mentor is priceless.” -A mentee who was job-searching during the Mentorship Program, since he has received a job and told us he looks forward to talking about his new position with his mentor.Another mentee shared: “She did introduce me to a professional in aging who has a great amount of experience in a subject matter I had questions about. This happened after the program ended.”So the ongoing networking and guidance continues after the Program