386 ■ III: ROLE FUNCTIONS OF DOCTORAL ADVANCED NURSING PRACTICE
- Mentoring is a heuristic process when done well, so remember that your men-
toring role will also be rewarded by your own self- growth. - For mentoring to be worthwhile for both partners in the reciprocal relationship
that is mentoring, a mentor must make a commitment to the mentoring rela-
tionship. Before stepping up and mentoring a new colleague, or before agree-
ing to be a mentor, first consider what time, resources, and use of self, you are
able to offer to develop and support the mentoring relationship. If you do not
have the time or resources, then do your prospective mentee and yourself a fa-
vor, decline the request/ invitation, and find another way to use yourself as an
effective resource to your colleagues. - Conduct a self- inventory and identify the strengths and other attributes you
bring to the role of mentor. You can then build upon these strengths as you
experience this relationship building and career- supporting process. This self-
audit process can nourish your own growth as a professional who can then
integrate experience and self- reflection into evidence- based practice. - Take time— time to select a colleague or student who is new to your program or
organization, time to listen, time to consider what the mentee wants, and time to
decide what information your mentee would benefit from, in order to contrib-
ute and grow in your program or organization. - Determine if your mentee also needs or would appreciate on- site consultation.
- Negotiate with the mentee about what forms of communication would be most
beneficial for both: that is, phone meetings, monthly scheduled meetings, brief
e- mails, phone check- ins, as needed meetings, and/ or in- person meetings at
designated conferences - Assist your mentee with setting the goals that can be met through the mentor-
ing process, and then regularly evaluate how and if mentoring has assisted in
meeting those goals. - Clearly communicate any expectations or assumptions you have about both
your role and the mentee’s role to your mentee and ask for feedback. This pre-
vents the development of misunderstandings, a barrier to effective mentoring. - Keep all appointments and commitments.
- Be aware of the need to identify other mentors for your mentee, as their needs
evolve and their skills and goals continue to evolve over time and experience.
TIPS FOR THE MENTEE
- For mentoring to be worthwhile for both partners in the relationship, the
mentee must also must make a commitment to the mentoring relationship.
Before agreeing to be mentored, determine what time, resources, and use
of self you are able to offer, in order to contribute to the development and
maintenance of a mentee– mentor relationship. If you do not have the time,
inclination, or resources, then do your prospective mentor and yourself
a favor, decline the invitation, and find another way to acculturate
and acclimate. - Conduct a self- inventory before you meet your mentor. Identify the strengths
you bring to the organization or new position, your goals, resources, and in-
formation you will need to have in order to contribute positively to this new
organization, academic setting, or professional practice. - Communicate your needs clearly to your mentor early and often. Expect that
these needs will change, but do not expect that your mentor will recognize