Response 2

Choosing the “right” mentor is very important to a person’s success in life and selecting a mentor should be done carefully and objectively. Mentorship is the elixir that transforms knowledge into wisdom and technique into experience (Tomei, 2016). I believe the first step should be identifying someone that you have built natural rapport. You should choose someone that you admire, and they should have an appreciation for you as a person. This requirement is vital in forming the mentor mentee relationship. The mentor's personality, wisdom, compassion, and professionalism help to form an oral tradition that is as much a part of the mentee’s specialty as any curriculum or body of expert knowledge (Tomei, 2016). This relationship is a large part of the foundation of the mentee’s future success in their chosen profession.

However, a person can choose a mentor, but there should be a strong rapport between the mentor and the mentee. There have been times in my professional career that I identified someone I truly admired and wanted to form a mentor mentee relationship, however, they did not want the burden of being a mentor. One gentleman told me that he appreciated knowing that I viewed him as a mentor, but he did not have the time to teach a newbie. I was disappointed, but I still tried to pattern several of my work habits after him. However, I later realized that the required rapport did not exist between the two of us. Being a mentor requires a tremendous amount of self-sacrifice and commitment. Finding a mentor willing to share honest heartfelt exchanges of information and the ability to build trust is imperative to the relationship. A mentee has to be relaxed enough to share their emotions, and believe that the relationship is genuine. A genuine relationship opens the channels of communications.

I contend that it is the exchange of information that is most critical in the mentor - mentee relationship. A mentee can attempt to emulate the actions and beliefs of their mentor, but that will be limited if there is no true dialogue. You must identify with someone that is willing to be a mentor and not just provide answers to questions or use the opportunity for selfish motives. In some organizations mentors receive additional pay for participating as a mentor or they may receive credit towards promotions. These types of incentives undermine the purest purpose of establishing a mentor - mentee program.

When developed correctly there are several advantages to forming a mentor - mentee relationship. Several programs have shown benefits in the areas of leadership and professional development. Mentees were exposed to different professional organizations, clinical specialties, and various practice settings (Etzel, et al, 2018). Additionally, mentorships enable employers to gain competitive advantage by training novice and tenured employees with appropriate skills (Martin & Bok, 2015). However, pairing the relationship has its own unique challenges. I suggest that matching personalities is the greatest challenge, closely followed by motives.

When I look for a mentor I consider the individuals’ personality, experience, knowledge, and motives. I have sought older professionals throughout my career to become my mentors. Many of these individuals have reached the pinnacle of their career and are looking to leave a legacy. Part of their legacy is teaching the principles and values to the next generation of leaders. These professionals have spent a lifetime building something they believe in and having their efforts ingrained in an institution is important to them. Therefore, they feel as if they are obligated to the profession to share their knowledge and experience with a younger member of the profession. Similar to a parent wanting to see their child surpass their achievements, so does a mentor with their mentee.

I look for mentors within my agency in which I’m working to gain from their institutional knowledge. They have a historical record of the challenges and the accomplishments that have been made throughout the years. In many cases they have a finger on the pulse of the organization in terms of intrinsic knowledge. In many cases this knowledge can not be learned in a program or published in a book. It is acquired through a living experience within the profession or organization.

While searching for a mentor, I reach out to several people within my profession and outside of my profession. I try to form an eclectic group of people to ascertain the best attributes from each person. I look for mentors that share the same values such as honesty, loyalty, dedication, and professionalism. Any weaknesses within these values will eliminate them as a potential mentor.

By having someone that has recently completed portions of this program would enhance my overall learning experience. Sharing ideas and experiences with a mentor that has advice to help me navigate this program would provide some inspiration through the tough times. I believe if I was paired with someone that has similar strengths and weaknesses and knowing that they have successfully transitioned through the DSL program would give me additional confidence.