Implementation of Individual Development Plan (IDP)

Name:

Shane Goodreau

Mentee Name:

Activities to Meet Short-Term Goals

1. To support Brandon’s demonstration of growth in self-awareness and understanding of how his actions and decisions can affect others and the organization, Branden will write 12 journals over a 12-week period. The first three journals will address the decisions and resulting actions Brandon took that ended with his UN professional behavior and how those actions affected himself, his teammates, and the organization. The following nine journals will address an ethical or behavioral decision that Brandon is faced with each week, what influenced his decision, and how that decision impacts his organization.

2. To support the three confidence boosting opportunities, Brandon will provide a

presentation to different work sections. His presentation will be focused on what he learned as a result of his self-reflection through his first three journals. During his presentation he will work to speak with confidence and sincerity.

Activities to Meet Long-Term Goals

1. Brandon has lacked a balance of loyalty and as such, needs to find balance between himself and his coworkers. To support this goal, Brandon will develop a calendar of events by prioritizing mandatory and voluntary vents that are critical to developing relationships, through which he will develop a workforce balance.

2. To support Brandon’s goal to create a positive environment and foster pride within his unit and team, he will seek out a formal leadership position that contributes directly to influence unit pride and culture. Through this position he will have direct influence over activities and policies that will be conducive to unit culture and pride.

3. With the inevitability of younger coworkers making similar mistakes he has elected to identify a younger coworker and mentor them through the same process. This activity is planned to take place within the next year while the newly found skill set is still fresh in his mind.

Coaching Techniques (to support the predetermined activities)

1. Cognitive Behavioral Coaching (CBC), Kathrine Minzlaff (2019) will be my go to coaching technique “To facilitate goal attainment, CBC adopts a dual systems approach where both behavioral and psychological interventions are considered crucial and instrumental in achieving coaching goals (Neenan, 2008)” (Minzlaff, 2019, p. 21). Being mindful that people can have behaviors that are counterproductive, coaches should move to psychological intervention of CBC within the Integrative Coaching Model (Minzlaff, 2019). These techniques will be utilized to aid Brandon in productive thoughts and behaviors and stay on track with his goals.

2. I will be Combining Cognitive Behavioral Coaching and Gestalt principles in coaching due to their ability to emerge together. Dr. Jamie Morin (2016) submits that the International Coach Federation’s (ICF) definition of coaching and Gestalt principles emerge nicely together.

Mentoring Techniques (to support the predetermined activities)

1. Initially I will employ mindful mentoring, while conducting knee cap to knee cap mentoring. “Mindfulness is described as ‘awareness that arises through paying attention, on purpose, in the present moment, non-judgmentally’ (Foundation for a Mindful Society, 2015, para. 3)” (Trube, 2017, p. 160). In this relationship, mentees should “practice mindfulness by observing their own experiences rather than being dominated by them (Groom, 2009, p. 95)” (Trube, 2017, p. 161). By using mindful techniques, I hope to achieve open and honest dialogue addressing approaches, values, insights and understanding.

2. The secondary mentoring technique that I will employ is e-mentoring. As our shifts do not always line up, so this will allow mentorship to be conducted. I also anticipate that there may be times that we will not be able to meet face-to-face. Due to these circumstances, he will email his journals to me so that I will be able to review them and provide feedback.

Additionally, I will be moving to a new position, which will require that we continue this mentor/mentee relationship using e-mentoring systems. Ragins and Kram (2007) mention the three types of e-mentoring “CMC-only, CMC-primary, and CMC-supplemental” (p.300). I anticipate using CMC-supplemental in the beginning stages of this relationship, and then I anticipate moving to CMC-only as I move to my new position.

Summary of Differences Between Coaching and Mentoring Techniques

Coaching is more performance based and utilized to enhance one’s ability to perform on the job. To stimulate them to open up their mind and inspire them to maximize their personal and professional potential.

Mentoring is more of a trusted adviser, someone who is senior within the company or has a better knowledge base that can mold a new employee and put them on the pathway to success.

References:

-Minzlaff, K. A. (2018). Organisational coaching: integrating motivational interviewing and mindfulness with cognitive behavioural coaching. Coaching: An International Journal of Theory, Research and Practice, 12(1), 15–28. doi: 10.1080/17521882.2018.1478437

-Morin, P. J. (2016). Reflections on Coaching: The Application of Gestalt Principles and Positive Psychology to Transition Coaching. Gestalt Review, 20(3), 279. doi:

10.5325/gestaltreview.20.3.0279

- Trube, B. (2017). Mindfulness Practices in Mentoring and Teaching. Childhood Education, 93(2), 159–167. doi: 10.1080/00094056.2017.1300495

Ragins, B. R., & Kram, K. E. (2007). The handbook of mentoring at work theory, research, and practice. Los Angeles: Sage Publications.