Mentoring and coaching are very important to help advance one’s career. I have a strong desire for someone to really invest in me and develop a mentor-mentee relationship that will help me grow as a leader to help advance my career. In my organization, it has been hard to develop that type of relationship that will help advance my professional goals. I have worked with some great executives and have formed good relationships with them. A good mentor can put you in front of the right people to get you noticed.
We have a transition to practice program for new graduates that is a year -long. They can choose their mentor by developing a relationship with their peers, preceptor, educators, and other members they meet in the program. We have an evolving leaders’ program. In level 3 you get paired with a leader to work on a project with. It is up to you to form the relationship if you want to develop a mentor-mentee relationship with.
Some of the gaps I have seen in my organization that has hindered mentoring relationships is the COVID pandemic. We have lived a virtual world for almost 2 years now. It is really challenging to develop a mentoring relationship through Zoom. The other challenge is trying to find someone that desires to see you grow and willing to mentor in that growth.
According to Dreher &Glasgow (2017) a mentor does not have to wait to be asked to be someone’s mentor. Mentoring relationships can be formal or informal. Good leaders will pay it forward to help in someone’s growth. When you help colleagues grow you help the organization advance. Be a leader who offers their skills and offer their time and resource to the colleague in a new role. I recently was interviewing for a new role, and I loved what the executive said to me when I ask them about their leadership style. They told me they had great mentors and coaches that helped bring them along, and that is what they want to pour into their managers. Sharing knowledge does not hinder you, it makes you a stronger team. I would love to advance to an executive role one day in my organization, and feel we need stronger mentoring programs for people that want to be future healthcare executives.
My organization is good about providing interprofessional collaboration. I am a part of many multidisciplinary teams that plans and collaborates to make sure the right key stakeholders are at the table. We have several meetings and huddles that offer time for interprofessional collaboration.
Some gaps with interprofessional collaboration is the planning of a project. My organization is moving to a system tier, and projects are moving quickly. Some project coordinators at the system level do not understand the need all facilities have and have planned projects before talking to the key stakeholders that need to be involved to make the projects successful. We have had to move projects back a few months because they started the process without determining all the needs and having the right people at the table. Dreher &Glasgow (2017) stated you have to foster mutual respect, shared decision making, and open communication to have good interprofessional collaboration that will improve quality outcomes.
My idea to improve mentoring relationships is formulate a nurse leadership mentoring program for people desiring to go into management, executive leadership, and Chief Nursing Officers. To improve system collaboration the system needs to have the right key stakeholders that are guiding the project. Does anyone have any suggestions for mentoring programs and better interprofessional collaboration?
Dreher, M. H., & Glasgow, M.E. ( 2017). DNP role development for doctoral advanced nursing practice (Second Edition). Springer Publishing Company LLC.