EMERGING LEADERS PROGRAM MENTORING GUIDE
Air Force Association EMERGING LEADERS PROGRAM MENTORING GUIDE July 4, 2015
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Background Mentoring is broadly defined as guidance, instruction, and support, and has been an honored tradition since ancient times. In the most common experience throughout the ages, parents and guardians have served as mentors for their children—guiding, protecting, teaching, and challenging them. The Air Force Association’s (AFA) Emerging Leader Program strives to provide guidance and support for up and coming professionals interested in serving in AFA leadership positions. Our Mentors will provide a trusting, collaborative relationship in which there is a time commitment and a series of interactions that contribute to the personal and professional development of an Emerging Leader. A formal agreement between the Emerging Leader and Mentor will serve as a guide throughout the process and define the roles and responsibilities of each.
Purpose To provide future leaders with the skill sets to lead and serve the AFA and its affiliates (AFA, AFMF, AFVBA) at all levels, with an emphasis on the field, and to proactively approach the training of new leaders.
Benefits In nonprofit organizations, such as the AFA, there is a continuing need for leadership succession planning and knowledge transfer. Mentoring relationships can deliver a number of critical benefits to the AFA: Accelerate learning and expand the overall competency of the Emerging Leader. Assure organizational agility, flexibility, and resourcefulness, drawing on the guidance of seasoned volunteer leaders. Improve the quality of work products and services through the use of feedback loops. Strengthen networks and build collaborative ties between the organizations, committees and councils where Mentors and Emerging Leader’s will serve. Safeguard the Association from unforeseen liabilities, as Mentors help Emerging Leaders assess risks and manage challenges that face our organization today. Overall, AFA mentorship fosters volunteer loyalty, commitment and improved morale while enriching the organizational culture.
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Limitations Mentoring offers many benefits, but it also has noteworthy limitations. While it may give individuals a boost in competency or career development, ELP Participants should not expect mentoring to provide an inside track to advancement within the organization. Rather, it is intended to provide better insight into the organization and the leadership challenges we face. Confidentiality and respect for the organization and the individuals within are essential, and establishing clear objectives and guidelines at the beginning protects the interests of both the organization and the participants.
Mentoring in the AFA Mentoring has always been encouraged for the development of our Field leaders. In practice, however, it tends to be spotty and inconsistent. Often, it is missing altogether. For the Emerging Leaders Program, a more structured approach is needed. The process will begin with a “call for mentors” and a survey of the interests and competencies of those thought to be potential mentors. Among those will be current and recent national elected officers and members of the board. Most important is to select a mentor carefully, based on available information, to make sure that there is a complementary match between the Mentor and Emerging Leader candidate. The Vice Chairman of the Board- Field Operations will be responsible for selecting the Mentors from the volunteers based on experience, interest, performance, and a review of the candidates. The Emerging Leaders program begins with the announcement of the approved candidates at the National Convention in September. By the first part of December, council and committee assignments will be made for the Emerging Leaders and at that point the Mentors and Emerging Leaders will be matched. As soon as possible, Mentors and Emerging Leaders should get together, either in person or via telephone/video teleconference to brainstorm as described in Appendix 1. When that has been achieved, they are encouraged to sign a more formal plan and agree on how they will proceed through the year. Appendix 2 serves as an example of such an agreement. This agreement is only between the Mentor and the Emerging Leader and need not be shared with others.
Maximizing the Mentoring Relationship Mentors and Emerging Leaders can maximize their learning partnership in a variety of ways. The ideal Mentor is a good listener and strategist, has valuable knowledge and teaching capacity, can serve as a good role model, and both affirms and challenges the Emerging Leader. The Mentor is also accessible and committed to the success of the relationship. The ideal person being mentored takes the initiative and prepares for meetings, has realistic expectations, is open to feedback, and is willing to work hard to develop new competencies. In the nonprofit sector, the most common barrier to formalized mentoring is the time commitment for both mentor and mentee. Overcoming this challenge is possible by setting clear objectives and realistic parameters in 3
advance. Participants in the AFA Emerging Leaders Program should limit the exchange to a target timeframe each month, specify a regular appointment time (e.g., the first Friday of each month), and establish a protocol for handling scheduling conflicts.
Effective Practices for Emerging Leaders Experts in the mentoring field often point to several key practices in a successful mentoring program. These practices can assist Emerging Leaders in accomplishing goals and objectives: 1. Be Proactive. The Mentor and Emerging Leader are responsible for the proactive approach to the goals of the program. In the AFA, being proactive is: a. Actively participate on national sub committees and other programs b. Stay active in state, and (especially) chapter activities during the year c. Suggesting ideas for program improvement. Don't be a wall flower d. Being responsive to AFA committee actions and deadlines (suspense’s) 2. Begin with the end in mind a. Set both short and long term goals b. Understand what the end goal/objective is when serving on committees or in national meetings. 3. Put first things first a. Be committed, but only take on assignments that you can handle b. Prioritize what is most important to you and the AFA organization 4. Think Win-Win a. Bring a positive Win-Win attitude to all committees, councils and assignments b. Be a collaborator and not an obstructionist. If you have issues, come with a solution c. Always consider impacts to the field when driving AFA progress at the national level. 5. Active listening is a process a. Try to understand everyone’s point of view: find the middle ground and learn from each other b. Once you understand the issues, convey your thoughts and perspective c. Seek first to understand, then be understood 6. Synergize a. Engage in collaboration with other Emerging Leaders, Mentors, committees and council members b. Be able to positively examine and express the pros as well as the cons of issues 7. Sharpen the saw: Always seeking continuous improvement, in the AFA a. Even the best run committee or council has room for improvement. Use your fresh prospective to find opportunities for improvement.
Conclusion The Emerging Leaders Program is designed to provide Emerging Leaders with a broad and enjoyable exposure to AFA leadership at all levels. The key to maximizing the experience is a constructive and structured mentorship program as described herein.
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Appendix 1: Mentorship Brainstorming Tool This tool is designed to assist Mentors and Emerging Leaders in brainstorming options for collaboration to be recorded and agreed upon in Appendix 2. For the quarter beginning ____________and ending_______________ A. Identify three ways you can improve or supplement your affiliation with the AFA and its mission. 1. 2. 3. B. Identify three competencies (knowledge areas or skills) to develop over the upcoming year. 1. 2. 3. C. Identify three topics of mutual interest (issues, ideas, events, problems/challenges, etc.) for discussion. 1. 2. 3. D. Brainstorm three possible developmental or “stretch” assignments related to AFA duties. 1. 2. 3.
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E. Networking: Identify contacts to make, informational interviews to conduct, shadowing opportunities, meetings in which to include the Emerging Leader. Contacts to make/ informational interviews: 1. 2. 3.
Shadowing opportunities: 1. 2. 3. Meetings or strategy sessions in which to include Emerging Leader: 1. 2. 3. Other networking opportunities: 1. 2. 3. F. Generate a list of resources for each category below. 1. Conferences, workshops, seminars, courses: 2. Professional memberships, peer groups: 3. Books, articles, reports, subscriptions: 4. Web sites: 5. List services: 6
G. Identify three dangers or situations where caution and care are needed. 1. 2. 3. H. Formulate together a long-term AFA volunteer Leadership objective or goal and the next three steps toward accomplishing it. Objective: Next Steps: 1. 2. 3. I. List other possible mentors for the Emerging Leader and what the possible focus for learning and support will be: 1. 2. 3.
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Appendix 2: Mentoring Plan and Agreement Review the ideas you have generated together through brainstorming (see Appendix 1), and decide which ones you will use in your Mentoring Plan for the upcoming quarter. Brainstorm again and revise your Plan at the end of each quarter. This Appendix is meant only as an example for the Mentor and Emerging Leader. Date: Emerging Leader Name: Mentor: Learning Objectives/Anticipated Outcomes: Learning Strategies, Activities, and Opportunities: Format, Frequency, and Duration of Interactions:
We the undersigned agree to meet regularly to undertake the mentoring activities described in this plan and to allocate at least ____________hours per ______ to the mentoring relationship. We will typically meet on the _____________________________of each month. When there is a scheduling conflict, we will follow this protocol or process: We agree to respect each other’s confidentiality and reputations in our work together. We will review and revise our learning and mentoring plan every three months. Should the mentoring relationship not work out for any reason, either party may directly contact the Vice Chairman for Field Operations to discuss next steps. This is a “no fault” exit. The Emerging Leader may identify an alternative mentor, with the concurrence of the VCOB-FO. Emerging Leader’s Signature:_____________________________________Date:____________________ Mentor’s Signature: _____________________________________Date:____________________
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1
Background Mentoring is broadly defined as guidance, instruction, and support, and has been an honored tradition since ancient times. In the most common experience throughout the ages, parents and guardians have served as mentors for their children—guiding, protecting, teaching, and challenging them. The Air Force Association’s (AFA) Emerging Leader Program strives to provide guidance and support for up and coming professionals interested in serving in AFA leadership positions. Our Mentors will provide a trusting, collaborative relationship in which there is a time commitment and a series of interactions that contribute to the personal and professional development of an Emerging Leader. A formal agreement between the Emerging Leader and Mentor will serve as a guide throughout the process and define the roles and responsibilities of each.
Purpose To provide future leaders with the skill sets to lead and serve the AFA and its affiliates (AFA, AFMF, AFVBA) at all levels, with an emphasis on the field, and to proactively approach the training of new leaders.
Benefits In nonprofit organizations, such as the AFA, there is a continuing need for leadership succession planning and knowledge transfer. Mentoring relationships can deliver a number of critical benefits to the AFA: Accelerate learning and expand the overall competency of the Emerging Leader. Assure organizational agility, flexibility, and resourcefulness, drawing on the guidance of seasoned volunteer leaders. Improve the quality of work products and services through the use of feedback loops. Strengthen networks and build collaborative ties between the organizations, committees and councils where Mentors and Emerging Leader’s will serve. Safeguard the Association from unforeseen liabilities, as Mentors help Emerging Leaders assess risks and manage challenges that face our organization today. Overall, AFA mentorship fosters volunteer loyalty, commitment and improved morale while enriching the organizational culture.
2
Limitations Mentoring offers many benefits, but it also has noteworthy limitations. While it may give individuals a boost in competency or career development, ELP Participants should not expect mentoring to provide an inside track to advancement within the organization. Rather, it is intended to provide better insight into the organization and the leadership challenges we face. Confidentiality and respect for the organization and the individuals within are essential, and establishing clear objectives and guidelines at the beginning protects the interests of both the organization and the participants.
Mentoring in the AFA Mentoring has always been encouraged for the development of our Field leaders. In practice, however, it tends to be spotty and inconsistent. Often, it is missing altogether. For the Emerging Leaders Program, a more structured approach is needed. The process will begin with a “call for mentors” and a survey of the interests and competencies of those thought to be potential mentors. Among those will be current and recent national elected officers and members of the board. Most important is to select a mentor carefully, based on available information, to make sure that there is a complementary match between the Mentor and Emerging Leader candidate. The Vice Chairman of the Board- Field Operations will be responsible for selecting the Mentors from the volunteers based on experience, interest, performance, and a review of the candidates. The Emerging Leaders program begins with the announcement of the approved candidates at the National Convention in September. By the first part of December, council and committee assignments will be made for the Emerging Leaders and at that point the Mentors and Emerging Leaders will be matched. As soon as possible, Mentors and Emerging Leaders should get together, either in person or via telephone/video teleconference to brainstorm as described in Appendix 1. When that has been achieved, they are encouraged to sign a more formal plan and agree on how they will proceed through the year. Appendix 2 serves as an example of such an agreement. This agreement is only between the Mentor and the Emerging Leader and need not be shared with others.
Maximizing the Mentoring Relationship Mentors and Emerging Leaders can maximize their learning partnership in a variety of ways. The ideal Mentor is a good listener and strategist, has valuable knowledge and teaching capacity, can serve as a good role model, and both affirms and challenges the Emerging Leader. The Mentor is also accessible and committed to the success of the relationship. The ideal person being mentored takes the initiative and prepares for meetings, has realistic expectations, is open to feedback, and is willing to work hard to develop new competencies. In the nonprofit sector, the most common barrier to formalized mentoring is the time commitment for both mentor and mentee. Overcoming this challenge is possible by setting clear objectives and realistic parameters in 3
advance. Participants in the AFA Emerging Leaders Program should limit the exchange to a target timeframe each month, specify a regular appointment time (e.g., the first Friday of each month), and establish a protocol for handling scheduling conflicts.
Effective Practices for Emerging Leaders Experts in the mentoring field often point to several key practices in a successful mentoring program. These practices can assist Emerging Leaders in accomplishing goals and objectives: 1. Be Proactive. The Mentor and Emerging Leader are responsible for the proactive approach to the goals of the program. In the AFA, being proactive is: a. Actively participate on national sub committees and other programs b. Stay active in state, and (especially) chapter activities during the year c. Suggesting ideas for program improvement. Don't be a wall flower d. Being responsive to AFA committee actions and deadlines (suspense’s) 2. Begin with the end in mind a. Set both short and long term goals b. Understand what the end goal/objective is when serving on committees or in national meetings. 3. Put first things first a. Be committed, but only take on assignments that you can handle b. Prioritize what is most important to you and the AFA organization 4. Think Win-Win a. Bring a positive Win-Win attitude to all committees, councils and assignments b. Be a collaborator and not an obstructionist. If you have issues, come with a solution c. Always consider impacts to the field when driving AFA progress at the national level. 5. Active listening is a process a. Try to understand everyone’s point of view: find the middle ground and learn from each other b. Once you understand the issues, convey your thoughts and perspective c. Seek first to understand, then be understood 6. Synergize a. Engage in collaboration with other Emerging Leaders, Mentors, committees and council members b. Be able to positively examine and express the pros as well as the cons of issues 7. Sharpen the saw: Always seeking continuous improvement, in the AFA a. Even the best run committee or council has room for improvement. Use your fresh prospective to find opportunities for improvement.
Conclusion The Emerging Leaders Program is designed to provide Emerging Leaders with a broad and enjoyable exposure to AFA leadership at all levels. The key to maximizing the experience is a constructive and structured mentorship program as described herein.
4
Appendix 1: Mentorship Brainstorming Tool This tool is designed to assist Mentors and Emerging Leaders in brainstorming options for collaboration to be recorded and agreed upon in Appendix 2. For the quarter beginning ____________and ending_______________ A. Identify three ways you can improve or supplement your affiliation with the AFA and its mission. 1. 2. 3. B. Identify three competencies (knowledge areas or skills) to develop over the upcoming year. 1. 2. 3. C. Identify three topics of mutual interest (issues, ideas, events, problems/challenges, etc.) for discussion. 1. 2. 3. D. Brainstorm three possible developmental or “stretch” assignments related to AFA duties. 1. 2. 3.
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E. Networking: Identify contacts to make, informational interviews to conduct, shadowing opportunities, meetings in which to include the Emerging Leader. Contacts to make/ informational interviews: 1. 2. 3.
Shadowing opportunities: 1. 2. 3. Meetings or strategy sessions in which to include Emerging Leader: 1. 2. 3. Other networking opportunities: 1. 2. 3. F. Generate a list of resources for each category below. 1. Conferences, workshops, seminars, courses: 2. Professional memberships, peer groups: 3. Books, articles, reports, subscriptions: 4. Web sites: 5. List services: 6
G. Identify three dangers or situations where caution and care are needed. 1. 2. 3. H. Formulate together a long-term AFA volunteer Leadership objective or goal and the next three steps toward accomplishing it. Objective: Next Steps: 1. 2. 3. I. List other possible mentors for the Emerging Leader and what the possible focus for learning and support will be: 1. 2. 3.
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Appendix 2: Mentoring Plan and Agreement Review the ideas you have generated together through brainstorming (see Appendix 1), and decide which ones you will use in your Mentoring Plan for the upcoming quarter. Brainstorm again and revise your Plan at the end of each quarter. This Appendix is meant only as an example for the Mentor and Emerging Leader. Date: Emerging Leader Name: Mentor: Learning Objectives/Anticipated Outcomes: Learning Strategies, Activities, and Opportunities: Format, Frequency, and Duration of Interactions:
We the undersigned agree to meet regularly to undertake the mentoring activities described in this plan and to allocate at least ____________hours per ______ to the mentoring relationship. We will typically meet on the _____________________________of each month. When there is a scheduling conflict, we will follow this protocol or process: We agree to respect each other’s confidentiality and reputations in our work together. We will review and revise our learning and mentoring plan every three months. Should the mentoring relationship not work out for any reason, either party may directly contact the Vice Chairman for Field Operations to discuss next steps. This is a “no fault” exit. The Emerging Leader may identify an alternative mentor, with the concurrence of the VCOB-FO. Emerging Leader’s Signature:_____________________________________Date:____________________ Mentor’s Signature: _____________________________________Date:____________________
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