Intentional Mentoring - RRS · Exploring steps to develop a culture of organizational mentoring ......

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Intentional MentoringLearning and Connecting for Professional Evolution

Teresa L. Penbrooke, PhD, MAOM, CPRE


Today’s GoalsToday’s Goals

Exploring steps to develop a culture of organizational mentoring

Applying a Mentor Model to connect mentors and mentees

Identifying core competencies for executive leadership and professional mission

Creating strategies, steps, and a plan for personal and professional mentoring engagement

Exploring steps to develop a culture of organizational mentoring

Applying a Mentor Model to connect mentors and mentees

Identifying core competencies for executive leadership and professional mission

Creating strategies, steps, and a plan for personal and professional mentoring engagement


Change and InnovationChange and Innovation

• Change can be scary but important• Risk adverse vs. risk takers• Culture to support innovation

• Recruitment, appraisal, and recognition

• Involve employees to create alignment• Really good employees like working for a forward

thinking agency

• Change can be scary but important• Risk adverse vs. risk takers• Culture to support innovation

• Recruitment, appraisal, and recognition

• Involve employees to create alignment• Really good employees like working for a forward

thinking agency

Change is the only

constant


LeadHERship is ChangingLeadHERship is Changing

Retiring employees possess critical institutional knowledge

Learning to be ready Leaving a legacy

Retiring employees possess critical institutional knowledge

Learning to be ready Leaving a legacy


How people typically learn in their professionHow people typically learn in their profession

Inzer, L.D. & Crawford, C.B. (2005). A review of formal and informal mentoring: Processes, problems, and design. Journal of Leadership Education. 4:1, pp. 31-50.

Inzer, L.D. & Crawford, C.B. (2005). A review of formal and informal mentoring: Processes, problems, and design. Journal of Leadership Education. 4:1, pp. 31-50.

• 95% - Formal in-house training • 83% - Teams • 79% - Formal off-site training • 71% - Coaching or mentoring • 71% - University programs • 69% - Continuous improvement • 66% - Individual development plans • 58% - Feedback • 55% - Best practices • 42% - Job rotation • 38% - Focus groups • 18% - Quality circles • 12% - Other


Developing your own styleDeveloping your own style

Personal and Professional Path

Lifelong Learning Focus

Intentional Plan

Personal and Professional Path

Lifelong Learning Focus

Intentional Plan


Quick ExerciseQuick Exercise

How do you develop leaders in your agency?

How do you prepare for leadership succession planning in your agency?

Do you have a mentor?

Are you or do you want to be a mentor?

How do you develop leaders in your agency?

How do you prepare for leadership succession planning in your agency?

Do you have a mentor?

Are you or do you want to be a mentor?


CONSIDERATIONS for Mentorship

CONSIDERATIONS for Mentorship


Trees grow better when planted in a forest than an open field.

Trees grow better when planted in a forest than an open field.

Their roots can follow the intricate pathways created by the trees before them.

Their roots can follow the intricate pathways created by the trees before them.


Learner-Centered Mentoring Paradigm

Learner-Centered Mentoring Paradigm

Customized to Experiences The Mentor’s and Mentee’s

JourneyPreparing

Negotiating

Enabling

Closing

Customized to Experiences The Mentor’s and Mentee’s

JourneyPreparing

Negotiating

Enabling

Closing

Dependence

Independence

Interdependence



Steps to Consider for Creating a Culture of Organizational Mentoring Steps to Consider for Creating a Culture of Organizational Mentoring

1. Identify the skills and wisdom needed

2. Establish two-way, cross-generational mentoring

3. Support informal mentoring4. Offer flexible mentorship

programs for all ages5. Encourage external mentors6. Keep it democratic

1. Identify the skills and wisdom needed

2. Establish two-way, cross-generational mentoring

3. Support informal mentoring4. Offer flexible mentorship

programs for all ages5. Encourage external mentors6. Keep it democratic

Martinuzzi, B. (n.d.). 9 Tips for Mentoring Next-Generation Leaders. Retrieved 1/4/2018 from https://www.americanexpress.com/us/small-business/openforum/articles/9-tips-for-mentoring-next-generation-leaders/


Developing Mentored LeadershipDeveloping Mentored Leadership

A craft that you can continuously learn and adapt and become better

Support continuing education

Mentoring or Executive Coaching

Performance Appraisal: 360 degrees

Just in time feedback

Build on strengths, not on weaknesses

Job Rotations

Create accountability

Read everything you can & Podcasts

A craft that you can continuously learn and adapt and become better

Support continuing education

Mentoring or Executive Coaching

Performance Appraisal: 360 degrees

Just in time feedback

Build on strengths, not on weaknesses

Job Rotations

Create accountability

Read everything you can & Podcasts


Mentoring for Leadership Core Competencies in P&RMentoring for Leadership Core Competencies in P&R

Mentoring should involve developing: Leadership skills identification Skills development Leadership training Mentoring and networking Knowledge transfer and legacy creation

Mentoring should involve developing: Leadership skills identification Skills development Leadership training Mentoring and networking Knowledge transfer and legacy creation


CORE EXECUTIVE COMPETENCIES

CERTIFIED PARKS AND RECREATION PROFESSIONAL (CPRP)

CERTIFIED PARK AND RECREATION EXECUTIVE (CPRE)

CORE EXECUTIVE COMPETENCIES

CERTIFIED PARKS AND RECREATION PROFESSIONAL (CPRP)

CERTIFIED PARK AND RECREATION EXECUTIVE (CPRE)


1. Communication1. Communication

Foster good internal and external relationshipsCreate marketing and communication

strategiesCommunicate agency’s vision and mission Formalize collaborations and partnership

planning

Foster good internal and external relationshipsCreate marketing and communication

strategiesCommunicate agency’s vision and mission Formalize collaborations and partnership

planning


Keys to Relevance NowKeys to Relevance Now“Align your department with solving public problems. That’s what repositioning is all about.”

Dr. John L. CromptonDistinguished Professor

Texas A&M University

“Elected officials have some very tough choices to make. It’s our job as recreation professionals to provide them with information and tools to be able to make those decisions.”

Ann Conklin, Director of Leisure Services

Canton, MI


2. Operations2. Operations

Manage assets and programsMonitor capital improvements Customer relationships Risk management, safety, and

security Collect input and update

standard operating procedures/manuals

Manage assets and programsMonitor capital improvements Customer relationships Risk management, safety, and

security Collect input and update

standard operating procedures/manuals


3. Human Resources3. Human Resources

Skills with Personnel Developing job descriptions Evaluate performance (goals, work plans) Design trainings for staff, board members,

advocacy groups, volunteers Knowledge of HR and/or union policies Payroll and employee recordsConduct hiring process

Skills with Personnel Developing job descriptions Evaluate performance (goals, work plans) Design trainings for staff, board members,

advocacy groups, volunteers Knowledge of HR and/or union policies Payroll and employee recordsConduct hiring process


Managing UPManaging UP


5. Finance5. Finance

Prepare and manage budgets for areas of responsibility

Address cost recovery analysis Procure and manage traditional and alternative

funding mechanisms

Prepare and manage budgets for areas of responsibility

Address cost recovery analysis Procure and manage traditional and alternative

funding mechanisms


Core Services and Cost Recovery



5. Agency Planning & Leadership

5. Agency Planning & Leadership

Best practices Agency strategic/master/business planning Identify needs for new facilities, services, and

capital improvementsComprehensive program planCollecting and analyzing community input (e.g.,

public hearings, focus groups, surveys)

Best practices Agency strategic/master/business planning Identify needs for new facilities, services, and

capital improvementsComprehensive program planCollecting and analyzing community input (e.g.,

public hearings, focus groups, surveys)


Flora / Fauna

Wellbeing &

Reduced Stress

Community Spaces

P&RPublic Spaces

Open Spaces

Systems Approaches to relationships between access to public

P&R spaces, health, and wellness

Attention restoration and ADD

Physical activity and social support

Adapted from EPA, 2014; Kuo, 2015; Penbrooke, 2017; Saw, Lim, & Carrasco, 2015; Sturm & Cohen, 2014


Component‐Based Inventory & LOS Analysis

• Geo‐spatial analysis• Beyond capacity and proximity• Equity, functionality, & quality• Health and walkability• Exploration and portrayal of new opportunities


System‐Wide Master and Strategic Planning

Branding


Agency Succession Plan Outline

• Intro / History• Agency demographics• Upcoming retirements / changes• Plans for organizational change• Strategic implementation steps• Recruitment and training strategies• Leadership development support opportunities• Adopt and communicate the plans


What Can You Do Personally?What Can You Do Personally?

Volunteer and continue to learn Ask to be involved Share expertise Document institutional knowledgeCreate in-house transfer opportunities Identify mentors Succession Plan / Other Plans for your Agency? Action Plan for YOU!!

Volunteer and continue to learn Ask to be involved Share expertise Document institutional knowledgeCreate in-house transfer opportunities Identify mentors Succession Plan / Other Plans for your Agency? Action Plan for YOU!!


Personal Mentoring Action PlanPersonal Mentoring Action Plan

Mentee or Mentor? Who do you have in your

life as a Mentoring relationship?

Personal Skills/Competencies Inventory

Priorities and Goals Prospecting and

Agreements Work Plan

Mentee or Mentor? Who do you have in your

life as a Mentoring relationship?

Personal Skills/Competencies Inventory

Priorities and Goals Prospecting and

Agreements Work Plan


Questions?Thank you for attending this

Intentional Mentoring Session!

Email or call with any questions!

Questions?Thank you for attending this

Intentional Mentoring Session!

Email or call with any questions!

Teresa L. Penbrooke, PhD, MAOM, CPRE303-870-3884 [email protected]

www.GPRED.org www.GreenplayLLC.com

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Intentional Mentoring - RRS · Exploring steps to develop a culture of organizational mentoring ......

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