WELCOME TO MENTORING 101

Because we all need

Someone sometimes

OBJECTIVES

• Define Mentoring
• Benefits of Mentoring
• Qualities of a Mentor (Per SOGs)
• Expectations from Mentee (Per SOGs)
• Emotional Wellness Support
• Questioning Techniques
• Crisis Intervention
• Mentor Packet

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WHAT IS MENTORING?

Mentoring is a developmental relationship in which a more experienced person (the mentor) helps a less experienced person (the mentee, also known as a protégé).

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Mentor: An experienced and trusted advisor; advise or train someone; provider of guidance, motivation, emotional support, and role modeling.

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Mentee: A person who is advised, trained, or counseled by a mentor; student who absorbed a mentor’s knowledge; ambitious and desire to learn.

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BATHROOM�BREAKS

Benefits of Mentoring��What the Mentee gets from you:

• Sense of belonging – I can make a difference in someone.
• Smoother transition for new firefighters into the department.
• Encouragement and support throughout their probation period (6 months). The first 3 months are key – you are building a rapport with this person.
• Self esteem and confidence increase which in returned improves their independence and performance.

Benefits of Mentoring��What you get out of Mentoring�

• Re-energized/ Renewal of enthusiasm in the department
• Development of skills: listening, role-modeling, leadership, coaching, and counseling
• Generation Gap: Greater understanding
• Increased awareness of barriers experiences at entry levels of the organization: Corrective measures can only be made if we know of an issue.

Benefits of Mentoring��What the mentorship program does for the department�

• Improved morale
• Increased retention
• Improved knowledge
• Improved communication
• Better success as a department whole

What qualities should Mentors have?

Knowledge & Experience

• Been on the department at least 2 years
• Knows the departments SOGs and the Mentor SOGs
• Attends minimum of 16 hours of training per year
• Required training: ICS100, ICS700, Intro to Fire (16h), Basic Firefighting (64h), EVOC (full class), VKF (every year), Intro to Pumps, and Basic Extrication

Values

• Honesty
• Trustworthiness
• Empathy- be aware of their thoughts and feelings. See things from their point of view.
• Desire to help
• Passion for serving the community
• Good listener

Availability

• Be available to spend time with mentee
• Be available to call and check up on your mentee, especially if you haven’t heard from them in a while
• Be available to support your mentee during department trainings

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What is Expected of a Mentee

Attend Meetings� The Mentee should allocate time and energy to department functions.

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Note For the Mentor: �Please make it a point as the mentor to notify them of upcoming meetings, trainings, and events.

Attend Training

The mentee should also be sure to allocate time to finish required state and departmental training.

�Note For the Mentor:�You may be needed for emotional support at hands-on trainings per your mentee’s request.

Time Investment� Stay in contact with your Mentor. Provide Feedback, attend meetings both departmental and with your Mentor, and attend training and department requirements.�

Note For the Mentor:�While it is your duty to instigate communication with your Mentee it is also their responsibility to reach out to you.

If they are not, then it may be time for the Performance Improvement Plan (PIP) to be activated.

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Emotional Wellness Support

• Establish Trust – be open and let them know that they can have open discussions with you. Be honest with your mentee.
• Personal Connection – your mentee needs to feel a personal connection with you in order to openly discuss their feelings towards something. Build rapport.

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• Privacy – Confidentiality is an important concern and should be addressed and understood early in the mentorship program. Mentors will not discuss personal issues UNLESS the mentor feels that the mentee is struggling to the point they need an intervention. Then you set up a meeting with the Fire Chief and District Chief to discuss this personal matter.
• NO loss of job or status – the mentee confides and you, let them know they should not fear judgement or retribution.

• Safety & Security – Your mentee needs to feel safe and secure with you. If they aren’t see steps 1 and 2.
• Help with Coping Skills – Your mentee may need assistance in the development of coping skills and resilience. He or she needs to know that you will be there long term. Don’t up and quit on them “out of the blue”.

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Emotional Wellness Support

• Set expectations of your mentee without overwhelming them.
• Use the Mentor Checklist to help guide you.
• Circle of Trust: District Chief, Office Staff, and Fire Chief – available to you and the mentee.

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• Help your Mentee Succeed by:
• Encourage Healthy Living (resting, eating, drinking enough water, and exercise)
• Make Adjustments with the help of a Performance Improvement Plan (PIP)
• Providing Support: Express your appreciation and recognize their accomplishments (even if small).

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Crisis Intervention

• Have a Conversation in a quiet, private place where your mentee will feel comfortable. (For example: the EOC room in the office or your station while no one is there.)
• Encourage Open Communication
• Actively Listen and be empathetic to their feelings.
• Reassure your mentee that your conversation is keep confidential.
• Develop a plan to address the issue at hand including identifying stress triggers, helpful actions to take (e.g. rest or exercise), and whom to contact in a crisis.

NO GOSSIPING!

KEEP IT CONFIDENTIAL!�

EXCEPTION TO THE RULE:

Please reach out to the District Chief, Office Staff, or Fire Chief immediately if you see that your Mentee is having serious issues. This is one time that breaking confidentiality is important.

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Please Wait for Video to Load

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This video is 3 minute long.

It is meant to assist you in thinking more like a mentor and being able to communicate with your Mentee better.

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You are not required, but we do suggest watching this video.

Questioning Techniques

Closed- vs. Open-Ended Questions

• Communication is key in the mentoring program. Be sure to ask open-ended questions as often as you can. This helps to build rapport, personal connection, and trust with your mentee.
• Did you finish your training? – Closed-Ended
• What did you learn from your training? – Open-Ended

Socratic Method

• Teaching method that uses questions and discussion to develop critical thinking skills and explore issues at a deeper level.
• Create open dialogue that may challenge a person’s pre-conceived notions
• Instead of telling your mentee what the purpose of his/her job is, ask him/her what he/she thinks it is.

Probing Questions

• Generally used to gather more details or gain a better understanding
• Why do you feel that way?
• What would you have done differently?

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Please Wait for Video to Load

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This video is 5 minutes long.

It is meant to assist you in thinking more like a mentor and being able to communicate with your Mentee better.

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You are not required, but we do suggest watching this video.

Please Wait for Video to Load

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This video is 9 minutes long.

It is meant to assist you in thinking more like a mentor and being able to communicate with your Mentee better.

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You are not required, but we do suggest watching this video.

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Mentor Packet

The Mentor Packet contains all of the paperwork that you will need to help you on your Mentorship Journey. The Packet contains 6 different sheets. You are welcome to click each title and view the document.

- Mentorship Program SOGs�- Mentee Checklist�- Mentee Progress Report�- Performance Improvement Process sheet (when to use)�- Performance Improvement Plan

- Application for Program

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Mentor Packet

• Mentorship Program SOGs
• Provide guidelines for you, district chief’s, and officers an outline for what’s expected of a Mentor and Mentee.

• Performance Improvement Process
• Contains guidelines for PIP if you have to formally reprimand a significant behavior or performance issue with your mentee.

• Performance Improvement Plan (PIP)
• A PIP should only be used when there is a reoccurring or significant issue that the new recruit continues to do.
• Encourage your mentee event during this process. When you create this plan positively you typically have a positive outcome.

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• Mentee Checklist
• Provides an outline for the Mentor on what the Mentee should be doing.
• Allows everyone to keep track of required training.

• Mentee Progress Report
• Allows the Mentor to document when they meet with the mentee and other important information.

Mentoring 101 Summary

• Use Your Mentor Packet to guide you.
• Reach out if you have a question or need assistance.
• You are Responsible to your Mentee for their probationary period (6 months). Emphasis should be placed on the first 3 months.
• The office will not intervene unless a PIP is activated or there is a request for Mentor/Mentee switch.

• Communication and building a rapport is key.
• Make Contact 2-4 times a month minimum via phone, text, or meeting in person at Station 12 or your station.
• Be supportive of your Mentee by being understanding, acknowledging accomplishments, and reassuring them.

• Maintain confidentiality unless you feel they may need additional assistance.
• Mentees are responsible for attending training, meetings, and going to calls. Help them by notifying them when these things are happening.
• Mentee’s are responsible for replying to your contact attempts. If no reply after 3 times of contacting the PIP will be activated.

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Information in this PowerPoint provided by IAFC