CMSA Today - Issue 6, 2011 - (Page 24)

CMSA Mentoring Matters Improving the Mentorship Role Through Feedback This Is a Marathon – Not a Sprint BY WENDY DEVREUGD, RN, BSN, PHN, FNP, CCDS, MBA THE TIGHTROPE: A BALANCING ACT FROM THE VERY BEGINNING BY TRISHA JURGEMEYER, RN, BSN Being a new nurse is hard! Trying to remember all the little details of caring for the critically ill is an insurmountable task. Attempting to recall and apply all the little “tricks-of-the-trade” passed on to you by your more seasoned peers proves to be challenging, as well. I hate doubting myself. I hate feeling inadequate. I despise processing everything in slow motion. Maybe I should have been taking more notes along the way; maybe I should have been more demanding of my preceptor…I am unsure. I have been training as a new nurse for 10 weeks — I know that I have learned valuable lessons, but I feel as green now as I did on Day One. What baffles me even more are the perplexed expressions on my peers’ faces … and the words out of their mouths when I seek more teaching: “You’ve got this,” I hear. “You’re good,” they say. “You have more knowledge than most new nurses. You’ll be just fine.” Yet, assistance and help is what I crave. I guess that I am unsure of what I expect of myself. Maybe I expect too much of myself? Maybe they do not expect enough of me? Here is what I do know: I do not expect to be babysat as a “newbie” nurse. I do abysat newbie not expect hand-holding, but I do expect clear guidance. I do not expect preceptors/peers to hover over me, yet I expect them to be within reach. I do not expect to t o be harshly criticized; however, I do expect perience others to recognize my lack of experience e. as just that … a lack of experience. I expect ot others to have faith in me, but not a false w” sense of confidence in such a “new” nurse. So where is the balance? Will I ever find it? Will I confind tinue to appear though all is well, while I internally struggle? I have made it half way through my new grad gh residency program … how can I ensure that the second half gets better? When will this journey feel ill less like a tightrope act … and more like a fine-tuned machine? I t is important for us as “preceptors” or “mentors” to consider that there are many ingredients that must be added to create a balanced and competent case manager. Many of these critical ingredients exist in different combinations and amounts in the ones we mentor. The long career “marathon” has to be planned for… and education tailored differently … for each unique individual in order to support the critical strengths and competencies needed to grow, develop, and effectively handle the challenges. As mentors we must first consider: what are our own preexisting prejudices, expectations, and even the generation we were born into…and how do we overlay these on a mentoree’s experiences? How do we as Mentors personally learn and absorb new experiences … do we learn by listening, by doing, by seeing, or by hearing …(or all of these)… and how do we translate our own learning methods to different mentorees’ learning styles and needs? These are important things to know about ourselves in order to teach and provide guidance to others. One suggestion is to instill in the interview or onboarding process an assessment of individual factors, communication styles, or personality type in order to gain insights into the mentorees’ needs. This process may allow a Mentor to adjust the educational experience to best develop the identified strengths of the individual for patient care and the organization’s needs. This assessment can be done in many ways; through MyersBriggs – type of testing (some free sites online can be fun; such as www.humanmetrics.com – Jung Typology). Our organization utilizes Predictive Index http://predictiveindex-consulting.com/. According to the PI Consulting Group, The Predictive Index® (PI)® is a scientifically validated management tool that offers fresh understanding of the individual needs and drives that make people work – gives you the insight to enable them to work better. As a practical, reliable indicator of workplace behavior, continued on page 25 >> 24 CMSA TODAY Issue 6 • 2011 www.cmsa.org http://www.humanmetrics.com http://www.predictiveindex-consulting.com/ http://www.cmsa.org

Table of Contents for the Digital Edition of CMSA Today - Issue 6, 2011

PRESIDENT’S LETTER CASE MANAGEMENT WITHOUT BORDERS: Promoting a Global View and a Universal Understanding
Canadian Perspective A Systems Level Approach to Safe and Effective Care
South African Perspective Hospital to Home – Comparative View of Transitions of Care
Cuban Perspective From Cuba to Milwaukee: Community-Oriented Health Care
VIEW FROM CAPITOL HILL PPC’s Busy Schedule Equates to Changes on the Health Care Front
ETHICS CASEBOOK Advocacy in Case Management: What Are the Limits?
MENTORING MATTERS Improving the Mentorship Role through Feedback This Is a Marathon – Not a Sprint
CASE MANAGEMENT AND THE LAW Deploying Case Management Programs to Reduce Legal Risks

CMSA Today - Issue 6, 2011

http://www.nxtbook.com/nxtbooks/naylor/CMSQ0412
http://www.nxtbook.com/nxtbooks/naylor/CMSQ1412
http://www.nxtbook.com/nxtbooks/naylor/CMSQ0312
http://www.nxtbook.com/nxtbooks/naylor/CMSQ1312
http://www.nxtbook.com/nxtbooks/naylor/CMSQ0212
http://www.nxtbook.com/nxtbooks/naylor/CMSQ1212
http://www.nxtbook.com/nxtbooks/naylor/CMSQ0112
http://www.nxtbook.com/nxtbooks/naylor/CMSQ1112
http://www.nxtbook.com/nxtbooks/naylor/CMSQ0411
http://www.nxtbook.com/nxtbooks/naylor/CMSQ1411
http://www.nxtbook.com/nxtbooks/naylor/CMSQ0311
http://www.nxtbook.com/nxtbooks/naylor/CMSQ1311
http://www.nxtbook.com/nxtbooks/naylor/CMSQ0211
http://www.nxtbook.com/nxtbooks/naylor/CMSQ1211
http://www.nxtbook.com/nxtbooks/naylor/CMSQ0111
http://www.nxtbook.com/nxtbooks/naylor/CMSQ1111
http://www.nxtbookMEDIA.com