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Methodology
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Methodology

Mentors and Mentees are strongly encouraged to meet twice before the group reflection and twice after. By design, their meetings will be structured around specific professional development topics, and the mentoring team will be provided with a discussion guide for each meeting. Mentees will be expected to complete a worksheet for each session that will build their analysis, skills, and development of personal action plans.

SUMMARY

1:1 Mentoring Meetings: Four (4) pre-formatted 1 ½ Hour personal meetings arranged between the Mentoring Teams exploring the following professional development topics: Networking, Communications, Decision Making, and Leadership.

Methodologies applied:

  • Peer Mentoring o Knowledge Transfer
  • Skills Building
  • Collaborative Analysis and Solution Planning
  • Leadership Development

Network Convenings: Two (2) 3 hour and one (1) 6 hour group meetings hosted by local corporations/organizations attended by the participants (mentors as well as mentees) of the MAAP Program during the three month mentoring cycle to deliver orientation to the program principles, structure, and processes; further explore professional development topics; and share lessons learned through the mentoring experience.

Methodologies applied:

  • Group Mentoring
  • Peer Mentoring
  • Knowledge Transfer
  • Skills Building
  • Collaborative Analysis and Solution Planning
  • Leadership Development

Mentoring Relationship

Most mentoring programs will accept applicants and make the match based on a number of criteria including but not limited to areas of interests, experience, gender, cultural backgrounds, etc.   The participants (both mentors and mentees) receive very little to no guidance, preparation, and practice with engaging in the "dialogue" which is the foundation to the mentoring relationship.   

Since communications being one of the critical challenges for Asian Pacific Islander (API) professionals, we as a program have decided to provide much support in this area of professional development in MAAP.  While an individual can be matched with one of the most respected, experienced, well networked, and willing mentor or mentee, if the dialogue is not strong or appropriately engaging, then neither one of them may not get as much out of the process.  Therefore, the curricula is focused more on providing as much opportunity for both mentees as well as mentors to hone their skills in the art of the dialogue while exploring specific professional development topics over four 1:1 meetings within the three month period.  (In many of the mentoring programs, four meetings in less than 6 - 12 months far exceed expectations--so there should be plenty of opportunity to practice the dialogue, relationship building, the exchange of ideas, reflection, personal planning and action.)

While the initial expectation for engaging in the mentoring relationship is for the program time frame to build skills and confidence in the mentoring dialogue, most of our mentoring teams have continued their relationships beyond the three month commitment.  Moreover, a number of our participants have decided to pursue other long term or strategic mentoring relationship with other individuals.  We encourage all mentees to create a "mentoring committee" for themselves since no one person may be able to fulfill all the mentoring needs, i.e. while one mentor may provide mentoring around networking, another may provide support around career planning or ways to navigate personal issues not necessarily related to my professional opportunities.

Having provided this explanation, we do endeavor to provide as close a mentoring match as possible according to the typical criteria but the matching is not made based solely on the expectation that the mentoring team should or would be a "permanent" or "long-term" commitment—in our experience, many of the matches do end up being an on-going one.  Also since our program's emphasis is on building confidence and comfort with the whole idea of the mentoring process, having matches with job-ed professionals vs. entrepreneurs, private vs. public sector, team members from different fields are in some ways appropriate and helpful for participants who are curious about perspectives outside of their known or familiar sphere of influence as well as confluence.

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