Developing the Next Generation of Nurse Leaders

Brunt explains that MAP was born as the result of senior management's belief that there was a need to identify persons within the organization who have leadership potential and offer such employees opportunities to enhance their leadership potential.

Setting goals
Selected protégés must commit to one year of mentorship. Applicants may request a specific mentor or be assigned to a mentor who best complements the protégé's goals as identified on the application. It is expected that the mentor and protégé have at least monthly meetings at times and places convenient to both. They jointly determine goals and experiences that will help the protégé achieve those goals.

Summa offers quarterly educational lunch meetings. Education topics are selected based on protégé and mentor input. Examples of classes include panel discussions with senior management staff and discussions pertaining to quality improvement. Protégés also have the opportunity to attend the organization's leadership institute classes.

At the conclusion of the 12-month mentorship process, there is a graduation ceremony with formal acknowledgment of the work accomplished by both mentors and protégés. Although the formal mentorship process concludes with the graduation ceremony, mentors and protégés may choose to continue with the mentorship process.

Professional growth
Brunt mentored a nurse who was in the process of exploring various career options and roles, and who was currently working as an obstetrics case manager. As part of their mentorship process, she and Brunt worked on writing an article about their organization's case management program.

Brunt is pleased to note that the article has been accepted for publication in a professional journal. "These kinds of successes, where you can actually see that mentoring made a difference, is one of the true rewards of participating in the mentoring process," she says.

Mentor and preceptor programs, while different, both have the potential to enhance individual professional growth and development as well as organizational success. It is important to differentiate between the two.

Some mentorships occur naturally and informally. Others, such as those initiated by Summa Health System's MAP program, are more formally planned and implemented, with a definite purpose and even a proposed (although not required) conclusion.

The important point is that mentorships can and should be rewarding for mentors and those who are being mentored. The outcomes can be professionally exciting for not only the mentor and protégé but for an entire organization as well. If your organization is looking for ways to facilitate professional growth and development with a desired outcome of improved organizational outcomes, consider developing and implementing your own mentor program.