NEW YORK NURSE: June 2007
by Guest Columnist Madeline Naegle, NYSNA past president and professor, New York University College of Nursing
While a mentor has traditionally been a masculine hero, wise teacher, and counselor, the term “mentor” has evolved in many ways in society and in nursing. One current popular model is called “coaching,” adopted from business organizations and self-development programs. Coaches are experienced persons who encourage and support younger individuals, junior employees, or those launching new careers.
This model has not been applied in nursing, where mentoring has been less in evidence of late. One reason for the low visibility of mentoring could be Stewart and Krueger’s (1996) idea that the mentor role is poorly defined in nursing, making it hard for those who would be mentors to find direction.
Others suggest that women nurses may not use mentoring relationships to their fullest advantage. Women with conflicting loyalties to employers, spouses, or families may consider seeking out and working with mentors to be a distraction from these responsibilities. When nurses see their careers as secondary to other roles they play in life, the idea of a career mentor can take second place to a spiritual or life guide found in church or community.
In fact, many examples of the mentor/mentee relationship exist in nursing and should be encouraged and strengthened. In professional practice and clinical education, the novice/expert model, the new initiate/preceptor model, and collegial relationships within organizations such as NYSNA are prime opportunities for mentoring.
Experienced collective bargaining members, for example, assist new employees, seasoned committee members guide new appointees, and faculty workshops pair experienced teachers with new recruits.
To be effective, mentoring relationships require mutual interests, sparks of shared enthusiasm for an issue or concern, or passion for the same unanswered questions in research or practice. Sustained over time, these relationships change as mentee and mentor progress in their careers and grow in maturity and experience. More than a role model, the mentor develops a personal relationship that centers on building the talents, skills, and potential of the mentee.
NYSNA is rich with opportunities for relationships in which to nurture the leadership skills of new members.
Experienced officers, peer counselors, and committee members demonstrate political savvy, provide career guidance, and give the support necessary to build strategic networks within the association. Active NYSNA members live fully professional lives by combining employment and organizational obligations.
Mentorship is an answer to address the worldwide shortage of nursing faculty and practitioners. While the demands of career, family, and personal development can prevent nurses from reaching out to peers and newer association members, the energy generated between mentor and mentee readily offsets the investment of time.
NYSNA’s Leadership Institute recognizes leaders who have provided sustained service and leadership to the association. The many “lessons learned” in the careers of our leaders remain a rich but underutilized resource.
Thousands of NYSNA nurses have knowledge, skills, and wisdom that can be passed on to others to ensure the future of nursing.
Now is the time to make promises into realities… will you mentor someone?
Stewart, B.M & Krueger, L.E. (1996) An evolutionary concept analysis of mentoring in nursing. Professional Nursing 12(5), 311-321.