The NCMS Mentoring Program A Race For The Future

1. The NCMS Mentoring ProgramA Race For The Future

2. Purpose • Define what a mentoring program is • Define what a mentor is and what they can bring to the program • Define who is a mentee and what they can bring to the program • Describe what the mentor can take from the program • Describe what the mentee can take from the program?

3. Purpose (cont) • Describe how to start a mentor program at the Chapter level • Describe how to become a mentor/mentee • How to start the relationship • How to close the relationship • Chapter Mentor Program Evaluation

4. Introduction • Security organizations are becoming a more significant contributor to their company’s business objectives and strategies • NCMS is ready to help its members developing core competencies and leadership skills People don’t plan to fail they fail to plan

5. Mentoring • Mentoring is a volunteer program and can have tremendous pay-offs! • NCMS chapters and its members must make a commitment that they want to pursue a mentoring program • It is more than security professionals attending meetings and training seminars • It requires a mentor and mentee to become partners having firm commitments from their respective organization and the mentor and mentee!

6. Mentoring • Mentoring is a one-on-one learning relationship between two people; i.e., a teacher (mentor) and student (mentee) that gives the mentor the opportunity to share professional and personal skills and experience, so the student can acquire specific skills to make them a more valued and productive professional and person. • Mentoring is also a valuable “low cost” way to empower industrial security personnel to perform at much higher skill levels. “If you do what you always have done, you will get what you have always got” Unknown

7. What Is A Mentor? • A mentor is an industrial security professional who possesses sufficient experience and knowledge in the appropriate topic areas to help the mentee. • No one person can effectively mentor everyone. Mentors must be matched to the mentee with care and attention to the mentee’s needs.

8. What Does A Mentor Bring To The Learning Environment? • Technical knowledge, core skills, and abilities • Experiences related to the goals and objectives established by the mentor and mentee • Ability to help the mentee establish career goals and objectives for not only their mentor-mentee relationship but also for both their personal life and professional careers • Networking skills and professional contacts • Advice and assistance on how to formulate plans to aid the mentee’s career mobility and development • Perspective and context, which are critical to solving tough issues

9. Skills A Mentor Must Have • Not only must a mentor have the security skills to help, but also they need communication, coaching, and social skills. • Leadership and management skills, which include budgeting, prioritizing, problem solving, and counseling, are essential. The level of these skill requirements will vary with the mentee. • Being well connected within the organization is also extremely useful. • Be willing to comply with Mentoring Program policy.

10. What Makes A Good Mentor? • Mature interpersonal skills • Strong knowledge base and technical skills • Track record of success • Commitment to developing others • Patience and self-confidence • Enthusiasm • Charisma • Supervisory skills (if working to develop leadership skills) Mentor relationships can be productive regardless of the job level of the mentor

11. What Does the Mentor Get From the Program? • Increased professional knowledge because teaching and coaching others normally leads us to do research and to remember details • Improved planning, interpersonal, and communications skills • Improved management and leadership skills because you get better at what you practice • Knowledge of best practices, compliance issues, and corrective actions or security-related issues from their mentees

12. What Does The Mentor Get From The Program? (cont) • Opportunities to test new security and leadership ideas • Improved social skills • Satisfaction from helping someone develop personally and professionally • Interaction with a person who has a fresh perspective on security—you learn, too • Reduced stressed because helping others makes us feel good about ourselves • Renewed enthusiasm for their job (at least we hope so)

13. What Is A Mentee? • A mentee is an individual who is looking for a trusted and more experienced industrial security professional from whom they can acquire knowledge, advice, and counsel that is not normally available to them.

14. What Makes A Good Mentee? • A willingness to do the work required by the mentor • A desire to learn everything they can from their mentor • A realistic expectation of the outcome of their mentoring relationship • A desire to collaborate and effectively communicate with the mentor openly and honestly • A desire to accept all challenges offered by the mentor

15. What Does A Mentee Get From The Program? • Improved social and communications skills • Increased productivity and efficiency • Improved understanding of management and ability to manage and lead • Knowledge that they had the opportunity to ask tough questions, to get honest answers and to have received one-on-one feedback • Strengthened personal and professional self-confidence

16. What Does A Mentee Get From The Program? • Increased knowledge of core security skills • A better understanding of the “BIG PICTURE” about the security profession and how they fit as part of a security team • Increased potential for career mobility, growth, and advancement • Discovery of how a supportive learning environment helps professional development • Improved networking skills and new points of contact in the security community • Improved professional self-confidence

17. How To Start A Mentoring Program • The local Chapter Chairs and Chapter Officers should determine if they want to participate in the Mentor Program • They must commit to supporting the program, their mentors and mentees • The Chapter Officers should create a Mentoring Committee and select a person to chair this committee • The Mentor Committee Chair should contact their local DSS Field Office and ISR • Explain the program • Assure DSS that we are not detracting from their FSO Course or other in-residence or correspondence training

18. How To Start A Mentoring Program (cont) • Ask DSS to recommend local security professionals that they consider to be SMEs • The Chapter Mentor Committee Chair should discuss the Mentor Program with the chapter members and solicit their support

19. How To Start A Mentoring Program (cont) • Develop a list of Subject Matter Experts (SME) in your Chapter versed in: • NISPOM • DCIDs • COMSEC • Counterintelligence • Etc • Based on the SME list contact the SMEs and determine if they would like to be a mentor

20. How To Start A Mentoring Program (cont) • Determine if there are chapter members who want to participate in the program as a mentee and what area of industrial security in which they want to become more well versed • Match the mentor and mentee’s skills and desires • Introduce the mentor or SME to the mentee • If they agree to participate in the program, have them accomplish the training and appropriate forms

21. How To Start A Mentoring Program (cont) • The Mentor Committee Chair will provide a list of chapter SMEs to the Mentor Committee Chair • SME must agree to be on the national list • This facilitates the creation of a national SME list which will be made available to all the Chapter Mentor Committee Chairs

22. How Does A Member Volunteer To Be A Mentor/Mentee? • Contact your Chapter Chair and volunteer • Complete the mentor/mentee training/briefing • Sign the Mentor/Mentee Affirmation Form

23. The First Meeting • Share information on yourselves • Identifies the desired goals/results of the partnership • Confirms the mentor can meet the mentees needs • “Breaks the ice” • Discuss schedules “Never mistake motion for action” Ernest Hemingway

24. The First Meeting (cont) • Establish the goals and ground rules of the mentoring relationship; i.e. The Do’s and Don’ts • Establish milestones to track the learning process • Determine if the mentoring relationship is “long or short term” • Make sure the mentor and mentee are compatible • REMEMBER THAT MENTORING IS A QUEST FOR KNOWLEDGE

25. The First Meeting (cont) • The mentor and mentee should establish guidelines and an agreement that covers • Honesty • Regularity • Availability • Affirmation • Accountability • Feedback • Bringing the process to its conclusion

26. The First Meeting (cont) • Agree to be in contact with each other until you accomplish your goal via • E-mail • In-house visits • Telephone contact • Determine how often your contact will be • Weekly, monthly, etc • Agree to be a good listener and communicator

27. The First Meeting (cont) • Agree to be understanding of each others point of view • Everyone has all has different experiences and filters that we think are important • Talk about using practical experiences and homework as a learning tool

28. Subsequent Mentoring Sessions • The mentor and mentee should always be on time and prepared to discuss the objectives of the session • Meetings should be conducted in a space conducive to learning • At the end of the session agree on the next sessions objectives • Be prepared to discuss if their partnership is meeting the mentees expectations

29. Closing A Mentoring Partnership • Mentors and mentees must know when the transfer of knowledge is complete • Is the program still “Value added?” • Mentee must ask “Do I get it?” • Mentor and mentee must be honest and evaluate their relationship • See if there are other NEW things that the mentee wants to learn • Can the mentor provide the knowledge? • If not determine if there is another SME who can • Begin a new mentor learning experience

30. Periodic Evaluation By The Mentoring Committee • The Chapter Mentoring Committee Chair should conduct a periodic evaluation of the mentor/mentee partnership sponsored by the chapter. They will evaluate: • Do the mentor and mentee submit a periodic evaluation of their program to determine if they are meeting their established goals, objectives, and timelines? • If their efforts are not meeting their objectives, did they determine why not and what can they do to get back on track? • Is the mentor providing the core knowledge and guidance to the mentee that is required to meet program objectives?

31. Periodic Evaluation By The Mentoring Committee (cont) • Is the mentee doing everything to make the mentoring relationship successful? • Is there a need to use different reference materials? • Is there a need to get individuals with more expertise in a subject (SMEs) to help the learning experience? • Is the meeting schedule satisfactory or are more/less meeting requirements

32. Mentor Program Evaluation Process • When a mentor/mentee relationship comes to a close, the Chapter Mentor Committee Chair and other chapter officers should evaluate the relationship • Determine if the goals and objectives of the mentor/mentee have been met • Were there any problems • Would the mentee recommend their mentor to continue with the program • Would the mentor recommend the mentee to continue to participate in the program

33. Tips For Success • You can use “war stories” to get a point across • Lets them learn from your successes and mistakes • Learn about the mentee’s company • You can expose the mentee to new experiences, contacts, that their current position may not provide • Don’t expect life altering breakthroughs, but, small noticeable changes in their level of knowledge

34. Tips For Success (cont) • Make the first session a success • Break the ice • Be organized • This is a mentor-driven meeting • Look at the “BIG” picture • Consider using other SMEs to help re-enforce what you are teaching

35. Tips For Success (cont) • Don’t be afraid to assign homework • Produce a written development plan to track the mentees progress • Not a complicated document If you can’t measure it….you didn’t understand it Lord Kelvin

36. Conclusion • Mentoring can be a great benefit if the mentor and mentee are fully engaged • Increases the professionalism of the NCMS membership • Provides our membership with a positive learning experience that can enhance our members careers and lifetime earning power