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The first thing a mentor does is to provide LEVERAGE for the protege (not mentee as generally but erroneously used).
* Being alert for assignments, promotions, or other opportunities that can help proteges reach their goals, and actively advocating on their behalf.
But how do you find standout proteges, let alone develop them so that they're able to come through for you and your organization?
The Defense Intelligence Agency (DIA) announced that it awarded four new Mentor-Protege Program (MPP) Agreements September 28, 2018 to the following Mentors and Proteges:
Participants will also be part of a private Facebook Group: Propel Proteges with over 100 members who are past and present proteges and mentors.
This unique playbook further enhances the resources available to our Supply Corps community, providing useful tools for mentoring within the Supply Corps, as well as fundamentals for mentors and proteges developed through best practices and basic doctrine.
They are in a position to give advice to, coach, or teach proteges, which, in turn, helps the latter in their career development.
The workplace may also champion success among proteges by celebrating "mentoring moments," and recognizing mentoring behaviors and successes.
Mentoring prepares proteges for career advancement which leads to higher job and career satisfaction.
The original study sample consisted of 20 nurses (10 mentors and 10 proteges) employed at 10 different hospital clinics.
Since 1991, the Department of Defense Mentor-Protege Program has offered assistance to small disadvantaged businesses (proteges) in competing for prime contract and subcontract awards by partnering proteges with large companies (mentors) under individual, project-based agreements.
While well intended, as mentoring becomes more formal, research suggests that the level of interaction as well as the quality of information shared decreases (Johnson and Anderson, 2009), resulting in fewer long-term advantages for proteges, mentors, and organizations when compared to mentoring relationships that develop naturally and voluntarily, based on perceived competence and interpersonal comfort (e.g., Chao et al, 1992; Eby et al., 2007; Ragins and Cotton, 1999; Underhill, 2006).