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빅토빌, 빅터빌, 빅토밸리, 빅터밸리, 하이데저트, 샌버나디노, 리버사이드, 캘리포니아, 애플밸리, 헤스페리아, 필랜, 필란, 필렌, 아델란토, 헬렌데일, 바스토, 피논힐스, 라이트우드, 루선밸리, 옥힐, 오로그란데, 교역자, 한인회, 부동산, 학군, school, hotel, 식당, restaurant, sushi, Victorvalley, Victo Valley, Seminary, Semitary, 구원, 복음, 생명, 천국, 사랑, 소망, 믿음, 장로교회, 선교교회, 연합교회, 목사회, 교회협의회, 신학교, 호텔, 경제, 정치, 남가주, 미주, 카운티, county, community, presbyterian church, Victorville, Apple Valley, Hesperia, Phelan, Adelanto, Helendale, Barstow, Pinon Hills, Wrightwood, Lucern Valley, Oak Hills, Oro Grande Korean American Church 한인 교회, 다민족 교회, 개혁 신학 생활 연구소, 한인 목회자 사역회 예수 마음 세계 선교회, SDT 선교회, 신속 정확 편리 정보 방송국, 예수마음 출판사, 한인 교회 연합, 예수마음 성경 대학, 예수마음 교회 그룹, 김성일목사, 김성일 목사, California, San Bernardino, Riverside, Gospel, Faith, Love, Life, pastor, Salvation, heaven, Mission, Southern California Nevada, Las Vegas, 라스베가스, 라스베이거스 The Spirit of Mentor
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The Spirit of Mentor
by Command. Sgt. Maj. Christine E. Seitzinger
출처 http://www.dtic.mil/armylink/news/Mar1997/a19970317mentor.html
In Greek mythology, Mentor was a loyal friend and adviser to Odysseus, king
of Ithaca. Mentor helped raise Odysseus' son, Telemachus, while Odysseus was
away fighting the Trojan War. Mentor became Telemachus' teacher, coach,
counselor and protector, building a relationship based on affection and trust.
Mentoring today is synonymous with the process by which we guard and guide
others. Mentors seemingly "adopt" those placed in their care.
Although mentorship is not new to the Army, it is most often associated with
officers. But, mentors can be -- and are -- squad leaders, section or platoon
sergeants, first sergeants and sergeants major, as well as officers and
civilians.
Mentoring is an especially critical skill for NCOs because they are charged
to train and develop junior leaders. Ideally, every soldier is both a
practicing mentor and a prot? recipient of mentorship. This ideal circle of
mentoring only occurs when a unit has created an atmosphere where the art of
leadership is recognized as a learning and growing process, and where mistakes
are tolerated as part of that process.
There is the adage that "some people live and learn; and some just go on
living." Those who do live and learn must be given a chance to succeed or
fail. They must be challenged and pushed to take risks -- to think for
themselves.
Today's recruits are the best and brightest ever. NCOs have the
responsibility to develop these soldiers to the best of their abilities. We
make that happen by sharing our knowledge with the leaders of tomorrow. And
the most effective way to share that knowledge is through mentoring.
Becoming a mentor should not be a hasty endeavor. It is not a part-time job.
It is an intense relationship between teacher and student. The process
requires time and caring.
Effective mentors are totally committed to spending the necessary time and
attention it takes to share values, attitudes and beliefs. This includes
helping a soldier make career decisions and providing support and
encouragement that allow leaders to grow.
Information on training and caring for soldiers can be found in FM 22-100,
Military Leadership; FM 22-101, Leadership Counseling; and FM 22-101, Soldier
Team Development.
The accompanying mentor's checklist also provides some basic guidance. You
might have other suggestions or priorities that can be added to this
checklist. The important thing is that you offer your soldiers a program for
growth.
Mentoring is not just a fancy buzzword. It is a proven approach and a
valuable tool for NCO leaders.
The Mentor's Checklist:
* Set an example for the soldier to follow in your daily displays of
courage, candor, competence and commitment.
* Get to know your soldier inside and out and identify his or her strengths
and weaknesses.
* Then create a training program that is tailored for your soldier.
* Review the soldier's military records, teach the soldier about these
forms and files, and assist with updating and correcting records.
* Develop a job description that includes the soldier's input.
* Within the framework of the unit's and your standards, work with the
soldier on establishing challenging and attainable goals.
* Discuss with the soldier the importance of understanding and following
the professional
* Army ethic of loyalty to nation, the Army and to the unit; duty; selfless
service and integrity.
* Continually evaluate the soldier's performance and provide timely
feedback.
* Teach the soldier how to objectively evaluate his or her performance and
to use each success or failure to learn and grow.
* Formally counsel each quarter - at a minimum.
* Prepare the soldier's NCOER fairly and accurately.
* Get the soldier enrolled in MOS and soldier-oriented correspondence
courses.
* Send the soldier to the Army Education Center to improve communication
skills, such as taking the Army Writing Program.
* Encourage the soldier to go to college on a part-time basis.
* Prepare for and send the soldier to appropriate military schools.
* Give the soldier additional responsibilities and appropriately reward him
or her.
* Help the soldier learn how to polish communication skills through
practical exercises, role playing and junior leadership training.
* Create opportunities and encourage the soldier to teach classes to other
soldiers.
* Train the soldier to do your job; then let the soldier do it.
* Teach the soldier how to use Army regulations, field manuals and
pamphlets so he or she becomes familiar with them and knows where to
get information and answers.
* Prepare the soldier for promotion, hold mock promotion boards and provide
constructive criticism. (Editor's note: Seitzinger is command sergeant
major of the 70th Medical
* Battalion (Dental Services). This commentary was originally published in
the NCO Journal.)
