Melanson Mark A
Walter Reed Army Medical Center, Washington, DC, USA.
US Army Med Dep J. 2009 Oct-Dec:40-3.
The purpose of this paper is to share 2 complimentary models for the growth and development of Army mentors, the Seasons of Army Mentorship model and the Mentoring Staircase model. During the first phase of development, Spring, a young officer starts out on the first step as a Protégé, receives mentoring, and learns self-mastery. After a decade of learning and promotion to field grade, the more experienced officer enters the Summer of his or her career and steps up to become a Mentor, mentoring protégé. With the arrival of retirement eligibility, those Autumnal officers who do not retire can take an additional step and evolve into Master Mentors who teach others how to effectively mentor. Lastly, in the twilight years of Winter, those who reach the highest level of Army mentoring can take the final step and become Grand Master Mentors, establishing a long lasting culture of mentoring that will be a fitting legacy to their leadership and example. To close, I sincerely hope that those reading this article are inspired by this discourse and strive to make the most out of their own mentor journey and reach their greatest mentoring potential, whatever that may be. I know for me personally, it has become the most satisfying accomplishment of my Army career.
本文旨在分享两种相辅相成的陆军导师成长与发展模式,即陆军导师制季节模式和导师阶梯模式。在发展的第一阶段,即春季,一名年轻军官作为学员踏上第一步,接受指导并学习自我掌控。经过十年的学习并晋升为校级军官后,经验更丰富的军官进入其职业生涯的夏季,晋升为导师,指导学员。随着符合退休条件的到来,那些未退休的秋季军官可以再进一步,发展成为指导他人如何有效指导的高级导师。最后,在冬季的暮年,那些达到陆军指导最高水平的人可以迈出最后一步,成为特级导师,建立一种持久的指导文化,这将是他们领导力和榜样的恰当遗产。最后,我真诚地希望阅读本文的人能受到这篇论述的启发,充分利用自己的导师之旅,发挥出最大的指导潜力,无论那可能是什么。就我个人而言,我知道这已成为我陆军生涯中最令人满意的成就。