Latest news with #mentoring
News24
4 days ago
- General
- News24
Academic excellence through mentorship
Strategic Mentoring Programmes Drive Academic Excellence and Transformation Grow your own timber. This philosophy, rooted in the commitment to invest in 'home-grown' academic talent, has seen the University of the Free State (UFS) continue to make remarkable strides in transforming its academic landscape through innovative mentoring initiatives. Building on five years of success, the university's comprehensive Transformation of the Professoriate Mentoring Programme has significantly enhanced research output, leadership capabilities, and institutional cohesion. MENTORSHIP AS A CATALYST FOR TRANSFORMATION At the UFS, the strategic implementation of structured mentoring has proven to be a powerful tool in building a pipeline of accomplished scholars who are ready to excel at the highest academic levels. This approach recognises that true transformation requires more than just appointments – it demands sustained development and support. A PORTFOLIO OF SPECIALISED PROGRAMMES Since launching its Transformation of the Professoriate Mentoring Programme five years ago, the UFS has expanded its initiatives to address the specific needs of academics at different career stages. The current suite of programmes now supports 165 staff members across four tailored interventions: THE FUTURE PROFESSORIATE PROGRAMME Targeting academics five to eight years post-PhD, this flagship programme focuses on developing scholars who are poised to become professors and associate professors. The two-year fellowship emphasises building international profiles, increasing research impact through quality publications, and achieving recognition as established researchers through NRF ratings. In total, 41% of the 2025 cohort are black South Africans, 41% are white South Africans, and 18% are foreign-born African scholars. Supplied THE EMERGING SCHOLAR ACCELERATOR PROGRAMME (ESAP) This programme supports academics one to four years post-PhD, helping them increase research productivity, prepare for NRF Y-ratings, develop postgraduate supervision capabilities, and advance to senior lecturer positions. ESAP provides crucial early-career guidance that establishes foundations for long-term academic success. In the 2025 cohort, 54% are black South Africans, 32% white South Africans, and 14% foreign-born African scholars. THE WISE PROGRAMME (WOMEN INFLUENCING SCHOLARSHIP AND EDUCATION) Recognising the unique challenges that mid-career women academics face, WISE provides targeted support to female scholars. The programme emphasises strategic career planning and creating pathways for advancement. Among its 23 participants, 61% are black candidates, reflecting the university's commitment to intersectional representation. THE RESEARCHER EXCELLENCE ACCELERATOR PROGRAMME (REAP) REAP supports staff members who are completing their PhD qualifications or have recently graduated. With 54 participants (54% black and 69% women), the programme focuses on successful PhD completion, publishing research findings, and developing scholarship of engagement skills. ESTABLISHED PROGRAMMES – EXCELLENT RESULTS The Future Professoriate and ESAP programmes have had a significant impact on the career progression and research productivity of candidates. The results after five years of structured mentoring speak volumes about the programmes' effectiveness: EMERGING PROGRAMMES – PROMISING RESULTS The REAP and WISE programmes launched in 2024 are gaining momentum and continue to effectively support members in achieving their career goals. Beyond these quantifiable achievements, the mentorship initiatives have also fostered a culture of collaboration and excellence that permeates the institution. COMPREHENSIVE DEVELOPMENT APPROACH The UFS mentoring programmes implement a holistic approach to academic development: Intensive Writing Support: Regular writing retreats provide dedicated time and space for focused research output, with guidance from experienced mentors and editors. Expert Mentorship: Participants benefit from both internal mentoring and connections with external mentors from leading South African universities, many of whom are A- and B-rated researchers. Tailored Workshops: Programmes offer customised workshops on supervision, academic leadership, grant writing, time management, and presentation skills. Peer Learning Communities: Strategic retreats and group sessions foster collaborative networks across departments and faculties, breaking down institutional silos. Individual Guidance: Each participant receives personalised career planning and progress monitoring towards specific milestones. Supplied ADDRESSING CHALLENGES PROACTIVELY While celebrating its successes, the UFS recognises the challenges facing emerging academics, and the toll that high academic output can take on scholars' health and family life. By identifying systemic barriers and providing targeted support, an environment is created where talented academics choose to build their careers at the UFS rather than seeking opportunities elsewhere. This proactive approach has proven effective in retention and succeeded in cultivating a strong community of emerging scholars committed to the institution's future. BUILDING ON SUCCESS As the UFS mentoring initiatives enter their next phase, the focus is on sustainability and expanding impact. Alumni of the programmes now serve as mentors themselves, creating a virtuous cycle of development and support. The university's Vision 130 strategy emphasises continued transformation of the professoriate, with these mentoring programmes serving as cornerstone initiatives. Through strategic mentorship, the University of the Free State is not only transforming its professoriate but also redefining what academic success looks like in the South African context – ensuring that excellence and representation go hand in hand. Contact Us: Bloemfontein Campus: +27 51 401 9111 Qwaqwa Campus: +27 58 718 5000 South Campus: +27 51 401 9111 info@ More information: URL ________________________________________________________________ UFS social media Facebook:
Fast Company
5 days ago
- Business
- Fast Company
This is the process that lets managers get the best out of their team
What does it mean to be a manager? In today's world, managers need to wear many hats. They have to be a mentor, mediator, communicator, coach, and numerous other roles simultaneously. But at its core, management is about matchmaking. You need to map the talents of your team to the needs of your business. That means making the most of your team's combined talents and unlocking the diversity in your team. Unfortunately, as managers struggle with limited time and resources, they overlook this critical component. All too often, managers end up assigning tasks on autopilot, matching business challenges to job titles rather than thinking creatively about how to leverage people's hidden talents or offer growth opportunities. The shift to hybrid and remote work has also reduced opportunities for the spontaneous discovery of people's hidden talents. This can end up shrouding people's true strengths. Collaboration and engagement can also suffer. Fortunately, unlocking your team's strengths doesn't need to be time-consuming. Over the past three years, I've helped dozens of teams unlock talents they didn't even know they had—and match those talents to the most pressing challenges they faced—through this simple, three-step exercise: Step 1: Self-reflection Gather your team together—ideally in person —and ask everyone to write down their talents and strengths on a flip chart. Emphasize that this isn't a competition to see who can list the most strengths, but rather about identifying the talents that people might take for granted or struggle to recognize in themselves. Sometimes, we're so used to our strengths that we don't even notice them. Encourage them to think about what they find easy to do, or what people come to them for. This short 15-minute period of self-reflection lays the foundation for using the hidden talents for the benefit of the team. Step 2: Team input Next, go around the room and ask each person to read their strengths aloud. Resist the urge to discuss or critique the strengths each team member identifies. Simply ask the rest of the team, 'What talent or strength do you see in this person that they didn't mention themselves?', and have the person write each additional talent on their list. And before moving over to your next team member, ask the team, what's the number-one strength of this colleague that at this moment we should use much more as a team? As you go around the room, each person will be surprised by the strengths their team sees in them. As their manager, you're likely to be surprised as well at the number of hidden, untapped talents that may surface. This step is often particularly powerful for more introverted or less confident employees, who might generally be more hesitant to talk about their strengths. I've found that while teams always have something to add for everyone, it's often the quieter members who receive the most additions from their colleagues. The step uncovers underutilized talents and lays the groundwork for deeper appreciation and trust within the team. Step 3: Match strengths to challenges The final step is to connect the strengths they've revealed to the challenges your team currently faces. For example, I worked with a biotech company that struggled to collaborate with another department. The team had identified that Georgina was highly collaborative, and so she became the natural choice to lead cross-functional projects. Paul's talent, on the other hand, was structuring information that could be used to address the challenge of distilling insights from complex data. And Tim's talent for visual storytelling could help address challenges in communicating with investors and other stakeholders. In this way, teams can collaboratively move beyond asking, 'Whose job is this?' Instead, they can ask, 'What talent could help us address this challenge?' It dynamically redefines roles, making full use of often overlooked talents such as: Spotting talent: The ability to recognize potential in oneself and others. Offloading: Knowing which initiatives or activities they need to stop (or simplify). Finishing: The drive to see projects through to completion. These are not always the talents you see on a résumé. But when you face a challenge, knowing the specific strengths that each team member possesses can be extremely helpful. Make your matches stick By design, this 90–120 minute exercise is short and simple. However, to drive lasting impact, it's important to ensure that your team members continue to have opportunities to flex their talents. For example, Michael often clashed with senior leader Frank over project approaches, stalling progress. The team recognized that Anna, who excelled in stakeholder management, could bridge the gap. Anna began mentoring Michael, helping him engage Frank's input early in the process instead of letting conflicts fester. Michael's projects then moved faster. Both Michael and Frank came to appreciate Anna's mentorship, and she continued to assist the team with similar stakeholder challenges. Embedding this practice into your management style can be as simple as revisiting the exercise during weekly stand-ups, monthly team meetings, or even as part of onboarding new employees. The key is to commit to ongoing self-reflection and feedback. Regularly measure progress, share successful matches, and be willing to adjust the approach as your team evolves. Being an effective manager today means stepping back from the daily firefight to invest in your people. When you act as a talent matchmaker, connecting individual strengths and organizational challenges, you unlock a powerful resource that drives both team performance and engagement.
CBS News
6 days ago
- Health
- CBS News
Philadelphia pastor who works with teens in prison says listening is key to preventing gun violence
It's Dr. Damone Jones' life's work and passion to help young people in the criminal justice system, many charged as adults. He's the senior pastor of Bible Way Baptist Church and president of the BrothaHood Foundation, a basketball mentoring organization that goes to Philadelphia prisons. After Monday's deadly mass shooting on Lemon Hill Drive in Fairmount Park, he's reflecting on that work. "It's a balance between being concerned for people who are suffering as a result of gun violence in our city and across the nation, but also an attempt to change the hearts and minds of people who may have been involved in causing those problems," he said. Jones said many teens come from broken families and communities, and he uses basketball to break the ice and show them life isn't over. "It's an interesting experience. It can also be a little depressing to see children in cells ... and incarcerated," he said. "But when you sit one-on-one with a lot of these kids, you'll find out they are very similar to any other kids that you may interact with. Feelings, hurts, fears, they love, they trust." Jones said Monday's shooting broke his heart. "I know what the outcome is, I mean, pretty often it's either going to be jail for an extended period of time, or somebody is going to lose their life," he said. He said he uses current events to show them how they can be better. "We do have open conversations about that kind of thing. I learn a lot from them about what's happening on the streets and why it's happening and we just simply try to help them see that there are other pathways to take," he said. He hopes when people get out, they will contribute to society. He says building relationships and listening is key. "If you understand where they are, then you can begin to help them," Jones said. "But most people don't want to listen long enough ... because our focus is only on whatever that action it is that caused them to be there."
Harvard Business Review
6 days ago
- Business
- Harvard Business Review
Don't Just Coach Your Employees—Teach Them
Sydney Finkelstein, a professor of management at the Tuck School of Business at Dartmouth College, encourages leaders to approach their direct reports like teachers. As Finkelstein explains, being a teacher-leader means continually meeting face to face with employees to communicate lessons about professionalism, points of craft, and life. He says it's easy to try and that teaching is one of the best ways to motivate people and improve their performance. Finkelstein is the author of ' The Best Leaders Are Great Teachers ' in the January–February 2018 issue of Harvard Business Review. Key episode topics include: leadership, mentoring, motivating people, developing employees, coaching, careers, managing people, performance management
Yahoo
18-05-2025
- Business
- Yahoo
Newsmakers for May 18
FULCRUM INFORMATION RESOURCES Fulcrum Information Resources principal Karen Klein was presented with the 2025 Sue Rugge Memorial Award from the Association of Independent Information Professionals during AIIP's annual symposium in April. Karen Klein (Courtesy Karen Klein) The award honors an Association of Independent Information Professionals member who has significantly helped fellow members through formal or informal mentoring. In its announcement, the organization writes that Klein exemplifies the spirit of this recognition through her exceptional guidance and support of the Association of Independent Information Professionals community. She has been a mentor to many association members, offering calm, thoughtful, and pragmatic advice balanced with a supportive nature. Whether working with fellow board members, committee colleagues or mentees, Klein's ability to provide meaningful guidance has made a lasting impact on our professional community. Klein is the founder and sole proprietor of Fulcrum Information Resources based in Reading. Established in 2005, Fulcrum Information Resources provides business research, project management and technical writing services to businesses primarily in the manufacturing, transportation, and engineering sectors. In addition to her volunteer activities with the Association of Independent Information Professionals, Klein serves on the editorial committee and is a writer for Women2Women magazine, a special program of the Greater Reading Chamber Alliance. She also volunteers at the Reading Hospital and Medical Center and the Reading Public Museum Arboretum. Established in 1999, the Sue Rugge Memorial Award celebrates the memory of Sue Rugge, widely regarded as a pioneer of the independent information industry, who demonstrated a unique spirit of sharing expertise and knowledge to advance the profession. BARCLAY FRIENDS Barclay Friends – A Kendal Affiliate, in West Chester, has announced the addition of two professionals to its leadership team. Marina Hacking joins as senior director of health services and Crissy Bowden steps in as director of philanthropy. With over 20 years of experience in senior care and operations management, Hacking brings a wealth of knowledge to Barclay Friends. Having previously served as COO and nursing home administrator, she successfully navigated four state surveys, supported a five-star continuing care retirement community, and contributed to the development of strategic business plans. Marina Hacking (Courtesy Barclay Friends) Known for her ability to implement efficient systems and deliver exceptional results, Hacking has demonstrated expertise in independent living, personal care and skilled nursing facilities. Crissy Bowden joins Barclay Friends with a strong background in leadership, community engagement and fundraising. Her proven track record includes distinguished service as senior vice president at WSFS Bank, where she successfully exceeded consumer and business goals while fostering strong community relationships. Crissy Bowden (Courtesy Barclay Friends) Bowden's dedication to community empowerment is evident through her active involvement in initiatives like The Hickman Art of Caring and March of Dimes Salute to Women of Achievement. At Barclay Friends, she is positioned to amplify the organization's philanthropic efforts, ensuring continued support for its mission. 'We're thrilled to welcome Marina and Crissy to the Barclay Friends family. Their extensive expertise, innovative leadership and dedication to senior care will undoubtedly strengthen our mission and contribute greatly to our community,' Maria Santangelo, chief executive officer at Barclay Friends, said in a statement. BARLEY SNYDER Barley Snyder has announced that attorney Rebecca M. Shanaman has been named to the Central Penn Business Journal's 2025 'Women of Influence' list and Katelyn E. Rohrbaugh has been named to the 2025 'Women to Watch' list. Shanaman is a member of Barley Snyder's Real Estate and Business practice groups. A seasoned negotiator, she is adept at aligning legal strategy with each client's distinct goals and priorities. She represents buyers and sellers of commercial real estate from the start of the transaction through closing. She also provides comprehensive corporate support to businesses, encompassing governance matters, contract review, strategic problem solving, and guidance through mergers and acquisitions. In addition, Shanaman has a strong commitment to serving family-owned businesses, understanding the unique dynamics and challenges they face. Rebecca M. Shanaman (Courtesy Barley Snyder) Active in her community, Shanaman serves on the board of directors for Bell Socialization and Braided River Collective. She earned her Bachelor of Arts from LaSalle University and her Juris Doctor degree from Loyola University Chicago School of Law. Rohrbaugh is a member of Barley Snyder's Litigation, Real Estate, Hospitality and Liquor Law groups, in addition to being a licensed title agent. She focuses her practice primarily on litigation matters specifically in the areas of commercial litigation, fiduciary litigation, real estate litigation, appellate litigation and construction litigation. In her real estate practice, Rohrbaugh provides a broad range of services, including commercial transactions, tax assessment appeals and exemptions, and commercial leasing. A niche part of her practice includes assisting and guiding clients through the complexities of liquor law. Katelyn E. Rohrbaugh (Courtesy Barley Snyder) Rohrbaugh serves on various boards of local nonprofit organizations, including The Advantage Program of York and TrueNorth Wellness Services. She also serves as vice president of Drexel University Thomas R. Kline School of Law Bar Association and chairwoman of the Public Interest Experience Organization, in addition to other volunteer roles. Rohrbaugh earned her Bachelor of Science from West Chester University and her Juris Doctor degree from Drexel University Thomas R. Kline School of Law. CPBJ's annual Women of Influence awards honor exceptional women for their career accomplishments. The Women to Watch list recognizes successful women under the age of 35 who are the next generation of leaders. All honorees will be recognized at an awards celebration on June 25 at the Sheraton Harrisburg Hershey Hotel. Email your news to money@ and attach a recent (high-resolution) photo. Include a contact name and phone number with your submission. Deadline is the Tuesday prior to publication.
