Latest news with #mentorship
Daily Mail
a day ago
- Health
- Daily Mail
'She saved two lives': Rugby star Kennedy Cherrington on the deeply personal story that saw her take on a new role and how you can get involved
Kennedy Cherrington is proving she's a force to be reckoned with, on and off the field. The rugby star is one of the most recognisable faces in the game, playing for the NRLW Parramatta Eels alongside younger sister Rueben, and as part of the victorious NSW Blues State of Origin side. Sydney born, with proud Māori heritage, Kennedy has also represented Australia for the Jillaroos national team, and plays for the Māori All Stars. And the prolific player is using her considerable platform for good. Kennedy, 26, is a mentor for young people, a supporter of a number of charities and helps raise awareness for DonateLife. The sportswoman's connection to organ donation is deeply personal, after her grandmother donated her kidneys. 'Nan made it known to our mum that she wanted to be an organ donor when she passed,' Kennedy tells Daily Mail Australia. 'She ended up giving her two kidneys to two different recipients, who were on dialysis and were quite serious cases, and she ended up saving their lives. 'That just sums up our Nan and the selfless person she was.' Kennedy and Rueben's grandmother Glenda died after suffering a severe asthma attack at home in 2020. After being transferred to hospital via ambulance, the 68-year-old passed away in the ICU. 'When the time came she fulfilled the criteria to be able to give some of her organs as she was already registered, and being in the ICU they were able to transfer her organs quickly.' 'It helped us through the grief, to know she is still kind of living on through other people,' she says. There are currently 1,463 people waitlisted for a kidney. There are also 14,000 more people in late stage kidney failure on dialysis who may one day need a kidney transplant. Having experienced a close family member give the gift of organ donation to others, Kennedy found herself witnessing the other side of the story when she forged a bond with a young fan through volunteering with the Parramatta Eels. 'We cook for the sick kids at Ronald McDonald House in Western Sydney in a program called Meals from the Heart. Back in 2023 I met a girl named Ruby who I really connected with.' Ruby had been diagnosed with pulmonary hypertension disorder, which was affecting her lungs. 'I just gravitated toward her, given that I was a HeartKid myself. I related to some of the trauma from what I went through as a young girl, where I was told I would never play sports again or even live past the age of eight. I saw her like a younger sister.' Kennedy was born with a congenital heart defect and had open heart surgery at eight years old. Alongside supporting DonateLife, Kennedy is an ambassador for HeartKids, advocating for kids with childhood-onset heart disease. Kennedy stayed in touch with Ruby and over the next several months while her health deteriorated and helped to raise awareness and money to support Ruby's family. 'She ended up receiving a double lung transplant and it saved her life, and now she's healthy and thriving,' says Kennedy, who regularly checks in with her young friend. 'To see both sides of organ donation has been really eye-opening for me, it opened my eyes to what some people are going through. That's why I just wanted to use our platform to kind of bring awareness to organ donation.' While Ruby was lucky, there are many more in need of an organ transplant who are not. There are currently around 1,800 Australians on the waitlist for an organ transplant and 14,000 more on dialysis for kidney failure who need Australia's help. According to DonateLife, around 50 Australians die each year waiting for a transplant. This number may actually be much higher, as many people are removed from waitlists as their health becomes more unstable. Australians can register to become organ donors from the age of 16. And yet, in 2024, just 174,414 people registered. Kennedy is eager to make her fans, many of whom are young adults, aware of how such a quick and simple thing to do could impact so many lives. 'Becoming an organ donor is so easy,' she says. 'It literally takes less than a minute to register. Just be selfless - there are so many amazing organisations out there that you can be a part of for a greater cause. If you want to help others, being a part of organ donation is the first step.' In the lead up to DonateLife Week, Kennedy and Rueben joined fellow DonateLife advocates, Carlton AFL star Zac Williams, comedian Lehmo, and White Island survivor Stephanie Browitt to film some new videos. The sports star takes her platform seriously, and alongside supporting DonateLife and HeartKids, Kennedy is a mentor for young people in the community. The sports star works with Goanna Academy leading mental health programs in schools, and has also established a leadership program at her former primary school. This DonateLife Week, we want all Australians to register as organ and tissue donors and be the reason someone else gets a second chance at life. We know that 4 in 5 Australians say they support donation, but only 1 in 3 are registered on the Australian Organ Donor Register. One organ donor can save the lives of up to 7 people and change the lives of many more through eye and tissue donation. It only takes one minute to register as an organ and tissue donor at or through your Medicare account. Then, tell your family you want to be a donor - someone's life depends on it. Kennedy says her Māori heritage has informed her sense of social consciousness. 'We are all about being stronger together. 'Kotahitanga' means unity. If someone in the community isn't doing well, we all get together and help lift each other up. The Sydney-born athlete, who re-signed to the Eels this year through 2027, has also recently been named to the Rugby League Players Association Board of Directors, and collaborated on a sports journal. She and Rueben also have a podcast, Cherries on Top, which is currently in its second season. 'It is a really unique experience, being sisters and playing together, as well as living together and now co-hosting our podcast,' says Kennedy. 'At times its been a challenge, we are very competitive, we've had to find a balance so that it doesn't affect our relationship. We've had to learn when to be sisters and when to be teammates. 'We wanted to use our platform to really have our own say on things,' says Rueben of starting the podcast. 'Often as an athlete what you say can be interpreted the wrong way in the media, and so we wanted to take our voice back and make sure it was coming directly from us.' The siblings discuss their sports careers as well as a range of topics from light-hearted sibling banter to representation, culture and leadership, and in a recent episode hit back at misogyny and sexism against female sportswomen. 'We are very passionate about any female sport and often we can find the backlash is in majority from men, who often sexualise us or just portray us in a negative light, says Rueben. 'We are bloody good athletes,' Kennedy adds. 'Don't compare us to the men. Give us a chance, watch the game. 'We want our future daughters or nieces and granddaughters to have female athletes as role models.'
Yahoo
a day ago
- Sport
- Yahoo
Rafael Devers no-showed 3 times when Giants icon came early to mentor him at 1B
The San Francisco Giants offered to have team icon Will Clark mentor Rafael Devers at first base immediately after being traded by the Boston Red Sox. Clark himself says Devers didn't show up – three days in a row. It's a story that first gained traction when Red Sox play-by-play man Will Flemming mentioned it on WEEI. Apparently, Clark himself had told the story a week earlier during an appearance on the No Filter Network. Clark, a six-time All-Star who played eight seasons with the Giants, has worked as a special assistant in San Francisco's front office since 2009. He said that, after Devers came over, he was in town and open to mentoring Devers at first base. Clark, labeled a 'longtime Giants icon' on the team website, didn't have 'anything physical' in mind. He just wanted to go over some pointers. 'Friday, Saturday, Sunday, he did not come out early, at all. Period, not all. In fact, he didn't even hit on the field,' Clark said. 'Everybody's like, 'Oh my God, I'm so sorry, Will. I'm so sorry.'' Clark said that his response was to tell the team not to worry about it. He actually understood why Devers didn't want to come out early to work at first base. That's because the sessions would have come the weekend the Red Sox were in town. That would have created a scenario where Devers was taking coaching at first base right in front of his old team, who he told to go kick rocks when asked to play first. 'I know what the (expletive) happened,' Clark said. 'I said, he didn't want to go out and be at first base and be 20 feet in front of their freaking dugout with what went on in Boston, and now he's working with me at first base. He didn't want to have to go through all that (expletive) through the press in the media. So, I completely understand.' Clark was understanding the first time. However, it sounds like Devers won't have any excuses moving forward. 'But Rafael Devers, the next time I'm in San Francisco, your ass will be on the field at first base, just letting you know that,' Clark said. 'Even if I gotta go grab you by the (expletive) back of the neck and drag your ass out there, you will be at first base.' More Red Sox coverage Red Sox' reliever transferred to 60-day IL after experiencing injury setback Roman Anthony's recent hot stretch put him among Red Sox legends Red Sox roster moves: Starter sent down after first MLB win, fresh arm called up to bullpen As one (hot-hitting) outfielder moves up in Red Sox lineup, another sits again vs. lefty Giants GM had trade talks with Red Sox while at his grandmother's funeral (report) Read the original article on MassLive.
SBS Australia
a day ago
- Entertainment
- SBS Australia
Candice Lorrae: Leading the Way for First Nations Women in Music
A proud Jawoyn and Torres Strait Islander woman, Candice's focus is clear, to amplify the voices of First Nations women in music production. With the support of a Creative Australia Fellowship, she will continue her mission to mentor and develop emerging female First Nations producers, while expanding her own creative and professional practice. In an interview with NITV Radio's Lowanna Grant, Candice reflected on what the award means to her, sharing insights into her journey from a young girl surrounded by music to becoming a dynamic force in the Australian music scene. She also spoke about her time as one half of the duo The Merindas and Candice highlighted how collaboration and her role as performer and producer have equipped her to uplift other First Nations women in the industry.
Forbes
a day ago
- Business
- Forbes
How To Balance Expectations And Training For New Hires: 19 Expert Tips
Hiring for entry-level roles can test any agency's approach to training and development. While new hires are expected to bring foundational skills and a genuine drive to grow, building real value into their role takes thoughtful onboarding, mentorship and trust. As an agency leader, striking a balance between what you expect up front and what you're ready to invest in training new teammates can determine whether they thrive and stay for the long term or not. Below, 19 members of Forbes Agency Council explore how to find that balance in practice, from the baseline skills they look for to the systems they've put in place to help entry-level talent succeed. 1. Provide Role-Specific Training And Mentorship For us, it depends on the role. For developers, we invest heavily in training and certifications. For other roles, it's more of a mentor-mentee relationship, where the junior-level employee gets paired up with a senior-level employee, sometimes in another discipline, to learn 'how things get done around here.' Everyone also has access to an annual continuing education stipend to use as they see fit. - Stratton Cherouny, The Office of Experience 2. Start With A Probationary Period In today's remote world, it's harder to find dedicated hires. Many seek a quick paycheck without investing in the work. For entry-level hires, a basic understanding of our industry verbiage is really all we need. A probationary period with basic training helps evaluate fit. Do they track time? Are they actually working? Asking questions? Once they show engagement, we ramp up training. - Peter Boyd, PaperStreet Web Design 3. Look For Specialized Knowledge Up Front We seek hires with specialized knowledge that enhances our capabilities, trusting we can train them in broader skills. This approach delivers immediate value and supports long-term growth—ultimately expanding what we can offer clients. - Christy Saia-Owenby, MOXY Company 4. Ensure A Baseline Of Internship-Level Experience We hire based on a baseline of internship experience, which means an understanding of at least foundational tech-stack capabilities across PR and marketing. The interview will do a good job of hinting at work ethic and confidence. The rest is on us to train them up in presence, service skills, advanced tech stack, problem solving and client immersion. Then, it's our hope they grow with us indefinitely. - Dean Trevelino, Trevelino/Keller Forbes Agency Council is an invitation-only community for executives in successful public relations, media strategy, creative and advertising agencies. Do I qualify? 5. Prioritize Cultural Fit Over Pedigrees The right 'who' will always figure out the 'what' if you teach them the 'why.' Choose people over pedigree. Invest in training for culture-fit hires. Provide tools. Assign mentors. Serve and win. - Stephen Rosa, (add)ventures 6. Hire For Curiosity, Drive And Instinct We look for curiosity, drive and good instincts. Entry-level hires aren't expected to know everything, as we invest in training, mentorship and clear systems. - David Ispiryan, Effeect 7. In Niche Industries, Look For Passion We invest heavily in training and development, not just for entry-level roles, but also for more experienced ones. As a performance marketing agency specializing in data, we don't expect new hires to have a deep understanding of our niche; however, we do look for a passion for data and its potential as a marketing lever and business differentiator. - Paula Chiocchi, Outward Media, Inc. 8. Seek Those With A Desire To Learn Our firm seeks self-motivated individuals who are eager to expand their knowledge. Being self-taught in marketing, I value the desire to learn over what they already know. We can teach, but only if they have the desire to learn new skills to enhance their own value and understanding. New hires learn all aspects of our agency to understand the importance of their roles and cross-train them as well. - Terry Zelen, Zelen Communications 9. Nurture Potential With Hands-On Training We look for people with strong potential and a good attitude, more than perfect skills. We expect basic competency but invest heavily in hands-on training, mentorship and real projects. The goal is to build confidence and expertise quickly while shaping new hires into team members who align with our values and standards. - Guy Leon Sheetrit, Guac Digital 10. Look For Foundational Skills And A Growth Mindset We look for hires with strong foundational skills and a growth mindset, but we invest heavily in hands-on training aligned with our processes and client expectations. Entry-level talent brings fresh energy, but real value comes from learning our standards. The balance is 30% preexisting competency and 70% structured onboarding and mentorship tailored to performance. - Boris Dzhingarov, ESBO Ltd 11. Blend Structured Onboarding With Live Projects We seek talent with baseline proficiency and high learning velocity. Entry-level roles aren't about plug-and-play execution; they're launchpads. Our model blends structured onboarding with live-fire projects, ensuring hires grow in context, not isolation. The goal: thinkers who iterate fast, not just follow the process. - Vaibhav Kakkar, Digital Web Solutions 12. Grow Talent From The Ground Up With Internships We look for curiosity, integrity and raw potential first. Foundational skills are important, but we know that great marketers are developed, not just hired. Our investment in mentoring and hands-on experience, especially through internships, helps us grow talent from the ground up. The right attitude and values outweigh a perfectly polished résumé. - Mary Ann O'Brien, OBI Creative 13. Support Curiosity With Real Client Work We look for intellectual curiosity and strong communication instincts. Our entry-level hires often arrive with deep personal interest in tech, media or policy, even if they haven't worked in PR before. We invest in training, but we balance that with high trust and early exposure to real client work. The goal isn't to create followers; it's to grow independent thinkers. - Kyle Arteaga, The Bulleit Group 14. Train On Processes, But Expect New Ideas For us, there's roughly a 60/40 split between training up new hires on our process (60%) and expecting them to bring their own ideas (40%). We expect a high level of competency in their area of expertise—enough to challenge us with better ideas moving forward. Any new team member should have a level of fluency 'out of the box' when they hit the ground running on day one. - Bernard May, National Positions 15. Invest In Development For The Long Haul We invest one to two years—and often more—into developing new hires, because great training has no time limit. What matters most is hiring people with strong intangibles: high EQ, IQ and natural drive. You can't teach those. With the right raw material, there's no ceiling on how far they can go. - Austin Irabor, NETFLY 16. Seek Integrity, Solid Skills And A Strong Work Ethic We expect entry-level hires to bring integrity, solid writing skills and a strong work ethic. From there, we invest heavily in professional development programs and training, including nearly 200 documented processes, weekly one-on-ones and personalized development plans. - Jason Mudd, Axia Public Relations 17. Look For Raw Skill, Hunger And Honesty Curiosity, self-awareness, initiative and a bias for learning—that's what we look for in new employees. We look for unpolished raw skill and hunger we can build on. We'll meet them with mentorship and grow individual skills and competencies if we're met with honesty. No overselling, no bravado—just a clear sense of what they bring and what they're ready to grow into. That's what earns our investment. - Shanna Apitz, Hunt Adkins 18. Meet Hunger With Stretch Opportunities We don't expect perfection, we expect fire. Give us hunger, humility and the ability to listen like a strategist. We'll meet you with mentorship, structure and stretch opportunities. The best teams grow together—and we train for tomorrow, not just today. - Jacquelyn LaMar Berney, VI Marketing and Branding 19. Do Immersive, Deep-Dive Onboarding Properly onboarding and training new employees at any level is critical. We've created an immersive culture and systems training format designed to provide a deep dive into who we are as an agency and build the 'lens' that shapes every email, client interaction and decision-making process. The goal of onboarding is to bring the 'why' to life—you can always train them on the 'how' later. - Katie Everett, Katalyst Productions
Forbes
2 days ago
- Business
- Forbes
Cultivate Growth From The Inside: A Guide To Leadership Development
A passionate HR Executive with over 25 years of experience, Claudine Kourkoumelis currently leads the people team at Enova. Empowering and cultivating your leaders is important to the success of your organization. It is crucial that your leaders have the soft skills needed to step into the role and lead a team. Annually, organizations allocate more than $46 billion to leadership development initiatives, so they need to ensure the initiatives are effective. Leadership development shouldn't be confined to the executive suite. It must nurture both emerging and experienced leaders from the bottom up. An employee's day-to-day attitude and engagement are directly tied to their manager; in fact, 70% of a team member's engagement is determined by their direct manager. I want to explore the importance of establishing a structured leadership program so that all managers receive the same training. In this article, I'll discuss the role mentorship plays and how to develop a multilevel mentorship program. Lastly, I'll discuss the significance of promoting growth and a continuous learning culture. By following this approach, your organization can develop junior leaders and continue cultivating executive leadership. Establish A Leadership Development Program Sometimes, new or emerging leaders have no direct experience managing teams, whether in past roles or at your organization. With a strong leadership program, you can teach them the key, transferable skills that will contribute to their success. At Enova, for example, we host a quarterly 'Manager Ramp-Up' cohort so new managers can explore foundational topics around managing and leading people and teams. When building a leadership program, you must create a curriculum with sessions focused on leadership effectiveness, emotional intelligence and building trust with team members. If your organization already has a leadership program, ensure there are clearly articulated goals in place to determine effectiveness. You should track quantitative data like performance, promotion and retention rates across program alumni. Equally important is collecting qualitative data. Distribute feedback surveys at the program's midpoint and conclusion, and monitor any employee opinion survey data that measures a manager's effectiveness. Be sure you're tapping into team members with growth potential, not just current or new managers. Providing an early opportunity to learn leadership skills encourages top talent and reinforces your company's commitment to supporting career growth. This is vital because employees are more likely to stay with an employer that invests in their learning and development. Offer Mentoring Opportunities While structured leadership programs lay the groundwork, mentorship provides crucial one-on-one guidance and real-life modeling. Beyond gaining more practical knowledge, employees with mentors (even informal ones) are more engaged at work and often are easier to retain. These connections can even extend beyond the shared workplace; Harvard Business Review once reported that 84% of successful CEOs still turned to their mentor when facing tough decisions. An official mentorship program needs clear goals and objectives that tie directly to your overall company goals and values. For example, at Enova, one of our core values is Top Talent and Teamwork, and our mentorship program reflects this by having an objective to increase internal mobility. We aim to prepare high-potential team members for leadership roles by pairing them with experienced managers from different departments. It's important that your mentorship program has a formal process and structure that fits your company's culture. Our program, which requires a one-year commitment minimum from all parties, pairs an executive with three mentees at the director level, each of whom then gets three mentees of their own from the manager and senior associate levels. We chose this structure so team members at different levels could interact with each other and build connections throughout the company. To participate, our employees must complete an application that gathers what they hope to learn and what they're looking for in a mentor. Once mentees and mentors are matched, they attend a kickoff training that explains the program and sets expectations. From there, it's up to each pair to schedule their own meetings. While resources are provided to support the relationship, each pair's relationship may look different. Promote A Growth Mindset Growth and continuous learning are essential for employee success, especially among future leaders. Here are a few strategies for developing this mindset within your organization. • Encourage strategic goal setting. Have employees establish professional goals that tie back to business goals. For example, joining a stretch project would allow an employee to step outside of their comfort zone, learn new skills and contribute to business outcomes. • Host company learning sessions. In-person presentations, like tech talks or lunch-and-learn sessions, are an informal way for leaders to share their knowledge. Presenters could discuss their current projects, offer key takeaways from a recent conference they attended or teach employees how to leverage different tech tools. • Provide online resources. Designing online coursework is another way to encourage continuous learning. Lessons can cover a broad subject matter or focus on specific department topics or skill sets. For example, we have lessons centered around allyship. • Support continuing education. External resources can reinforce a learning culture. Encourage participation in virtual training courses, and support attending conferences or obtaining certifications. Our technology teams offer employees a yearly stipend to advance their career skills by attending conferences, joining webinars or taking certification courses. Cultivating leaders at every level of your organization is not just a strategic investment. Holistic leadership development is a necessity that drives engagement, retention and performance. When you prioritize the growth of your people, you create a culture where current and future leaders can thrive. In turn, your organization can remain resilient, innovative and future-ready. Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?
