000			03501cam a22004214a 4500
003			OCoLC
005			20251028092202.0
008			050419s2004 nyu b 001 0 eng
001			ocm52886939
010			_a 2003060923
020			_a1403964017
035			_a(Sirsi) i9781403964014
035			_a(Sirsi) i9781403964014
035			_a(Sirsi) i9781403964014
035			_z(Sirsi) 149547
040			_aDLC _cDLC _dC#P _dEYE _dOCLCQ _dVF$
042			_apcc
050	0	0	_aHF 5385 _b.J64 2004
090			_aHF 5385 .J64 2004
100	1		_aJohnson, W. Brad.
245	1	4	_aThe elements of mentoring / _cW. Brad Johnson and Charles R. Ridley.
250			_a1st ed.
260			_aNew York : _bPalgrave Macmillan, _c2004.
300			_axvi, 146 p. ; _c22 cm.
504			_aIncludes bibliographical references (p. [135]-141) and index.
505	0		_aWhat Excellent Mentors Do: Matters of Skill -- Choose Proteges Selectively -- Know Your Proteges -- Expect Excellence (and Nothing Else) -- Affirm, Affirm, Affirm, and Then Affirm Some More -- Provide Sponsorship -- Be a Teacher and a Coach -- Encourage and Support -- Offer Counsel in Difficult Times -- Protect When Necessary -- Stimulate Growth with Challenging Assignments -- Give Proteges Exposure and Promote Their Visibility -- Nurture Creativity -- Provide Correction--Even When Painful -- Narrate Growth and Development -- Self-disclose When Appropriate -- Accept Increasing Friendship and Mutuality -- Teach Faceting -- Be An Intentional Model -- Display Dependability -- Traits of Excellent Mentors: Matters of Style and Personality -- Exude Warmth -- Listen Actively -- Show Unconditional Regard -- Tolerate Idealization -- Embrace Humor -- Do Not Expect Perfection -- Attend to Interpersonal Cues -- Be Trustworthy -- Respect Values -- Do Not Stoop to Jealousy -- Arranging the Mentor-Proteg ��?�Relationship: Matters of Beginning -- Carefully Consider the "Match" -- Clarify Expectations -- Define Relationship Boundaries -- Consider Protg��?� ��?�Relationship Style -- Describe Potential Benefits and Risks -- Be Sensitive to Gender -- Be Sensitive to Race and Ethnicity -- Plan for Change at the Outset -- Schedule Periodic Reviews or Evaluations -- Knowing Thyself as a Mentor: Matters of Integrity -- Consider the Consequences of Being a Mentor -- Practice Self-Care -- Be Productive -- Make Sure You are Competent -- Hold Yourself Accountable -- Respect the Power of Attraction -- Accept the Burden of Power -- Practice Humility -- Never Exploit Proteges -- When Things Go Wrong: Matters of Restoration -- Above All, Do No Harm -- Slow Down the Process -- Tell the Truth -- Seek Consultation -- Document Carefully -- Dispute Your Irrational Thinking -- Welcoming Change and Saying Goodbye: Matters of Closure -- Welcome Change and Growth -- Accept Endings -- Find Helpful Ways to Say Goodbye -- Mentor as a Way of Life.
650		0	_aMentoring in business.
650		0	_aMentoring in the professions.
650		0	_aMentoring in education.
650		0	_aEmployees _xCounseling of.
650		0	_aMentoring.
700	1		_aRidley, Charles R.
856	4	2	_3Contributor biographical information _uhttp://www.loc.gov/catdir/bios/hol053/2003060923 .html
856	4	2	_3Publisher description _uhttp://www.loc.gov/catdir/description/hol041/200 3060923.html
856	4	1	_3Table of contents _uhttp://www.loc.gov/catdir/toc/hol041/2003060923. html
999			_c96802 _d96802