Week 2 Mentorship Meeting Worksheet LDR/531 Version 6

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University of Phoenix Material Week 2 Mentorship Meeting Worksheet

Please complete this sheet with your mentor and submit it to your instructor.

Date of Meeting: 12/07/2015Meeting Duration: 38 minutes

1. Meeting notes – what was discussed during your meeting?Our discussion covered the broad aspects of leadership as a whole, current leadership approaches, perceived perceptions, methods of interaction and engagement, outlook/planning, and overall satisfaction with current position.

2. What questions or concerns did you discuss with your mentor about leadership? I primarily inquired as to what it is that motivates my mentor to be a [good] leader in, and out of, the workplace. To that I obligingly retorted variances in perceptions of myself in similar position. The discussion that transpired eventually exposed our mutual understanding of the adaptability necessitated by certain roles of leaders, in addition to the commonality in our perspectives surrounding the relativity of leadership throughout any position.

3. Discuss your leadership style with your mentor including the strengths and weaknesses of that particular style. How can you use your strengths to become a more effective leader? How can you improve your weaknesses?

Of this discussion, my mentor made vehement expression of certain strengths I possess, stating that [my strengths] “…seem peculiarly innate…” and “…knack is mind-boggling…” The particulars of those strengths are, as my mentor states:

“…This captivating energy, striking approachability, plus the wit and charisma capable of commanding any situation… all these potentially dangerous capabilities, and yet, as far as I have observed, your exploit only to aid offerings of a truly impartial perspective… and it is flawless. In fact, you are by far the most trusted person I know…”

Although such praise is certainly exaggerated, I am aware of my “people skills” hidden in the back pocket, and do make use of such as a tool for effective leadership. Still, conversely, I feel those very “strengths” also serve as significant weaknesses in my leadership. Often building particularly strong rapport with individuals across every spectrum, in my experience, conceivably harvests some potentiality for inadvertent manipulation—often ensuing subconsciously. To improve upon this weakness I will make effort to avoid over-appeal. I have found that in appealing too much to individuals not only borders on insincerity, it can expose a vulnerability wherein persons feel comfortable enough to pursue indulgence and favor. Thereupon, if busy with an unguarded pursuit of appeal, I may unknowingly subject myself to making promise or acquiescing to inappropriate matters. Some techniques to avoid over-appeal are:

Enact time and engagement limitations Rehearse or script formal interactions Separate emotion from devotion Adopt stricter self-controls and/or employee conduct controls Practice some avoidance techniques inside and outside of the workplace

I confirm that this session occurred to my satisfaction (both signatures preferred):

Name (Mentor) and Date: //signed// David Radcliffe (12/07/2015)

Name (Mentee) and Date: //signed// Jonah Mock (12/07/2015)

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