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SPONSORS

Special thank you to our generous sponsors and supporters!

TABLE AMBASSADORS/ SUPPORTERS:

DAVID ALEXANDER, PHILIP CHEN, ANDREW CHEUNG, FRANCIS CHEUNG, CLINT CHIEN, KENJI COLEMAN, MEI-CHAN DUAN, CINDY WU FREEDMAN, CHARLIE HU, LINDA KIM, CINDY LAU, HARRY Q.H. LEE II, ROSALIND LU/MUFG, WILLIAM MAO, DAPHNE NG, SCE FEDERAL CREDIT UNION

Inspire Develop Promote

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Mission, Purpose, and Leadership Team ......................................... 4 Program Schedule .............................................................................. 5 Mentoring Process: Mentees ............................................................. 6

One-on-One Mentoring .............................................................. 7 Benefits of Mentoring ................................................................. 8 Mentee Roles and Responsibilities ............................................ 9 Mentee Guidelines ..................................................................... 9 Future Mentoring Relationship ................................................. 12 Mentoring Process: Mentors ........................................................... 13 Criteria for AAPA Mentorship ................................................... 13 Benefits of Being a Mentor ....................................................... 13

Mentor Roles and Responsibilities ........................................... 14 Mentor Guidelines .................................................................... 15

Learning Hubs and Workshops ....................................................... 17 Learning Hubs .......................................................................... 18 Workshops: Track 1 (Professional Development) .................... 19 Workshops: Track 2 (Management Development) ................... 20 Workshops: Track 3 (Leadership and Strategy) ....................... 21 Mentor Biographies .......................................................................... 22 Learning Agreement/ Evaluation .................................................... 33 Connect with AAPA .......................................................................... 38 AAPA Social Media .................................................................. 38 AAPA Website ......................................................................... 38 Contact Us ............................................................................... 38

Program Contacts .................................................................... 38

TABLE OF CONTENTS


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MISSION

To inspire, develop, and promote Asian American and minority professionals to maximize their leadership potential.

PURPOSE

Asian American Professional Association (AAPA) is a nonprofit organization

dedicated to inspire, develop and promote Asian Americans and minority professionals to maximize their career and leadership potential. Since 1999, more than 85 mentors have provided the AAPA Mentorship Program to over

1,100 mentees. AAPA delivers results with more than 82% of mentee graduates indicated AAPA was instrumental to receiving their promotions.

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BOARD OFFICERS

Daphne Ng, Board Chair Andrew Cheung, General Counsel

David Alexander, Chair, Governance Committee Harry Lee, Chair, Strategy Committee

Rosalind Lu, Treasurer Philip Chen, Secretary

Mei-Chan Duan, Director M. Kenji Coleman, Director

Cindy Lau, Director Jennifer Li, Director

EXECUTIVE CHAMPION

Colin Cushnie, Southern California Edison

STAFF

Freya Nishimura *Josie Cortes * Lia Andika Program Managers


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Learning Hub #1

Saturday, March 17, 2018 – 8:00 am- 1:00 pm Topic: Leadership in Mentoring: Take Charge of your Mentoring Experience

Learning Hub #2

Thursday, April 26, 2018 – 5:30 pm to 8:30 pm Topic: Future Work Skills 2020

Learning Hub #3

Thursday, August 23, 2018 – 5:30 pm to 8:30 pm Topic: Networking to Success

Workshop #1

Saturday, April 7, 2018 – 9:00 am to 1:00 pm Track 1 – Stop Dreaming. Get Your Dream Job. Track 2 – Power Up Your Presentation Skills Track 3 – Leadership Styles Matter

Workshop #2

Saturday, May 19, 2018 – 9:00 am to 1:00 pm Track 1 – Lead and Influence Through Communication Track 2 – Top Negotiation Strategies To Resolve Conflict Track 3 – Expanding Your Sphere of Influence

Workshop #3

Saturday, September 15, 2018 – 9:00 am to 1:00 pm Track 1 – Build Your Personal Brand Track 2 – Analyze Problems and Make Decisions Track 3 – Corporate Rules of Success- Surviving The Corporate Jungle

Friday, October 19, 2018 Together we can lead, learn, connect, and grow. Meet corporate and community leaders,

industry pioneers, entrepreneurs, and peers from across generations. A day filled with dynamic keynotes, sessions, and networking events.

Thursday, December 6, 2018

Event Details: http://aapamentoring.com/events/

Leadership Symposium

Graduation

PROGRAM SCHEDULE

http://aapamentoring.com/events/


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THE MENTORING PROCESS


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To inspire, develop, and promote Asian American and minority professionals to

maximize their leadership potential.

PURPOSE

Asian American Professional Association (AAPA) is a nonprofit organization dedicated to inspire, develop and promote Asian Americans and minority

professionals to maximize their career and leadership potential. Since 1999, more than 85 Mentors have provided the AAPA Mentorship Program to over 1,100

Mentees. AAPA delivers results with more than 82% of mentee graduates indicated AAPA was instrumental to receiving their promotions.

~~~

BOARD OFFICERS

Daphne Ng (Board Chair) Andrew Cheung, General Counsel

David Alexander, Chair, Governance Committee Harry Lee, Chair, Strategy Committee

Rosalind Lu, Treasurer Philip Chen, Secretary

Mei-Chan Duan, Director M. Kenji Coleman, Director

Cindy Lau, Director Jennifer Li, Director

EXECUTIVE CHAMPION

Colin Cushnie, Southern California Edison

STAFF

Freya Nishimura *Josie Cortes * Lia Andika Program Managers

Mentoring Process: Mentees

AAPA MENTEES

Introduction

A successful relationship requires proactive efforts on the part of the mentee and mentor. Finding a mentor is only the beginning. This guide will be a starting block to develop an effective mentee and mentor relationship.

One-on-One Mentoring

Approach

The goal of the AAPA formal mentor matching program is to establish an effective and results-oriented mentoring relationship between mentors and mentees. This program is voluntary. The matched mentee and mentor will establish specific and achievable goal(s) and an action plan on goal setting, career development, etc. The mentee and mentor should meet regularly to work on achieving these goals. At the end of the program year, the mentee and mentor pair should evaluate the accomplishments and the mentoring relationship. The official duration of the mentoring relationship is the current calendar year. It is up to the mentor and the mentee to extend the duration beyond the official time period. While the mentee is paired with one mentor for the duration of the year, the mentee is also free to speak to any of the AAPA mentors at any events throughout the year.

Process • Mentees review mentors’ bios on the AAPA website; meet mentors at the Introductory

Session. • Mentees submit their request for their top three mentor preferences. The mentees’ first

mentor preference will be given a matching priority. If the mentee does not indicate any preferences, a mentor will be assigned.

• The mentors will also review the mentees’ applications and resumes, and select their top three mentee preferences.

• Mentees will be matched with a mentor based on goals, interests, industry preference, mentors’ background, experience and availability.

• Mentees initiate the one-on-one partnership by contacting their mentor to schedule their first meeting.


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• The mentor and mentee pair will discuss and negotiate a schedule for meetings that are convenient to both parties, as well as jointly set goals for the year.

• Mentor and mentee pairs should meet at least once every month or every two months to share goal progress and other coaching activities.

• At the end of the program year, the mentor and mentee pair should complete an assessment of the goals, action plan, accomplishments, relationship, and the mentor matching program.

Benefits of Mentoring

As your career develops and grows, it is important to get greater perspectives. Mentors have often been through the same trials and tribulations that you are facing. Learn from their mistakes. Mentors differ from “networking contacts” in that they are vested in your future; they are much more than a quick “meet and greet”. Areas of support that a mentor can typically provide include:

Career-Related Support o Receive career development advice. o Receive constructive criticism. o Acquire skills and knowledge that are applicable to the work environment. o Gain insights into corporate culture, politics and social aspects of the

workplace. o Learn to interact effectively with managers and peers o Learn how to handle workplace challenges.

Mentor as Role Model o Gain the insights of a successful professional and learn from the mentor's life

experiences. o Learn effective management and leadership behaviors.

Personal Development Coaching

o Ability to view situations from a different perspective. o Increase confidence in decision-making and risk-taking. o Have a trusted resource to ask questions.



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Mentee Roles and Responsibilities

In order to graduate from the AAPA Mentorship Program and receive your completion certificate at the end of the year, you will need to fulfill the following program requirements: Event Attendance: Attend two out of three Learning Hubs AND two out of three Workshops. However, we highly encourage mentees to participate in all the Learning Hubs AND Workshops, as well as additional mentoring and networking activities, as they provide valuable career advancement strategies and skills. One-On-One Mentoring: Regularly participate in One-on-One Mentoring, meet and connect with your mentor at a minimum of once every quarter. We highly encourage all mentees to meet and connect with their mentors once every month or every two months to provide updates and feedback, and develop the mentoring relationship. Volunteer: Apply your leadership skills as an AAPA Volunteer. Help lead a minimum of two (2) AAPA events, which may include the Introductory Session, Learning Hubs #1-3, Workshops #1-3 or the Leadership Symposium.

Mentee Guidelines

As the mentee: You are the achiever willing to take the initiative for your own development and make the

most of available learning opportunities.

You are the “gauge” to measure how interactive and successful your mentoring

experience will be.

You decide upon the amount of help and guidance you need.

You identify the skills and competencies you wish to gain and assume the initiative to

ask for the help or guidance to achieve your goals.

You are responsible for devoting your time to the mentoring relationship with on-going

interaction with your mentor.

Mentoring is a journey mentors and mentees embark on together and both have a responsibility to create a committed, mutually beneficial relationship. Throughout this AAPA Mentoring Program year, you and your mentor will help each other arrive at a common destination to achieve professional excellence. A mentor and mentee form an interactive relationship that starts with building basic elements of understanding and trust. As the relationship continues, it involves establishing purposes and goals.



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As these goals are met, the relationship continues to evolve. In order to effectively accomplish this process, the following elements are recommended:

1. Make a commitment, establish trust, and develop a relationship with the mentor

Initiate contact with the mentor via email or in-person at AAPA sessions.

Establish and commit to the mentoring agreement outlining the terms of the relationship.

Take responsibility for scheduling the mentor appointments.

Maintain confidentiality within the mentoring relationship

2. Jointly define the purpose of the relationship with the mentor.

Initiate and communicate expectations regarding the mentoring relationship.

Communicate your desire to learn from your mentor.

List specific goals and the actions that can be taken to achieve the goals. More specific goals correlate positively with stronger results and more likely success.

3. Mentoring Topics & Goals/ Common discussion points for mentor and mentee meetings:

Improving communications, problem-solving, interviewing, and other career skills

Long-term career planning, including seeking a new career or employer

Preparing for a new job

Expanding networks

Understanding corporate culture

Improving work-life balance

Resolving issues with managers or peers

Addressing business ethics issues

4. Drive the relationship.

Take ownership of the mentoring process and initiate the mentoring meetings.

Prepare an agenda and outline for your meetings to maximize time with your mentor.

Send the mentor the agenda before the meeting. This would allow the mentor to better prepare for the meeting.

Example - Compare the following two goals:

Goal #1: “I want to be a better public speaker.”

Goal #2: “I will give a speech about the benefits of personal branding to an audience of 100 people by September 1st.

Goal #1 is vague and less actionable, whereas Goal #2 has a tangible objective and hard deadline.



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Give the mentor real-time feedback on what is effective. As the relationship develops, feel comfortable with sharing ideas regarding mentoring improvement.

5. Set mutual expectations for the relationship

Determine the frequency (i.e., monthly, every two months) of meetings with the mentor.

Set meetings in advance and work with the mentor’s schedule. Recommend a location convenient to both parties.

Determine an effective communication style.

In addition to in-person meetings, determine a preferred communication tool, whether by phone, email, text or Skype.

6. Be open to feedback.

Ask your mentor for feedback and constructive criticisms, and listen actively. Take action in response to recommendations and feedback.

Collaborate with your mentor to identify your strengths and weaknesses.

7. Practice what you learned

Practice and demonstrate what has been learned through the AAPA Mentoring Program and from your mentor to achieve the agreed upon goals.

8. Upon completion of the AAPA year, redefine the relationship as needed

Keep your supervisor apprised of participation and progress in the Mentoring Program.

Each mentor/mentee relationship will develop uniquely throughout the year. Upon completion of the AAPA mentoring year in December, the relationship can continue or be redefined.


Compare the following two points of feedback to a soft-spoken presenter.

Mentor #1 – “The presentation was difficult to hear. I would recommend that

you speak up for the next presentation.

Mentor #2 – “Great presentation. I had some difficulty hearing parts of the

presentation. May I suggest for your next presentation to be mindful of

having a straight posture. This will allow for better vocal projection. An added

benefit will be a stronger stage presence.”

The recommendation from Mentor #2 would probably be more beneficial because it allows the presenter to take more remedial action for the next speech.

Provide feedback to your mentor on what is working and what is not working.


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Future Mentoring Relationship

When you are seeking a mentor, the task can seem daunting. When you seek your mentor, try to identify someone that you admire and respect. You can select a person that you work with or someone outside your own workplace. You should have more than one mentor both inside and outside your employment. Keep in mind that most successful professionals have several mentors during their career for various personal and career development purposes. Potential mentors can be found in various settings to serve different purposes, such as AAPA, work (both among peers and superiors), business associates from prior work settings, alumni associations, community organizations, Toastmasters, and industry/professional associations.

What to look for in the right mentor?

A mentor who has access to an expanded network of knowledge and resources.

A mentor with matching skill set and experience. However, a mentor from other industries with difference experiences may offer diverse point of view and creative ideas.

A mentor outside of your company for broader perspectives and different practices



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Criteria for AAPA Mentorship

AAPA takes the role of a mentor very seriously. As such, we have established specific requirements for our mentors. They include:

1. Commitment to AAPA’s mission.

2. Share the values expressed by AAPA’s values and mission statement.

3. Passion for mentoring professionals.

4. Participation in AAPA mentorship program and other activities.

5. Ability to work as a role model, coach and team player.

6. History of volunteer service to non-profit organizations.

7. Rich life experience and demonstrated leadership in the area of business management, education or community services.

8. Of “good moral character” – maintain good ethnic and character integrity.

9. An ability to bring other substantial resources to AAPA, such as influential connections

with potential donors, business or political leaders.

Benefits of Being a Mentor AAPA Mentors are volunteers who, in addition to giving, mentor with purpose. They are motivated to assist others. Other motivators for mentoring include:

Fulfillment and significance through helping mentees develop and succeed

Increasing insight to be a better mentor outside the AAPA environment

Enhancing leadership, teaching, coaching and recruitment skills

Learning from mentees’ experiences

Exposure to diverse thoughts, styles, personalities and cultures

Mentoring Process: Mentors

AAPA MENTORS


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Mentor Roles and Responsibilities To establish a well-rounded experience for both the mentor and the mentee, the following items present the expected roles and responsibilities for each party. They include:

Mentoring Meeting Attendance - Attend a majority of regularly scheduled meetings and major AAPA events; read background information and come prepared to discuss.

Develop Mentoring Program Curriculum - Collaborate and develop workshops,

presentations, training and other mentoring materials. Model personal and organizational development, and provide inspiration and leadership.

Conduct Mentoring - On a monthly or bi-monthly basis, mentor, coach and support mentees to develop personal and career goals to achieve maximum potential. Develop and manage the mentoring relationship with mentees (minimum of one one-on-one mentoring assignment per year. Actively participate in Mentorship Program activities and assignments.

Workshops and Presentations – Participate in workshops and support the workshop presenter. Attend a majority of workshops and learning hubs per year.

Network and Recruiting – Recruit new mentors and mentees.

Support AAPA - Participate in and contribute to AAPA activities. Participate in identifying

needs and opportunities for advancing the mission of AAPA.

Role Model - Mentors serve as positive examples by virtue of their productive lives and actions.


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Mentor Guidelines

The mentor serves as a role model with the highest ethical standards for the mentoring relationship, and as a positive example by virtue of the mentor’s professional accomplishments and experience.

The mentor, as a dependable and consistent coach, is to provide prudent guidance to the mentee based on his/her professional experiences.

The mentor is not obligated to assume other roles besides being a career coach. The mentor is to help the mentee stay focused on the mentoring goals and not get distracted by unrelated issues.

The mentor is to exercise discretion and caution when dealing with mentee requests that are beyond the scope of career mentoring. For example, the mentor is not necessarily required or equipped to provide coaching or guidance of "hard" skills needed for satisfactory job performance by the mentee. The mentor is not obligated to be an advocate or reference for the mentee for pursuing new career opportunities.

All information shared and discussed in the mentoring relationship is held as personal and confidential. Both parties need to be cautious about sensitive personal issues. There could be situations where the information discussed needs to be divulged to a third party for the well-being of either the mentor or the mentee.

Before your first mentoring meeting, review the mentee’s application and resume, and be prepared to address them. Take the time to clearly evaluate and discuss the strengths and weaknesses of the mentee. However, be sure to respect the uniqueness and integrity of your mentee and influence him/her through constructive feedback. Help empower the mentee to make right decisions without deciding for the mentee.

Allow the mentee to reach out to you and establish the initial contact. The mentor is not obligated to push the mentee to initiate the mentoring relationship. At the initiation phase of the relationship, have an open discussion about roles and responsibilities. Collaborate to choose the type of mentoring relationship (including logistics) that best fits your situation. Get acquainted with the mentee. Meeting outside of the work environment is often a good setting for this purpose.



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Build trust by openly sharing and discussing issues. Develop mutual expectations and boundaries, especially confidentiality. Discuss accountability of both parties at the beginning, and write down the goals to achieve. Also, let the mentee take the lead.

In the spirit of congeniality, the mentor may choose to pay for meals, but it is not required. Many mentors and mentees choose to split the costs.

After the initial assessment of mentee’s needs, establish SMART goal(s) and an action plan using the “One-on-One Mentoring Planning and Evaluation” form. Document the objectives via a mutually agreeable format, such as email. Plan out the subsequent meetings for continuous deliberation and follow up on the action plan.

o Specific - target a specific area for improvement. o Measurable - quantify or at least suggest an indicator of progress. o Actionable and Attainable. o Relevant – make sure goals and objectives are aligned to the mentee’s needs. o Time-bound – specify when the results or milestones are to be achieved.

Discuss the evaluation process (including frequency, measurement and procedure) to evaluate the mentee’s progression towards the defined goals. Discuss how both parties will offer new ideas and feedback to each other. Remember there is a big difference between encouraging and demanding.

Plan and prepare for the meeting discussions, and try to allow the mentee to take more responsibility for planning. Meeting topics could include issues of concern, areas of accomplishments, progression toward goals, and new challenges.

At least have two face-to-face meetings with your mentee – one at the initial and introductory meeting, and one at the last and wrap-up meeting. If needed, especially with pending situations such as a job change, determine a process that allows a mentee to ask for immediate help as needed.

Mentors should be responsive to mentees’ questions and inquiries.

The official duration of the mentoring relationship is the current calendar year. It is up to the mentor and the mentee to extend the duration beyond the year.

If the mentor is unable to fulfill responsibility to mentor the assigned mentee(s), he/she shall notify the AAPA President immediately so the mentee(s) can be reassigned to other mentor(s). If you have any concerns in the relationship with your mentee, please do not hesitate to contact the mentoring Program Director even if the issues seem trivial.


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LEARNING HUBS & WORKSHOPS


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The Learning Hub is a shared space for communities or groups of like-minded people to fuel thinking and share resources, network, communicate ideas, find solutions, help and learn from each other achieve a common goal. (Learning Hubs are held three times per year as part of the AAPA Mentorship Program.)

Learning Hub #1

Leadership in Mentoring: Take Charge of your Mentoring Experience Learn best practices for a successful mentoring relationship. Share your ideas and aspirations for what you want to get out of the Mentorship program. Meet the AAPA Mentors and Mentees and engage in team building activities.

Learning Hub #2

Future Work Skills 2020 In this session, mentors and mentees will listen to a panel discussion (and role playing) with HR professionals on the upcoming job market and talent acquisition trends and how you and your skills can keep up and catch up. .

Learning Hub #3

Networking to Success

In this session, all of the mentors and mentees will experience a keynote speech on the topic of Networking to Success. We will hear about the need to utilize networking in the corporate world. There will be a panel discussion on the topic of Networking in Action. This discussion will help to apply concepts of networking.

Learning Hubs

http://aapamentoring.com/program/

http://aapamentoring.com/program/


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Learn key leadership and management skills to excel and advance your career! AAPA Mentors will share their

knowledge and experiences on various leadership and management topics in small group settings. (Workshops are held three times per year as part of the AAPA Mentorship Program.)

WORKSHOPS

Workshops

WORKSHOP 2

WORKSHOP 3

WORKSHOP 1


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PROFESSIONAL DEVELOPMENT – TRACK 1 (Recommended for professionals with 0-5 years of experience.)

This track is designed for individuals who want to develop their professional development skills, and / or advance into positions of greater authority. Emphasis is placed on communications, self-branding, assertiveness, and career development skills

MANAGEMENT DEVELOPMENT – TRACK 2 (Recommended for professionals with 5-10 years of experience.)

This track is recommended for professionals who want to become an effective manager and leader. Emphasis is placed on handling employee relations, managing up and down, creating effective presentations, negotiations, and leading the decision making process.

Power Up Your Presentation Skills

Effectively conveying ideas and making compelling presentations is critical to leadership success. This workshop will provide helpful tips to manage your audience. You will have a chance to practice public speaking and present material in both a small and large group setting and receive practical feedback from other participants. Top Negotiation Strategies To Resolve Conflict Good human relationships are heavily dependent on a life-long experience of negotiation skills. If conflict is considered normal and healthy, and recognized as an inevitable part of interacting with other people, learning negotiation skills are a must. In this workshop, mentees will learn how to utilize proven ways for resolving conflict through positive and fair negotiation methods.

Decision-Making This workshop discusses the different styles of decision-making. It explains key principles for developing your thinking skills and applying them creatively and productively to every challenge. It provides practical methods of brainstorming, decision analysis, risk assessment, decision-making and problem solving techniques.

Tracks

Stop Dreaming. Get Your Dream Job. This workshop provides a step-by-step approach, which will enable mentees to focus on the careers they wish to pursue, by developing the skills to organize and prioritize career objectives. This program assists mentees in documenting personal and business goals with time-tested approaches that will significantly increase the possibility of turning dreams and goals into realities influenced by their core values. Find Mentors to Help You Build Your Career

Mentors provide insights and career guidance to professional development and career growth. How do you find a mentor? What type of mentor is best for you? How to get the most out of the mentoring relationship? Learn techniques to engage the right mentors for your career development and advancement. Lead and Influence Through Communication In order to have a successful career in today’s corporate world, one needs to learn the critical skills of how to interact wi th others in this team-oriented environment. This workshop equips Asian Americans and other ethnic minorities with the communication and interpersonal skills that are important in today’s mainstream management culture. Professional Presence-Perception Counts Signal your preparedness for your next big chance! Demonstrate your skills and abilities with a professional presence! Join exercises on how to create a good first impression, through powerful introductions and creating an elevator speech to prepare you for more effective networking! Build Your Personal Brand In this workshop, you will identify your unique brand – the brand called “you and discover practical and effective tools to promote yourself to advance your career. Success requires hard work, but recognition and promotion will only come to those who understand how to brand and promote their achievements. Career Planning How well do you gather enough information about yourself to help you make decisions about a career? Explore and research your options. Implement an action plan to evaluate your career options.


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LEADERSHIP and STRATEGY – TRACK 3 (Recommended for professionals with 8+ years of experience or those who have completed tracks 1&2)

This track is designed for managers who seek to advance into senior management/director positions. Emphasis is placed on using leadership to empower employees, influence people and think in a broad spectrum.

Leadership Styles Matter Having sponsors and career mentors is one of the best-kept secrets and the most effective asset in career advancement and getting that special assignment you want. However, finding and obtaining mentors can be intimidating. This workshop will show you how to find sponsors and career mentors who can best coach and support your career goals, how to maintain a life-long relationship and recognize the mutual benefits of mentoring. This knowledge may be the key to your career decision. Expand Your Sphere of Influence This workshop introduces participants to a new way of thinking about cause and effect within complex organizations and interaction with key stakeholders – within functional groups, across departments, and beyond business units. The ability to influence key stakeholders to gain support for your projects or proposals is essential for business and career success.

Corporate Rules of Success- Surviving The Corporate Jungle Are you part of the “in” crowd? Do you enjoy the company and support of your peers and coworkers? Success is only partly determined by the effort of a single individual - few jobs today are done solely by one individual and most jobs consist of multiple individuals working together towards an organizational goal. Success comes to those who possess the interpersonal skills to work and collaborate with others. In this workshop, you will identify the key individuals in your network and develop the skills to win their support and gain access to the “in” crowd. Delegation and Empowerment This workshop will allow you to better understand the concepts and importance of delegation and empowerment, better able to delegate and empower peers, subordinates, and superiors to accomplish objectives. Effective Steps to Strategic Planning How do you implement a strategic planning process in your organization that can be repeated yearly and ensures you get input from all relevant stakeholders? This workshop will show you how to establish and articulate your organization's core competencies, vision, mission, and strategic filters. Using a criteria, you will learn how to prioritize competing initiatives, how to allocate resources to best support those initiatives, and how all of these factors combine to create a compelling strategic plan. Risk-Taking You don’t achieve your dreams by playing it safe. Embracing risk-taking helps you overcome a fear of failure. This workshop will analyze risks you have taken, and what you can do to manage risks. You even get to do a few risk taking exercises.

Assertiveness-Achieving the Perfect Balance

Understand and differentiate Assertiveness from other behaviors. Learn and practice basic professional and social skills that deal with expressing yourself to others. What is being aggressive versus being assertive? Managing Up Organizations benefit when people engage with their peers across functional and business-unit boundaries to bring a range of perspectives, drive change, and embed innovation. Managing up and across is important for your company’s leadership team as they’ll get insights and pushbacks from their staff to help sharpen strategy. Jumpstart Your Career Drive This workshop discusses the importance of having a clear vision which will help move you toward your desired career goals. Presenters will focus on developing action steps in five leading areas: Perspective, Purpose, Priorities, Plan and Performance to drive accountability, commitment and engagement.

Tracks


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MENTOR BIOGRAPHIES


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David Alexander Chief Information Security Officer, Los Angeles Dept. of Water and Power

David Alexander is the Chief Information Security Officer at Los Angeles Department of Water and Power, the nation’s largest municipal utility. He continues to evolve a comprehensive Information Security Program. With over 25 years of IT and power system operations experience, Mr. Alexander has levied his extensive technical and business operation experience to apply sound IT Security practices while meeting the demanding business requirements of the power industry. He is also responsible for the development and coordination of LADWP’s strategic and tactical IT security planning initiatives to reduce risks, respond to incidents, and limit exposure to liability that may result in financial and image loss to the utility. Mr. Alexander has been recognized in his industry for his efforts in leadership. He has received the 2016 Government CTO of the year by the Los Angeles Business Journal and has engaged in leadership in the ISACA Los

Angeles Chapter as Vice President, President, and Director.

Steven Chan Vice President of Finance/ Corporate Controller, Arcus Biosciences

Steven Chan is a financial executive with over 20 years of financial leadership and international industry experience at technology, financial services, retail, and life sciences companies. He’s currently working as Vice President Finance, Corporate Controller at Arcus Biosciences, a biotech company, in the Bay Area and is in-charge of its financial and accounting operations. Prior to joining Arcus Biosciences, he was Vice President Finance, Corporate Controller at MyoKardia where he joined a team that took the company public in 2015. He has also held senior management positions at Solta Medical, a global medical device company, and Moody’s Analytics, a software and services company. He started his career at KPMG and has experience managing all aspects of the accounting and finance functions at companies in varying stages of growth, including two IPOs. Mr. Chan is a certified public accountant in California (inactive status) and holds a B.S. in business administration from the Haas School of Business at the University of California, Berkeley.

Mentor Biographies


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Michael Chee Sr. Manager, Media and Community Relations, AECOM

Michael Chee is a communications expert with more than 25 years of experience dealing with media and reputation issues on behalf of corporations and clients in the private and public sectors as well as the health care industry. He has unique insight into designing and assisting clients to navigate complicated 21st century communication arenas. Mr. Chee currently supports both AECOM corporate communication and branding efforts in the greater LA metro region, and provides strategic communications counsel and program support to its largest client, the Los Angeles Community College District and its seven campuses across the LA region. AECOM is one of the world’s premier, fully integrated infrastructure and support services firms. They design, build, finance and operate infrastructure assets in more than 150 countries around the world—across a broad range of markets including transportation, facilities, environmental, energy, water and government services. Mr. Chee is also a board member of the Asian Pacific Community Fund.

Philip Chen CEO, APEX Computer Systems, Inc.

Dr. Philip Chen is the CEO and Founder of APEX Computer Systems, Inc. After working as a research scientist with McDonnell Douglas Research Laboratories and Dynamic Technology, and publishing numerous scientific research papers and reports in fluid dynamics, instrumentations, numerical computations and data processing, Dr. Chen decided to branch out and maximize his talents in the technology sector. He founded Apex Computer Systems, Inc. in 1983, a nationwide service organization that provides desktop support services, network infrastructure, and business software solutions to companies. A minority Chinese-owned business who understands the challenges of today’s environment, Apex assists the Chinese-owned small business community in Southern California through support and involvement in various community business organizations and regularly hosting free informational seminars. Dr. Chen graduated from USC in 1974 with a doctorate in aerospace engineering and a minor in computer science.

Francis Cheung Past President, AAPA/ Sr. Vice President (Retired), Bank of America

Francis Cheung has over 35 years of technology management experience in Financial Services, Entertainment, Oil Services and Engineering/ Construction and held technology management positions at Bank of America, American President Lines, Sony Pictures Entertainment, Halliburton Company and Brown & Root. Mr. Cheung was Senior Vice President for Bank of America, responsible for infrastructure demand management until 2015. Prior to this, he was Director of Technical Services and Technology Planning, and Program Management Office. He continued his innovation of bringing emerging technologies such as digital content management and distribution/infrastructure best practices to improve business position and cost effectiveness. Francis has a deep passion for developing leaders and has been an advocate for the advancement of Asian American professionals serving as Co-Chair of Asian Leadership Network at Bank of America and a long-time board member of AAPA. He His retirement is a new chapter of his life where he dedicates his passion and experience to focus on meaningful causes.

Mentor Biographies


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Clinton Chien Chief Financial Officer, Peking Handicraft, Inc.

Clint Chien is Chief Financial Officer of Peking Handicraft, Inc. Besides traditional CFO functions, he also leads the IT, HR, Legal and warehouse operations for Peking. Prior to Peking, Clint was a senior finance manager for Southern California Edison major capital projects program. He was an investment banker at Wedbush Morgan Securities, successfully originating and executing M&A and financing transactions. Clint started his career as a civil engineer. He holds a BS, Civil Engineering from UCLA and MBA, Finance & Strategy from Anderson School of UCLA.

Dr. Rita Chuang Orthodontist/ Founder, Aspire Admissions Consulting

Dr. Rita Y Chuang is an Orthodontist who enjoys designing stunning smiles. She appreciates the profound transformation a smile can make on an individual’s confidence and quality of life. She enjoys coaching and mentoring others to fulfill their highest potential. She is the co-Founder of MD BootCamp and Aspire Admissions Consulting services, helping candidates gain admissions to medical, dental, and professional schools. She has several entrepreneurial projects including AllCoveredNow.com, which provides staffing solutions. In addition to private practice, Dr. Chuang served as the Clinical Director of the University of Pennsylvania Dental Medicine’s Department of Orthodontics. Dr. Chuang earned dual degrees in Biological Sciences and Economics from Cornell University, medical training at UCLA and dental training at USC. She also enjoys mentoring the youth through the Big Brother Big Sisters Program and the TAP mentorship program. She speaks Mandarin Chinese, and Taiwanese and Spanish.

Colin Cushnie Vice President, Energy Procurement & Management, Southern California Edison

Colin Cushnie is Vice President of Energy Procurement & Management in the Power Supply unit at Southern California Edison (SCE). He is responsible for SCE’s energy contracting, energy and emissions trading, and energy market operations. Previously, Mr. Cushnie was director of Portfolio Planning & Analysis in the Power Supply unit at SCE, responsible for the company’s wholesale energy solicitation valuations, energy portfolio analysis and risk assessment, demand and price forecasting, and transmission congestion risk management. Mr. Cushnie also served as director of Regulatory Affairs for SCE, representing SCE before the California Public Utilities Commission and other agencies on matters relating to energy procurement and market design. He was responsible for coordinating SCE’s energy requirements during the state’s 2000-2002 electricity crisis, which required the state of California to assume responsibility for power procurement for the state’s financially distressed investor-owned utilities. Mr. Cushnie graduated cum laude from Whittier College with a Bachelor’s in Economics and Business Administration.

Mentor Biographies


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Harry is a Senior Manager in Grant Thornton’s Southern California Advisory Practice specializing in Valuation Services with more than 11 years of professional experience advising publicly-traded and privately-held companies on valuation and finance matters for financial reporting, tax planning, transaction advisory, gift and estate planning, and strategic planning. Prior to joining Grant Thornton, Harry was a Manager at EY’s Transaction Advisory Services group specializing in business valuation services. Prior to joining EY, Harry was a Senior Manager at Strategic Equity Group, an investment banking and valuation advisory services firm focused on middle market companies. Harry graduated from California State University, Pomona with a BS in Business Administration concentrating in Finance. He also holds the CFA® charterholder designation.

Linda Kim Vice President, Senior Global Financial Crimes Compliance Manager Bank of America

Linda Kim is a Vice President and Senior Global Financial Crimes Compliance Manager with Global Risk and Compliance at Bank of America. She is responsible for investigation of frauds and financial crimes. She leads a team of investigators that reviews initial fraud referrals and complete require SAR reporting. Ms. Kim is a Certified Fraud Examiner and a subject matter expert in processing financial crime referrals. Prior to this role, she was a Hedge Funds Investigator, Due Diligence Investigator and Background Screening investigator. She started her career in Consumer Banking. Ms. Kim has been a strong champion of Diversity and Inclusion. She is the recipient of Bank of America Global Diversity and Inclusion Award and Bank of America Southern California Employee Network Award. She is the Co-Chair of Asian Leadership Network (ALN) of Southern California Chapter. She also served on various officer roles within ALN and Toastmasters Club. Ms. Kim plays an important role in engaging associates with several Employee Network groups in promoting diversity and volunteerism. She earned a Bachelor of Arts Degree in Economics from Portland State University.

Mentor Biographies

Harry Giang Senior Manager Advisory Services Transaction Services Grant Thornton LLP Chartered Financial

Analyst

Pam is Real Estate Banking’s Risk & Division Administrative Manager, responsible for establishing the technology and organizational infrastructure necessary for continued growth, and managing the Real Estate Credit Services team for City National Bank, leading a team of talented colleagues who support the Special Assets and OREO Divisions. She has over 35 years’ experience banking and commercial real estate, specializing in construction loans and syndicated finance. Pam was previously the National Training Manager for Bank of America’s Real Estate Group. At CNB, she is also currently the co-chair of both the Asian American Network and the Mentoring Program Steering Committee, and is a dean of the City National University Bram Goldsmith School of Leadership. She is active in promoting financial literacy and has delivered programs to elementary school classrooms and the Downtown Women’s Center.

Pam DiMaria Sr. Vice President City National Bank/Real Estate Banking


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Peter Kim QA/QC Program Manager, Southern California Edison (SCE)

Peter Kim is currently the Regulatory & Compliance Senior Advisor for the Customer Service Re-Platform Program at Southern California Edison. He has been involved with SCE’s $1.6B SmartConnect (Advanced Metering Initiative) and managed a diverse array of Finance and Project Controls projects for the Planning & Performance Reporting and T&D MPO organizations. In the past 20+ years, he has journeyed through the Global Supply Chain, Procurement, Finance and Project Management functions that span Food, Education, Non-Profit, Aerospace, Retail and Utilities industries. Mr. Kim is a proud AAPA and Board Leadership Program (BLP) Alumni, volunteer, and served as the AAPA Alumni Relations Coordinator. He also started the Korean-Americans United for Service (KAUSE) Employee Resource Group (ERG) at SCE. Mr. Kim double-majored in International Economics and East Asian Studies at UCLA, earned his MBA in Marketing from USC and recently completed his MS in Leadership & Management (MSLM) at the University of La Verne.

Mary Lam Founder & President, ACT Camp/ Supervising Appraiser, LA County (retired)

Mary Lam is an Executive Director of the John Maxwell Team, an elite group of certified coaches mentored by renowned leadership expert and New York Times best-selling author John C. Maxwell. After more than 25 years of service in the public sector, Mary harnessed her longstanding passion for helping others to found ACT (Action, Consistency, Transformation) Camps, a company focusing on communication, personal growth and leadership development. She is also a member of the President’s Advisory Council serving on the John Maxwell Team Member Services Committee. Mary advocates lifelong learning, a practice she cultivates in her own daily life. She is a Certified Scheele Learning Strategies Reclaim the Brilliance Facilitator, a proven program that shows participants how to access their inner resources to best facilitate continual learning. Previously, Mary was president of the Los Angeles Chapter of the International Association of Assessing Officers, and an Executive Board Member of the Los Angeles County Asian American Employees Association. Currently, she is a member of the National Association of Professional Women and proudly serves as a mentor with the Asian American Professional Association. Mary holds a Master’s Degree in Special Education from the University of Texas at Dallas.

Mentor Biographies


28

David K. Lee Project Manager, Configuration and Data Management, Northrop Grumman

David K. Lee is the Project Manager for Configuration and Data Management at Northrop Grumman Corporation, providing management support to programs and projects, including Earth Observing System (EOS): Aqua and Aura, James Webb Space Telescope (JWST), Advanced Technology Programs (ATP), Advanced Mission Programs (AMP), Space Radar (SR), and Airborne Laser (ABL), among others. He is an engineering professional with extensive experience in configuration and data management as well as project management. He also has a solid background in diversity, engagement and inclusion from his involvement with company employee resource groups. Mr. Lee holds various executive board member and officer positions with various non-profit organizations supporting the increase in diversity leadership. He enjoys reading, writing, traveling and volunteering in the community. Mr. Lee has a Bachelor’s in Industrial Engineering from CSU Northridge and numerous professional certifications.

Liza Legaspi Project Manager, Southern California Gas Company

Liza Legaspi is a Project Manager at Southern California Gas Company. Her expertise is in planning and executing direct response marketing programs, applying continuous improvement processes to create competitive advantages and develop strong business relationships, and developing effective brand marketing and advertising programs. Prior to being a Project Manager, Ms. Legaspi was a Communications Lead and Sr. Communications Advisor at Southern California Gas Company. Prior to these roles, she was an Account Director at ES Advertising, Account Supervisor at interTrend Communications, Inc. and Marketing Manager at Advanced Telecom Solutions, Inc. Ms. Legaspi has a Bachelor’s in Accounting from Polytechnic University of the Philippines and a Master’s of Business Administration from Brandman University.

Mentor Biographies

Mentor Biographies

William (Bill) Mao started his career at the Orange County Transportation Authority (OCTA) as its Manager of Financial Planning and Budgeting (FP&B). He later became head of the agencies information technology department. There, he restructured the department into a customer oriented, technology-embracing organization whose goal is to bring relevant value added technology to OCTA’s diverse business units. His corporate career includes key management positions in finance and information technology with the Walt Disney Company, Digital Equipment Corporation and Xerox. Mr. Mao received his Bachelor of Arts in Economics from the University of California at Los Angeles and a Masters’ in Business Administration, from Pepperdine University. He is tri-lingual, being fluent in Spanish, Mandarin Chinese and English. Bill Mao

CIO, Orange County Transportation Authority


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Tae Nam Senior Vice President American Realty Advisors

Tae Nam is currently a Senior Vice President at American Realty Advisors (ARA), one of the largest privately-held real estate investment firms in the U.S with over $8 billion in assets under management. His responsibilities include asset management services, strategic planning, underwriting new acquisitions, dispositions, leasing, and financial analyses for each of the assets in the portfolios. In his 16-year career, he has supervised portfolio and asset management of over $4 billion in real estate, participated in acquisition and disposition of over $1 billion, and has structured and completed over $650 million in lease transactions. Prior to joining ARA, Mr. Nam was a Senior Director, Asset Management, at Adler Realty Investments, Inc. where he was responsible for overseeing asset management and assisting with acquisitions of industrial, retail, office, and land development properties across the U.S. Prior to that, he served as an Executive Vice President at Jamison Properties, Inc. Mr. Nam has earned a B.S. degree from The Johns Hopkins University and a M.B.A. from the University of Pennsylvania, The Wharton School.

Vinh Ngo Senior Vice President Commercial Real Estate Banking Bank of America

Vinh Ngo is a Senior Vice President, Risk Manager for the Commercial Real Estate Bank division at Bank of America. Vinh joined the Bank in 1996 after graduating from the University of Southern California with dual degrees in Accounting and Real Estate Finance. In his current role, he is responsible for the bank’s commercial real estate portfolio for the Greater Los Angeles and Southern California area markets. He joined the Bank as a Real Estate credit analyst, went on to work as an Underwriter, and later a Relationship Manager. Vinh is a co-chair of the Greater Los Angeles Asian Leadership Team, an across the lines of business group that focuses on Asian business integration at the Bank. He is a Chair Emeritus and Advisor for the Asian Leadership Network, an Employee Network that focuses on career development and community outreach. Vinh is a board member of the Chinatown Service Center which provides health and social services for the low-income community in greater Los Angeles; Board President for the Garvey Education Foundation and is currently serving a 4-year elected term as a Governing Board Member of the Garvey School District. Vinh received the prestigious Bank of America Global Diversity and Inclusion Award for his positive impact in the workplace and in the community in 2016. He has also received continuously since 2008, The President’s Volunteer Service Award. In his spare time, he enjoys being an involved father to his two teenagers, attending their many activities as well as bringing them to various volunteer events to teach them the value of giving.

Mentor Biographies


30

Thomas Phelps IV Vice President, Corporate Strategy & CIO, Laserfiche

Thomas Phelps IV is the Vice President of Corporate Strategy & CIO for Laserfiche, a global software company headquartered in California. He is currently responsible for corporate strategy, vertical marketing, analyst relations, corporate training and enterprise IT governance. He was part of the executive team that launched Laserfiche Cloud in 2015, which provides organizations with an innovative cloud platform that enables a digital, collaborative business. Previously, Mr. Phelps was the national entertainment and media champion for cybersecurity at PwC. He led C-level relationships with clients and served as the Advisory Services leader for two Fortune 500 companies. Prior to PwC, he was on the Motorola start-up team that launched the Internet Software Products Division, and worked on the “away team” for Motorola’s MOS-12, a new $1.5B wafer fabrication facility. Mr. Phelps is on the Executive Board for UCLA IS Associates, serves as board member and immediate past-president of Ascend Los Angeles, and is a board member of ISACA Los Angeles. He earned his BBA in Management Information Systems from University of Texas at Austin.

Elaine Quach Director, GL Accounting, Pacific Summit Energy LLC (PSE)

Elaine Quach is the Director of GL Accounting at Pacific Summit Energy LLC (PSE) responsible for overseeing the commodity accounting operations and financial reporting including liquefied natural gas (LNG) activities for PSE and its affiliates. She is also responsible for the technical accounting of PSE’s commodity transactions. Prior to that, she was with Southern California Edison (SCE) for 10 years supporting its power procurement function. Ms. Quach has over 20 years of experience in the areas of finance, accounting, tax, auditing, internal controls, and system implementation. Prior to joining SCE in 2006, Ms. Quach was the Audit Manager at Singer, Lewak, Greenbaum, & Goldstein LLP. She spent 10 years in public accounting working with clients in entertainment, healthcare, manufacturing, and software. Ms. Quach is a licensed CPA with a Bachelor of Science degree in Accounting from Cal State LA, MBA from Pepperdine University, Strategic Leadership Certificate from UC San Diego Rady School, and Project Management Certificate from UC Irvine.

Edwin Ro Senior Manager, Business Controls, Southern California Edison

Edwin Ro is currently the Senior Manager of Business Controls in the Customer Service Unit, Customer Programs & Services Division at Southern California Edison (SCE). He is responsible for managing a team of professionals who lead and manage projects that pertain to internal and regulatory audit support, quality assurance, and focused process reviews. His past work experience includes internal audit, information security, and information systems at various organizations including Farmers Insurance, LA County, and KPMG. Mr. Ro is a member of the Information Systems Audit & Control Association and the Institute of Internal Auditors. He studied Business Administration at California State University, Northridge and earned his MBA from University of California, Irvine.

Mentor Biographies

https://www.laserfiche.com/

https://isassociates.org/

http://www.ascendleadership.org/

http://www.isacala.org/


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Jennifer Roeder Recruiting Director RGP

Yiu Man So Sr. Principal/Project Chief Engineer, Raytheon Company

Yiu Man So is a Senior Principle Engineer/Project Chief Engineer at Raytheon Company. He has co-authored several journal articles and conference papers on Photonic oscillators and holds two U.S. patents. Mr. So has demonstrated a passion in STEM (Science, Technology, Engineering and Mathematic) for the younger generation. He developed a STEM workshop, titled “Bring your child to the workshop and you may go home with a scientist”. Over the past ten years, Mr. So served as Chair of the CESASC Scholarship Committee (2007-2009), Chair of NAAAP Scholarship Committee (2008), President of CESASC (2009-2010), and Chair of CESASC Student Essay Competition Project since 2013. He mentors students during the FIRST Robotic competition, Judge for the California State Science Fair, and Grand Judge for the Intel International Science and Engineering Fair (ISEF). He received Six-Sigma award from Raytheon Company and has delivered motivational speeches at high schools, universities, and Asian American events.

Mentor Biographies

Jennifer Roeder is the Los Angeles Human Capital Recruiting Director for Resources Global Professionals (RGP). She is responsible for full life cycle recruiting of professional staff. This includes sourcing, screening and interviewing candidates as well as developing and maintaining a diversified pool of candidates to match anticipated market hiring needs. She has been responsible for an entire company’s HR organization and she has managed a Leave and Disability organization at a remote call center. Ms. Roeder’s project management skills have been applied towards large organizational transformation and she has consulted independently on corporate strategy development. In 2012, she received the Asian American Professional Achievement Award and was inducted into the President’s Pioneer Society at Northrop Grumman Corporation. Ms. Roeder volunteers with Great Minds in STEM, a non-profit group that promotes STEM education in under-represented communities. She holds a Bachelors in Psychology from CSU Bakersfield and a Master of Arts degree in Psychology from Pepperdine University


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Bryant Tam Program Manager, Google

Gil Tam Director (Retired), Grid Contracts, Southern California Edison

Gil Tam is a retired executive from Southern California Edison Company. He started his career with Edison in 1975 as an Assistant Plant Engineer at a power generating station. Over the course of 32 years, he progressed through several management positions and finally retired in September 2007. After his retirement from Edison, he worked as a Principle Consultant for Electric Power Group in Pasadena for 6 years. Mr. Tam has provided career mentoring and coaching to young professionals as well as high school and college students for over 10 years. He is an Elder at a Presbyterian Church and a member of the Full Gospel Businessmen Fellowship International. He graduated from California State University of Long Beach with a BS degree in Mechanical Engineering in 1974, and has retained a Professional Engineering License in the State of California since 1976.

Pokil Wong President, GDI Group/ Marketing Manager (retired), IBM

Pokil Wong joined IBM in 1984 in Houston, Texas as a student intern. He had a 26-year sales/marketing career with IBM working with Fortune 500 clients in large enterprise projects. Mr. Wong is currently a B2B market management consultant for information technology. As an AAPA mentor, he specializes in personal branding, career planning, and corporate culture. He has a B. S. in Biology, M.S. in Pharmaceutical Chemistry, and a PhD in Education. Linkedin profile: www.linkedin.com/pub/pokil-wong/5/182/879/

Bryant Tam has over 12 years of combined experience in Operations, Performance & Program Management, and Strategic Planning & Execution. He started his professional career in management consulting before joining Southern California Edison (SCE) in 2009. At SCE, Mr. Tam started as an Analyst and was soon managing multi-million-dollar capital projects. At age of 29, he became the youngest Asian-American Operations Supervisor in SCE’s Distribution Business Line, leading a front-line operations team servicing six major cities. In 2015, he made the leap to join Clutter, a Sequoia Capital backed startup and led their SoCal Region amidst frantic growth. After a year in the start-up scene and in an effort to continue pursuing his passion for making an impact with technology, he recently relocated to the Bay Area and joined Google as a Program Manager on the Google Express team. Mr. Tam earned a Bachelor’s degree in Economics from UC Irvine and an MBA from the University of North Carolina, Kenan-Flagler Business School.

Mentor Biographies

http://www.linkedin.com/pub/pokil-wong/5/182/879/


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LEARNING AGREEMENT & EVALUATION


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Learning Agreement

Every mentoring experience is unique, based on the needs of the participant and the mentor. Regardless of the form that the relationships takes, it is essential to begin with a clear focus on what you and your partner seek from the experience.

Mentee’s Aspirations Identify mentee’s career aspirations (short and long term)? ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Be specific about the capabilities, skill or knowledge you’re working toward. What areas will the two of you focus your attention on?

Mentoring Goals (Specific, measurable, attainable, relevant, time-bound) 4/30 8/30 11/30

1

2

3

Action Plan Status/Result 1 _________________________________

1_________________________________

2_________________________________

2_________________________________

3_________________________________

3_________________________________

CHECKPOINTS

1

Mentoring Categories: Career

Planning/Advancement Workplace Issues/Advice Professional Skills Others

(Fill out the mentoring goals at the first meeting. Be prepared to discuss with mentor when he/she is assigned. )


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There are six ways to think about mentoring partnerships. It’s rare that a single mentor “does it all” but it is a useful place to begin discussing mutual expectations. What do the mentor and mentee expect of each other?

Learning Agreement

2

________________________________________

________________________________________

________________________________________

________________________________________

________________________________________

___________________

___________________

___________________

___________________

___________________

___________________

___________________

Connector: Introduces you to others, shares their network, links you to others.

Sounding Board: offers honesty and friendship, provides listening & support.

Coach: helps you learn a specific skill and gives you regular feedback.

Guide: provides advice, shows you the path, helps you see important things along the way.

Advocate: propels your growth, makes your accomplishments visible to the organization.

Savvy Insider: knows the company ropes and how things really get done; politically savvy

WHAT do we do? This is a frequently-asked question by both mentors and mentees. Sometimes both mentors and mentees meet to talk about relevant topics. However, most people report that activities are the most valuable part of mentoring.

What is your learning style?

People

Information

Action

2 3

Select mentoring activities that help you accomplish your Goals (step 1)

o ___________________

o ___________________

o ___________________

o ___________________

o ___________________

o ___________________

Mentor Name: ____________________________ Cell: _________________________________

EMAIL: __________________________________


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We are entering into a mentoring relationship which we expect will benefit both of us. We want this to be a rewarding, learning experience, with most of our time together spent in substantive development activities. (Sign this agreement at the first meeting.) We have discussed and agreed to the specifics of our mentoring relationship, including (1) the focus, (2) our roles, and (3) learning activities. To clarify our relationship, we have agreed to the following operating guidelines: MUTUAL RESPONSIBILITY We are mutually and equally responsible for the success of this mentoring relationship. Are there any challenges or barriers to our success that we should discuss now and problem-solve? CONFIDENTIALITY What kind of issues and situations are “fair game” for this relationship? What agreements do we want to have about the confidentiality of our discussions and activities? OTHER What other areas should be the subject of our discussion and agreement?

Mentor Date Mentee Date

EVALUATION ASSESSMENT: (Complete this form online by 12/1/18)

Mentee Comments: ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ WORKSHOP ATTENDANCE: √ or X WS#1: 4/7 WS#2: 5/19 WS#3: 9/15 VOLUNTEERED? √ or X LEARNING HUB ATTENDANCE: √ or X LH#1: 3/17 LH#2: 4/26 LH#3: 8/23 VOLUNTEERED? √ or X Indicate if volunteered at Other Special Events: √ or X ________ ________ ________ Date Date Date Mentor Comments:

__________________________________________________________________________________________________________________________________________________________________ _________________________________________________________________________________

Learning Agreement


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PARTNERS Special thank you to our generous partners and supporters!

AAPA would like to thank the AAPA Board, Mentors, Mentees, Staff, Volunteers, Corporate and Community Sponsors and Partners for

their continued support and dedication!


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Contacts Program Managers Freya Nishimura [email protected]

Lia Andika [email protected]

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