1. Mentor Program U.S. ARMY SOLDIER SUPPORT INSTITUTE
NONCOMMISSIONED OFFICER ACADEMY 1

2. Terminal Learning Objective
ACTION: Conduct U.S. Army Soldier Support Institute Mentor Program Overview
CONDITIONS: In a classroom environment, given doctrinal publications, branch-specific Leader Development information briefings, personal experience, and facilitated discussions.
STANDARDS: Communicate the principles of Army Mentorship.

3. SSI Leader Development
Mentor Program Overview
Formalize classroom leader development program IAW CASCOM CG Guidance
Assign Senior Leader mentors to each OES IMT, PME and Functional Course
Encourage use of multiple forums such as PT, class briefs, brown bag lunches, social events, one-on-ones, etc.
Solicit support from senior leaders to conduct classroom OPDs and serve as graduation speakers.
Continue General Officer / Senior Leader engagement with students when visiting - add VTC / DCS engagement where availability allows.
REFERENCES
FY17 CASCOM Training Guidance, Priority 2 – Develop Game-Changing Leaders, Mentorship in Professional Military Education (PME) Classes
ADP 1, The Army
ADRP 1, The Army Profession
ADRP 6-22, Army Leadership
ADRP 7-0, Training Units and Developing Leaders

4. Mentorship Definitions Mentoring Mentoring Stages
Mentor Roles and Responsibilities
Benefits of Mentorship
Summary

5. Definitions Mentor Mentorship Mentee or Protégé
A person who is a wise and trusted counselor.
Mentoring takes place when an experienced leader provides a less experienced leader with advice and counsel to help with professional and personal growth.
Is normally occupation-specific with the mentor having expertise in the same occupational specialty or area as the mentee.
Mentorship
The voluntary developmental relationship that exists between a person of greater experience and a person of lesser experience that is characterized by mutual trust and respect.
Mentee or Protégé
A less experienced individual with whom a mentor shares knowledge and provides guidance. 5

6. Mentoring
Mentoring takes place when the mentor provides a less experienced leader with advice and counsel over time to help with professional and personal growth.
The developing leader often initiates the relationship and seeks counsel from the mentor.
The mentor takes the initiative to check on the well-being and development of that person.
Mentorship affects personal development (maturity and interpersonal and communication skills) as well as professional development (technical, tactical, and career path knowledge).
Mentorship helps the Army maintain a highly competent set of leaders.
The strength of the mentoring relationship relies on mutual trust and respect.
Protégés carefully consider assessment, feedback, and guidance; these become valuable for growth to occur.

7. Mentoring Stages
Prescriptive
Persuasive
Collaborative
Confirmative

8. Mentor Roles and Responsibilities
Counseling
Guiding
Career Advising
Role Modeling
Motivating

9. Benefits of Mentoring Mentees Mentors Organization
Increased confidence.
Enhanced career satisfaction.
Increased career opportunities.
Mentors
Satisfaction of fostering growth.
Pride in achievement of another.
Opportunity to practice management, leadership, and interpersonal skills.
Develop rewarding professional contacts.
Organization
Development of qualified and skilled individuals.
Conservation of corporate knowledge and memory.
Increase commitment.
Reduced turnover.
Improved performance.

10. Financial Management School
Leader Development
Mentor Program
Financial Management School
COL Richard J. Hoerner
Commandant, Financial Management School
Chief of the Finance Corps
CSM Gennaro A. Penn
Command Sergeant Major, Financial Management School
Regimental CSM
As of: 8 Aug. 2018, ver 2.0

11. Commandant’s Priorities FMS Commandant’s Top Five
Near Term Priorities
Refine FM task, define new tasks – Critical Task Site Selection Board
Leader Development/Mentoring Program
Develop S8 Orientation Course
Maximize ERP solutions
FMS Commandant’s Top Five
Document Collective and Individual Task in MTPs for the FM community
2. Financial Management Training Redesign (IMT & PME)
3. Financial Management Leader Development Strategy
4. Develop a Simulated Training Environment Delivery System
5. Document and Implement the One-Army-School Execution Plan
Objectives
Develop Leaders of Character
Train & Educate FM Soldiers & Civilians
Design FM DOTMLPF-p Solutions ISO the AOC, AFC-S, and AWfC: #16
End State
Produce leaders who are operationally grounded, enable Commanders, and enhance fiscal stewardship to facilitate audit readiness; provide DOTMLPF-p solutions which support Commanders

12. FMS Mentoring/ Senior Leader Objectives
Purpose
Formalize classroom leader development program IAW CASCOM CG Guidance
Assign Senior Leader mentors to each PME and IMT Class
Use multiple forums for interaction (PT sessions, class briefs, brown bag lunches, Ice breaker events, VTC/DCS, etc…)
Guidelines
Will not interfere with POI requirements
Will coordinate with SGLs to standardize message and outcome
Understand rules of engagement
Shape 3 topics areas
Character/Ethical Development
Audit readiness /Fiscal & Legal Challenges
Commander & Leadership Readiness
SGL’s will provide to SL
Class demographics
Specific Developmental topics
Schedule for developmental opportunities
(PT sessions, brown bag lunch, VTC and DCS engagements, Ice breakers and graduation dates)
Feedback from class after engagement
FMS due-outs
Document Senior leader guidelines
Establish pool of available Senior Leaders
(ASCC, FMSC, Corps & Division, and GO/SES support)
Implementation of Senior Leaders on class schedule
Solidify focus areas

13. Mentorship Program Imperatives
1. Increased Commitment to the Army/Increased Retention – Increases mentee’s
understanding and acceptance of Army goals, Army Values, and Warrior Ethos. It helps mentees feel that they are an integral part of the Army
2. Improved Performance - Expand their technical, interpersonal, and leadership skills through the mentorship relationship. Help identify and prepare junior leaders for positions which best fit their needs and interests. Enabling the Army to fill positions with the most capable, motivated personnel. Mentoring is functionally efficient, because instead of floundering on their own, mentees are helped by their mentors to develop more direct career road maps.
3. Leader Development – Mentors serving beyond the chain of command increase the effectiveness of leader developmental activities that occur within the chain of command, and generally produces leaders who are comfortable with the responsibilities of senior level positions.
Mentor’s Imperatives

14. FMS Career Focus Areas Professional Military Training
Initial Military Training
ALC
Disbursing Agent/Manager
Internal Control NCO
J8/G8/Resource Management
SLC
Deputy Disbursing Officer/Disbursing Manager
J8/G8/S8/Resource Management
Financial Management Manager
Detachment Sergeant
FMCCC
Company Commander
Brigade S8
Budget Analyst
AIT
Military Pay Clerk
Cashier in Disbursing
Input Clerk in GFEBS
BOLC
Disbursing Officer (DO)
BDE S8
Financial Management Officer
Developing and Producing Game –Changing Leaders who demonstrate good Character and are Competent and Committed and who make decisions and take actions that are Ethical, Effective and Efficient.

15. Questions