{"id":1569,"date":"2013-10-07T13:19:55","date_gmt":"2013-10-07T17:19:55","guid":{"rendered":"http:\/\/blogs.shu.edu\/StillmanLeaders\/?p=1569"},"modified":"2013-10-07T13:19:55","modified_gmt":"2013-10-07T17:19:55","slug":"noel-girgentis-first-group-mentoring-session-group-8-session-1","status":"publish","type":"post","link":"http:\/\/blogs.shu.edu\/StillmanLeaders\/2013\/10\/noel-girgentis-first-group-mentoring-session-group-8-session-1\/","title":{"rendered":"Noel Girgenti’s First Group Mentoring Session – Group 8, Session 1"},"content":{"rendered":"

On Tuesday, October 1st, Noel Girgenti hosted her first group mentoring session of the year! Even with a small group of two executives and five students, the conversation was intimate and loaded with personal anecdotes of major experiences in the executives’ lives that contained important lessons for the students on their career journey. The conversation commenced with the question: “We all have a common end goal: have a successful internship or job. How did you get to where you are now through your personal interactions and emotional intelligence?”<\/p>\n

\"\"<\/p>\n

Group mentoring leader Noel Girgenti. Photo\u00a0<\/i>courtesy of LinkedIn.com<\/em><\/span><\/p>\n

This question opened up a gateway to other facets of conversation. The stories of the executives were intriguing, impressive, and included countless key take-a-ways for how the students will learn to conduct themselves in the work place. The one major lesson though was to always stay true to yourself and do what you believe is best.<\/em><\/p>\n

Students were able to ask questions about their internship experiences in comparison to the executives’ stories and speculate about circumstances that they would need to be proactive about instead of reacting to the situation. Other portions of conversation included culture of a work place and making transitions.<\/p>\n

As the hour and a half session continued on with a rich conversation, bonds were made between the students and executives during this experience. Overall, it was a magnificent evening filled with much learning from the wise words of the mentors.<\/p>\n

Congratulations, Noel, on your first group mentoring session!<\/p>\n

 <\/p>\n

Included below are the meeting minutes:<\/p>\n

Meeting Minutes \u2013 October 1st<\/sup>, 2013 \u2013 6:30 PM \u2013to 8 PM<\/b><\/p>\n

Attendance<\/span>: Noel Girgenti, Ryan Stetz, Theo Filardi, Geoffrey Thomulka, Vina Tailor, Bob Franco, Pat Haverland<\/p>\n

 <\/p>\n

Introductions<\/i><\/p>\n

–\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Students: Major, year, \u00a0internships interests, and past internships opportunities<\/p>\n

–\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Executives: Job descriptions, basic information, graduated major<\/p>\n

\n
\n<\/div>\n

What\u2019s your journey? How did you get your jobs? What kind of interactions with people got you where you are now?<\/i><\/p>\n

–\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Pat \u2013 interactions for entry level positions \u2013 eyes and ears open, observation of culture and behavior (\u201cthe norm\u201d), organization<\/p>\n

    \n
  • Job hunting process\n
      \n
    • You are who you are<\/li>\n
    • Don\u2019t deviate from your own personality, show who you are \u00e0 work better when comfortable with self<\/li>\n<\/ul>\n<\/li>\n
    • What color is your parachute? \u00e0 inventory of what you really like to do<\/li>\n
    • My journey has been to learn strengths and weaknesses\n
        \n
      • Ask for feedback and work on it<\/li>\n
      • Be open to new opportunities and changes \u00e0 CHANGE IS A GOOD THING<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n

         <\/p>\n

        –\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Bob \u2013 early stages in career are irrelevant to employment now<\/p>\n

          \n
        • Early jobs give foundation into finding yourself at different companies\n
            \n
          • Was hard to do new things in company \u2013 young, wanted to try something else \u2013 changed<\/li>\n
          • Found a perfect fit at American Express for himself<\/li>\n<\/ul>\n<\/li>\n
          • Act and perform like those in different fields \u00e0 fit in if you need to<\/li>\n
          • Know what authority figures want \u2013 help them out and make connections<\/li>\n
          • Network \u00e0 make appointments with authorities \u2013 convert what you\u2019re working on to something he\/she may be interested in later \u2013 5 minutes opportunities \u2013 follow up (build advocacy \u2013 open new opportunities)<\/li>\n<\/ul>\n

            –\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Advocates displaced during 9\/11 \u00e0 tried something different<\/p>\n

            –\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Adapt to culture to make a difference<\/p>\n

            –\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Great companies on resume give openings<\/p>\n

            –\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Present self as service to person who has needs NOT candidate<\/p>\n

              \n
            • Draw from one set of experiences and apply to others<\/li>\n
            • ASK THOUGHT-PROVOKING QUESTIONS (way to find what is important to person)<\/li>\n
            • Try and solve other person\u2019s problem for them \u00e0 be a \u201csalesperson\u201d \u00e0 don\u2019t care about own needs until someone tells you what they need<\/li>\n<\/ul>\n

              –\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Be flexible in the form \u2013 talk to everyone<\/p>\n

              –\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Don\u2019t be the person who is stuck doing something forever when you\u2019re too young \u00e0 don\u2019t rule out anything until it is an offer<\/p>\n

              –\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Passion does not have a title<\/p>\n

              \n
              \n<\/div>\n

              Relationships and Culture at Work<\/i><\/p>\n

              –\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Pat \u2013<\/p>\n

                \n
              • When you leave work \u00e0 sometimes become more personal AFTER leaving work atmosphere<\/li>\n
              • Preference between separating the two: work (represent and maintain professional self \u2013 people are watching you) and personal<\/li>\n<\/ul>\n

                –\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Bob \u2013 family experience \u2013 you may experience love being at work and forget about personal life at times<\/p>\n

                  \n
                • Also understand flip side<\/li>\n<\/ul>\n

                  –\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Pat & Bob \u2013 \u201cboring\u201d work now is paying your dues<\/p>\n

                    \n
                  • Bob \u2013 you\u2019re always doing something positive for the company whether you realize it or not\n
                      \n
                    • What happens when people are not drawn to their work? \u00e0 Fear makes people conservative and rigid \u00e0 not active or imaginative<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n
                      \n
                      \n<\/div>\n

                      Why are phone interviews harder?<\/i><\/p>\n

                      –\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Pat \u2013 Body language is 80% of interaction<\/p>\n

                        \n
                      • Interviewer cannot get true read of person<\/li>\n
                      • Just looks at answers not actual engagement or emotions \u00e0 cannot really express over phone<\/li>\n
                      • Job candidate can\u2019t tell about the interviewer either<\/li>\n<\/ul>\n

                        –\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Bob \u2013 can only show voice<\/p>\n

                        –\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Hard to see interest<\/p>\n

                        –\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Energy of presence cannot be displayed \u00e0 face, handshake, etc. that sets you apart<\/p>\n

                        \n
                        \n<\/div>\n

                        Transitions<\/i><\/p>\n

                        –\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Out of comfort zone?<\/p>\n

                        –\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Pat \u2013 did not like competitive organization with overbearing (\u201cmasters of the universe\u201d) people<\/p>\n

                          \n
                        • Asked to do things that did not keep with ethical standards<\/li>\n
                        • \u201cTone is [actually<\/i>] set at the top\u201d<\/li>\n
                        • Company went into \u201cgrey zones\u201d<\/li>\n
                        • Learn something from everything you do<\/li>\n
                        • Learn how to address without compromising self \u2013 say why you don\u2019t want to do something specifically \u2013 depend upon own instincts<\/li>\n<\/ul>\n

                          –\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Bob \u2013 like to take on challenges and \u201cimpossible tasks\u201d \u2013 project level equals the comfort required when taking on new tasks<\/p>\n

                            \n
                          • Can\u2019t solve something? Be comfortable saying that you can\u2019t do it \u2013 say that you are not that person and maybe somebody else can fill in<\/li>\n
                          • There is a time to say \u201cI\u2019m out\u201d<\/li>\n<\/ul>\n

                            –\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Bob & Pat \u2013 never cross a line that has to deal with ethics<\/p>\n

                              \n
                            • Rather quit<\/li>\n
                            • Bob \u2013 die on my sword rather than another\u2019s\n
                                \n
                              • Never felt mistreated \u2013 not tied down \u2013 see everything as great experience<\/li>\n<\/ul>\n<\/li>\n
                              • Pat \u2013 always save money in case of getting fired or quit\n
                                  \n
                                • Some people want to be elsewhere but need the job that they are in now \u2013 only breadwinner in household \u00e0 Do what they\u2019re told so they don\u2019t ruin opportunity<\/li>\n
                                • Tell boss exactly what you think \u2013 don\u2019t be afraid to stick neck out<\/li>\n
                                • Have a rainy day fund for situations like theses<\/li>\n<\/ul>\n<\/li>\n
                                • Bob \u2013 even if you don\u2019t have a rainy day fund, don\u2019t let that hold you back from quitting or not doing something unethical<\/li>\n<\/ul>\n
                                  \n
                                  \n<\/div>\n

                                  How do we use our leadership skills in entry level positions?<\/i><\/p>\n

                                  –\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Bob \u2013 making circumstances better than you found them, can lead ANYONE including boss<\/p>\n

                                    \n
                                  • No formula to be a leader \u00e0 become you own version \u00e0 don\u2019t be so mechanized like a textbook<\/li>\n<\/ul>\n

                                    –\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Pat \u2013 those who are watching will see the qualities you bring to the table<\/p>\n

                                      \n
                                    • Be proactive and collaborate<\/li>\n
                                    • Be objective when judging others (comments, projects worked on, etc.)\n
                                        \n
                                      • What characteristics do they have? \u00e0 Potential? \u00e0 Want to develop those people that have that potential<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n
                                        \n
                                        \n<\/div>\n

                                        Expectations from here:<\/i><\/p>\n

                                        –\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Gain insight on how mind of person in business operates<\/p>\n

                                          \n
                                        • Obstacles to overcome<\/li>\n<\/ul>\n

                                          –\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Key take-a-ways<\/p>\n

                                            \n
                                          • Excited by what others go through and what is meant to come for us as students<\/li>\n
                                          • Ethical dilemma problem solving \u2013 making best decisions<\/li>\n
                                          • Perspective shifts of the goals of higher-ups<\/li>\n
                                          • Present self as service to others \u2013 what you can bring to them<\/li>\n
                                          • Psychological perspectives \u2013 what happens when different minds come together \u2013be yourself and be flexible<\/li>\n
                                          • Enlightened us to see different side of the coin besides technical things such as resume, interview, etc.<\/li>\n
                                          • Keep opportunities and options open<\/li>\n<\/ul>\n

                                            –\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Talk about what we do in the classroom<\/p>\n","protected":false},"excerpt":{"rendered":"

                                            On Tuesday, October 1st, Noel Girgenti hosted her first group mentoring session of the year! Even with a small group of two executives and five students, the conversation was intimate… <\/p>\n","protected":false},"author":1558,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[11],"tags":[],"class_list":["post-1569","post","type-post","status-publish","format-standard","hentry","category-group-mentoring"],"_links":{"self":[{"href":"http:\/\/blogs.shu.edu\/StillmanLeaders\/wp-json\/wp\/v2\/posts\/1569","targetHints":{"allow":["GET"]}}],"collection":[{"href":"http:\/\/blogs.shu.edu\/StillmanLeaders\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/blogs.shu.edu\/StillmanLeaders\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/blogs.shu.edu\/StillmanLeaders\/wp-json\/wp\/v2\/users\/1558"}],"replies":[{"embeddable":true,"href":"http:\/\/blogs.shu.edu\/StillmanLeaders\/wp-json\/wp\/v2\/comments?post=1569"}],"version-history":[{"count":1,"href":"http:\/\/blogs.shu.edu\/StillmanLeaders\/wp-json\/wp\/v2\/posts\/1569\/revisions"}],"predecessor-version":[{"id":1571,"href":"http:\/\/blogs.shu.edu\/StillmanLeaders\/wp-json\/wp\/v2\/posts\/1569\/revisions\/1571"}],"wp:attachment":[{"href":"http:\/\/blogs.shu.edu\/StillmanLeaders\/wp-json\/wp\/v2\/media?parent=1569"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/blogs.shu.edu\/StillmanLeaders\/wp-json\/wp\/v2\/categories?post=1569"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/blogs.shu.edu\/StillmanLeaders\/wp-json\/wp\/v2\/tags?post=1569"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}