This panel presentation will include mentors and mentees perspectives on the future of the community. Several suggestions have been made for structural changes to encourage broadening relationships and builidng on regional opportunities in STTI. Paramount to the success of the Global Leadership Mentoring Community is the professional engagement of the mentor and the mentee. To strengthen the mentee network, monthly and quarterly social group calls can be made among mentees. This could to provide a platform that would increase group exchanges and foster harmony, camaraderie, teamwork, shared lives, and friendships among global mentees. Potentially an Internship or Exchange Program with the regional mentors is another avenue to consider to enhance interaction. This program aims to provide real life application and certification to theoretical foundations laid by the global mentor. Funding can be explored through the local chapter of the mentee, partly from STTI and from the mentee herself. This initiative could not only increase strong regional presence but provide hands on leadership experience for the mentees. Another strategy is to develop a formal culminating activity or shared output between the mentor and the mentee. This will build on the leadership journey and provide a tangible product of the work. Outputs such as research, volunteer work, or a published article would enhance mentor-mentee collaboration and confidence in the global arena. Another suggestion for sustainability is for mentors to continue to be being flexible. Moreover, planning for more collaboration and having mentors and mentees work either in writing a research proposal for publication in an area of interest or work on a project for the STTI could strengthen relationships.
Challenges to the development of the mentor-mentee relationships through the Global Leadership Mentoring Community have been partially addressed in the first year. Technical, cultural, and communication difficulties made the first year difficult. There was unexpected joy and accomplishment in learning about others and engaging across geographic distance with nursing colleagues who shared similar experiences and values. In developing the model for the future we can build on what we have learned. One suggestion has been to have meetings scheduled in advance at a consistent time. New technology (Zoom, WebEx) may be used in addition to Skype. Improved orientation for both mentors and mentees will support all participants knowing the expectations of the community. As the model develops more clearly, those expectations can be shared with prospective participants. There are opportunities for members to become more knowledgeable about global health issues, professional nursing roles, and exemplary nurse leaders. However, with participants having busy professional lives there must be a balance. The future for global leadership mentoring must be intentional and based in a culture of learning. We look forward to what that future holds!