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THE EMPOWERED NURSE

relationships may be much shorter and there are mentoring rela- erans, Baby Boomers, Generation Xers, and the Millennials. On
tionships that last a lifetime. Fiedler, Read, Lane, Hicks, & Jegier one end of the spectrum are nurses preparing for retirement and
(2014) posited that study results were the same irrespective of at the other end are new graduate nurses (NGN), many of
the length of time of the mentoring relationship. The quality, whom have attained the first degree and job. Each generation
not the quantity, of the relationship had the greatest impact. grew up in a different era and thought processes, behaviors, ca-
To strengthen the mentoring relationship, regular meetings reer goals, values, and response to authority figures were shaped
and communication are required. Meeting structure varied from by the socio-economic, political, and cultural norms of the time.
formal weekly to monthly meetings, informal telephone conver- While it is important to not over-generalize individuals based
sations, emails, and texting as ways to meet and share. To ensure upon generation, nurses of today bring a set of generational val-
that the needs of both are being met, flexibility is essential. The ues in addition to professional values that often differ from that
mentor should not feel burdened and the mentee should not feel of the mentor (Weese et al, 2015).
they have to initiate each contact. The time together may be as
For the first time in American history, the nursing work- “
simple as a phone conversation on the way home from work or
grabbing a cup of coffee in the cafeteria. A key to the success of
the partnership is to negotiate expectations and be open to the
others’ ideas. Through their own experiences and expert-
ise, mentors can guide mentees on next
force is composed of four generations working side by side: Vet- steps and available resources.”