MAKING A MENTORSHIP MATCH: WHAT WORKS, WHAT DOESN'T, AND WHAT CAN ALA OFFER?
Christina BaileyBrian Leaf
Alanna Aiko MooreAshley Rayner
Definition: Mentoring
From Building Bridges
a process in which a more skilled or more experienced person, serving as a role model, teaches, sponsors, encourages, counsels and befriends a less skilled or less experienced person for the purpose of promoting the latter’s professional and/or personal development.
WHAT MAKES IT DISTINCTIVE?
https://www.flickr.com/photos/crabchick/6223723464/
Definition: Formal Mentoring
From Building Bridges
a systematic approach taken by an organization to help senior and/or experienced employees develop learning partnerships with junior and/or inexperienced employees. Can be either randomly assigned or structured and can involve mentors from outside the organization.
EXAMPLE
https://www.flickr.com/photos/dahlstroms/4140459965/
Matching at a Large University
• Mentoring coordinator
• Exploration of interests & “closing” the deal
• Monthly meetings
• Has it been successful?
https://www.flickr.com/photos/66963065@N05/6280507225/
Definition: Informal Mentoring
From Building Bridges
an unstructured approach whereby potential experienced employees and/or junior employees interact and initially observe each other. Can involve mentors from outside of the organization.
EXAMPLE
https://www.flickr.com/photos/86979666@N00/7829098984/
ALA Mentoring Opportunities
Informal: ALA MentorConnect (free)
New librarians: New Members Round Table (free; <5 years)
Specific Purpose: ACRL “Your Research Coach” Program
Interested in leadership: LLAMA Mentoring Program (application)
Directors: ACRL College Library Directors Mentor Program (cost)
http://www.ala.org/transforminglibraries/mentoring-opportunitieshttp://www.ala.org/educationcareers/mentoring/mentoring_and_recruitment_efforts
https://www.flickr.com/photos/hydropower/6234680296/in/set-72157627745688145
FORMAL MENTORSHIP EXPERIENCES
• ARL Career Enhancement Program• LIS Access Midwest Program• Masters Program
INFORMAL MENTORSHIP EXPERIENCES
• Lateral – Classmates • Bottom-Up – Colleagues • Group – Conferences• Everything Else!
(DR. E. J.) JOSEY SPECTRUM SCHOLAR MENTOR COMMITTEE
BEST PRACTICES FOR MENTORS AND MENTEES
Emerging Leader Team L
Christina Bailey
M.E.N.T.E.E.
Manage your time
Expectations
Not to be confused with networking
Tell and show
Easy going or formal forming
End-results
MANAGE YOUR TIME
Discuss and map out a time schedule with your mentor.
Let your mentor know your time schedule before you enter into a mentoring partnership.
Make an agreement with your mentor that you will alert them of any meeting changes in advance.
EXPECTATIONS Let your mentor know the reason you are
seeking a mentoring partnership (e.g. handling issues, exploring new opportunities or what skills are valuable to your career.)
Make sure the expectations you have in mind are similar to your mentors expectations
State your expectations before you start your mentoring partnership
Maintain Confidentially.
NOT TO BE CONFUSED WITH NETWORKING
Mentor- An experienced, trustworthy person who willingly provides
useful advice to a new member of a community,
profession, or organization to assist the person in
achieving success in his or her new position and
environment. Mentoring relationships can either be
established informally by the participants or under the formal sponsorship of an
organization. -ODLIS (Online Dictionary for Library and
Information Science)
Networking-The art of developing contacts
within a profession and using them to advance one's work and career. Librarians do this
by meeting colleagues at library conferences,
participating in colloquia and round tables, volunteering to serve on committees, running
for elective office, joining electronic discussion lists, etc.
-ODLIS (Online Dictionary for Library and Information Science)
Mentoring Networking
TELL AND SHOW
Respectfully communicate with your mentor your thoughts, questions and concerns that you have
Show your mentor that you are respectful of their thoughts, questions and concerns
EASY GOING OR FORMAL FORMING
An informal mentorship is the antithesis of the formal mentorship in structure: there really is none.
The relationship is usually created spontaneously out of an
immediate need. It is rarely identified, and because of that fact
it is seen as less effective and significant than a formal
mentoring relationship. - –
Burke, Kate and Lawrence, Belinda. “The accidental mentorship-Library managers’ roles in students employees’ academic professional lives,
Feb 2011 from College and Research Libraries News
A formal mentoring relationship is one in which the mentor and the protégé meet on a regular
basis, they hold structured discussions, there is an
expectation of a certain degree of commitment.
The protégé does what the mentor says, they set goals,
parameters of the relationship, and there is usually a time frame in which the relationship begins
and ends.
Burke, Kate and Lawrence, Belinda. “The accidental mentorship-Library managers’ roles in students employees’ academic professional
lives, Feb 2011 from College and Research Libraries News.
Informal Mentoring Formal Mentoring
EN
D- R
ES
ULT
S
“In learning you will
teach, and in
teaching you will learn.” –
Phil Collins
Try to create a long-term relationship with your mentor
Stay in touch with your mentor
Apply what you have learned
Consider becoming a mentor yourself
M.E.N.T.O.R
Manage your time
Expectations
Not your average librarian
Teach
Open-minded
Results
MANAGE YOUR TIME
Discuss and map out a time schedule with your mentee.
Let your mentee know your time schedule before you enter into a mentoring partnership.
Make an agreement with your mentee that you will alert them of any meeting changes in advance.
EXPECTATIONS
Communicate with your mentee why you have chosen to become a mentor and what you are seeking in a mentoring partnership
Make sure that the expectations you have in mind are similar to your mentees expectations
State your expectations before you start your mentoring partnership
Maintain Confidentially.
NOT YOUR AVERAGE LIBRARIAN Take pride and integrity in being a mentor
(after all you were one of the chosen)
Mentors are role models. A role model is a person whose behavior, example, or success is or can be
emulated by others
Mentors are not perfect but are a perfect fit for the job.
TEACH Teaching can be provided in many forms. It
can come from past experiences or current discussions.
Teaching does not mean judging.
Allow mentees the opportunity to come to their own conclusions about personal situations.
A mentee can teach a mentor.
OPEN-MINDED Be a active listener. Listen to what your
mentee has to say.
Give your mentee positive feedback to let them you know you are listening
Ask your mentee questions. Type of questions include: open, closed, leading, hypothetical, and analytical. Example(s): How do you feel about what
happen? What do you think will happen if you do x,y,z?
RES
ULT
S
“No one learns
as much about a subject as one who is forced
to teach it”- Peter
F. Drucker
Results may vary. Some mentees may continue to say in touch and others may not. And that’s ok!
Learning is a two-way street. Did you learn something through your mentoring relationship?
CROSS CULTURAL MENTORING:
BEST PRACTICES
MENTORING BENEFITS: A RE-CAP
Sharing of knowledge, skills, and expertise Setting up others for success
An empowering, learner-centered relationship built on a foundation of mutual trust and respect
Assistance with professional development
Increases retention of librarians
CROSS CULTURAL OR CROSS-RACIAL MENTORING:
When a mentoring relationship develops across racial and ethnic lines.
TOP TRAITS OF SUCCESSFULCROSS-CULTURAL MENTORS
Sensitive to issues related to librarians of color
Respect diverse styles of leadership and communication
Willing to engage in dialogue related to race and ethnicity
CROSS CULTURAL MENTORING: BEST PRACTICES FOR MENTORS
Develop self awareness and acknowledge institutional privilege.
Learn about diverse cultures.
CROSS CULTURAL MENTORING: BEST PRACTICES FOR MENTORS
Recognize that racism exists.
Prioritize open communication and dialogue.
CROSS CULTURAL MENTORING: BEST PRACTICES FOR MENTORS
Practice cultural competence.
Demystify organizations.
CROSS CULTURAL MENTORING: BEST PRACTICES FOR MENTORS
Get involved!