GLOBAL NETNIGHT 2014MENTORING AND BEYOND:

DEVELOPING LONG-TERM PROFESSIONAL RELATIONSHIPS

Presented by the Alumni Council Committee on Careers

Global NetNight 2014

“A MENTOR is a person whose highest value is what they say to you when you are in the room with them, while a SPONSOR is someone whose highest value is what they say about you to other people when you’re not there.” Erica Dhawan

2

Introduction

Global NetNight is for:

•All Princetonians regardless of career stage or situation•Alumni interested in reconnecting with fellow Tigers•Learning about developing long-term professional relationships

3

Mentoring and Beyond

Career Stages of Developing Long-Term Professional Relationships

•Early Career•Mid Career•Late Career

4

Definitions for all Career Stages

Mentor

•A Mentor provides you guidance, feedback. Someone you can trust with the good, the bad and the ugly.•A Mentor can also be a Sponsor, if they have the necessary authority, credibility and relevant contacts.•A Mentor does not need to be someone internal to your organization.

5

Definitions for all Career StagesSponsor

•A Sponsor supports your career development by promoting your advancement (with decision-makers).•A Sponsor may be thought of as an enabler/facilitator – someone who can get something done to help you.•Sponsors are not always automatically Mentors, but can develop into a Mentor after sponsoring you.

6

Definitions for all Career StagesNote

In some professions (e.g. science, academic), there may be other definitions. An example would be an Advisor.•An Advisor provides guidance and feedback in a professional or academic framework and should not be considered a close personal friend.•An Advisor does not have to be a Mentor, but can become one.

7

• Audience Engagement Question• Relevant Issues• Dos and Don’ts

EARLY Career8

Audience Engagement

What is the best way to find your first Mentor?

1.Request one from Human Resources2.Poll your peers about effective mentors3.Consider your boss and his/her peers 4.Ask your boss who could provide relevant advice

9

Early Career

Relevant Issues•Reasons to look for a Mentor or Sponsor•Determine objectives for securing Mentor or Sponsor (e.g. advancement, transition, industry change)•Qualities to look for in a Mentor or Sponsor •Ways to find a Mentor or Sponsor•When and how to use a Mentor or Sponsor•How to begin or end a mentoring relationship

10

Early Career Dos and Don’ts

DO•Know what you want from the relationship (communicate it!).•Find multiple mentors (e.g. an overarching Mentor and short term point Mentors)•Balance the personal/professional aspects of the relationship.•Know what you should give to the relationship.•Contact your Mentor as much as you can (but be respectful!).•Seek candid feedback on your key development needs.

DO•Understand not only what you have to give, but also what you may receive from the relationship.•Establish clear ground rules and expectations.•Listen to what your Mentee hopes to gain.•Be clear with your mentee regarding your availability.•Provide candid feedback in a professional manner.

Mentee (Beneficiary) Mentor/Sponsor

11

Early Career Dos and Don’ts

DON’T•Ask for advice on everything. Be purposeful in each request.•Be negative or unprofessional. Don’t moan about others/missed opportunities.•Frequently change/cancel meetings.•Confuse a mentor (guidance) with a sponsor (helps promote you).

DON’T•Assume that your past career experience still holds true at all times – validate that it is still relevant.•Get trapped into interfering in Mentee’s relationship with supervisor or staff: “Nose In (provide guidance), but Fingers Out.”•Assume someone wants to be mentored – be sure your input is welcome.•Be negative or unprofessional.

Mentee (Beneficiary) Mentor/Sponsor

12

• Audience Engagement Question• Relevant Issues• Dos and Don’ts

Mid Career 13

Audience Engagement

What is the most important characteristic in a Mentor?

1.Willing to work with you2.Powerful influence in your organization3.Relevant experience to match your career goals4.Reliable & trustworthy to keep discussion confidential

14

Mid Career

Relevant Issues•Determine objectives for securing Mentor or Sponsor (e.g. advancement, transition, industry change)•Knowing it is time to find a different Mentor/Sponsor•Managing transitions from one Mentor/Sponsor to another•Finding appropriate sponsors to promote career goals/objectives •Finding mentors/sponsors to help navigate job disruption (e.g. job loss, dislocation, industry change)•Using mentors to see the bigger picture

15

Mid Career Dos and Don’ts

DO•Develop a professional/academic framework to optimize conversations with a Mentor.•Initiate up-front discussion with Mentor to establish clear ground rules and expectations.•Be open to advice that may go against your normal tendencies.

DO•Engage mentees in strategic/reflective dialogue.•Ask questions that a Mentee may not and/or is avoiding asking themselves.•Provide tools/strategies that help mentees to take control of their situation.

Mentee (Beneficiary) Mentor/Sponsor

16

Mid Career Dos and Don’ts

DON’T•Solicit mentors/sponsors with the “cold call” approach.•Assume that your Mentor will serve as your sponsor.•Force a relationship – good chemistry is important.

DON’T•Assume full liability for your Mentee’s career development; only expectation is that you provide guidance.•Assume you know your Mentee’s goals – ask and listen.•Agree to be a Mentor/Sponsor unless you can commit.

Mentee (Beneficiary) Mentor/Sponsor

17

• Audience Engagement Question• Relevant Issues• Dos and Don’ts

Late Career 18

Audience Engagement

Where do you look for mentors when you are making a “fresh start”?

1.As broad a radar screen as possible for a good match2.Target relevant industry, role or key objective for next chapter3.Anyone who has navigated a similar career transition

19

Late Career

Relevant Issues•Determine objectives for securing Mentor or Sponsor (e.g. advancement, transition, industry change)•Settling on “best practices” for handling mentor/mentee bonds•Knowing how to make the relationship rewarding for all involved•Knowing when/how to respond to opportunities for mentorship/sponsorship•Identifying guidelines to maximize the probability of a mutually rewarding experience

20

Late Career Dos and Don’ts

DO•Extend your search for a Mentor to other industries or functional roles to find relevant experience to match your objectives.•Consider mentors who have been in your stage of life and can relate to your situation and experiences.•Recognize that you may not always agree with your Mentor – it is okay to disagree.

DO•Be open to learning from a Mentee.•Consider tapping accumulated career network to consult on your Mentee’s unique needs.•Listen closely to goals of Mentee – especially in late-career stage.

Mentee (Beneficiary) Mentor/Sponsor

21

Late Career Dos and Don’ts

DON’T•Limit yourself to one Mentor, even for specific objectives (e.g. joining a board); tap different professions and industries to compare diverse perspectives.•Assume you know the answer or be afraid to offer your own opinion if different from your Mentor.

DON’T•Over mentor, suffocate or over advise your Mentee.•Assume that your early career experience is still relevant without first validating with active peers.•Be afraid to direct a Mentee elsewhere for an answer or for insight/feedback on something you don’t know well.

Mentee (Beneficiary) Mentor/Sponsor

22

• Speaker/Panel Format Ideas• Structured Networking Example• Book Recommendations• Resources at Princeton

Event Suggestions23

Speaker/Panel Format Options

Can cover multiple aspects of mentor/mentee relationship or role of sponsor

Can incorporate some or all of the points in this presentation

Consider using a career coach or career counselor http://www.coachfederation.org/ http://www.ncda.org/aws/NCDA/

pt/sp/consumer_find Contact GNN Subcommittee

for recommendations jcaputo@princeton.edu

Select moderator and 2-4 alumni who have experience with mentor/mentee relationship or being a sponsor Early Career – Recent graduate

looking for a mentor or who has recently found a new mentor

Mid Career – Alumni that have changed from mentor to sponsor or looked for a new mentor due to career change, etc.

Late Career – Alumni with experience as sponsor or mentor at various stages of their career

Speaker Panel

24

Speaker/Panel Format Options

Use a roundtable PRECEPT format with a knowledgeable facilitator who directs the group discussion through prepared questions to cover key areas and advance the discussion.

Precept format for smaller groups

25

Structured Networking Example

Offer and Ask

•Arrange groups based on three career stage mentor/sponsor scenarios (e.g. at tables or in corners of the room) where attendees self-select their group based on needs/value.•Participants can ask questions and seek advice or volunteer to share experiences and offer answers.•The participants can pair up in groups of two or more to share their questions/asks and provide responses to each other. The speaker/panelists can circulate among the four groups listening to questions/requests and contribute as needed.

26

Reading Recommendations

• Common Sense Mentoring by Larry Ambrose

• Forget a Mentor, Find a Sponsor by Sylvia Ann Hewitt

• The Mentor’s Guide: Facilitating Effective Learning Relationships by Lois J. Zachary

• The Ultimate Networking Roadmap by Kara Ronin

27

Resources at Princeton

• Career Services http://careerservices.princeton.edu/alumni

• Alumni Careers Network (log in to TigerNet to access) http://alumni.princeton.edu/tigernet/

• Princeton Women’s Mentorship Program http://www.princetonwmp.com/#!about/c15v1

• Princeton Alumni - Affiliated Groups http://alumni.princeton.edu/communities/affiliatedgroups/#sthash.ptDDImVy.dpuf

28