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!