Mentoring: Mentoring: Charting the Path for LeadersCharting the Path for Leaders

AACRAO 2009AACRAO 2009Session ID: 242Session ID: 242

Jan Blondin, Program CoordinatorJan Blondin, Program CoordinatorJan Blondin, Program CoordinatorJan Blondin, Program CoordinatorIUPUI & Ivy Tech Coordinated IUPUI & Ivy Tech Coordinated (Passport) Program(Passport) Program

Indiana UniversityIndiana University--Purdue University Purdue University Indianapolis & Ivy Tech Community CollegeIndianapolis & Ivy Tech Community College

Satisfactions for Mentors Satisfactions for Mentors •• Passing the torch. Passing the torch. •• Gaining fresh perspectives.Gaining fresh perspectives.•• Expanding our professional network.Expanding our professional network.p g pp g p•• Investing in our profession.Investing in our profession.•• Helping others thrive and flourish, too.Helping others thrive and flourish, too.“The greatest good you can do for another is not just to

share your riches but to reveal his own.”Benjamin Disraeli

A Hand to Guide Me: A Hand to Guide Me: Legends and Leaders Celebrate the People Legends and Leaders Celebrate the People

Who Shaped Their LivesWho Shaped Their Lives(The Boys and Girls Clubs of America, 2006)(The Boys and Girls Clubs of America, 2006)

•• Denzel WashingtonDenzel Washington: “. . . You can draw a line from every great : “. . . You can draw a line from every great success back to some rocksuccess back to some rock--solid foundation. A parent. A teacher. A solid foundation. A parent. A teacher. A coach. A role modelcoach. A role modelcoach. A role modelcoach. A role model

•• Bonnie RaitBonnie Rait named Joan Baez as a mentor: “She became my first named Joan Baez as a mentor: “She became my first hero. . . . She’s stayed a touchstone for me since before I knew her.”hero. . . . She’s stayed a touchstone for me since before I knew her.”

•• Gloria SteinemGloria Steinem named Louisa May Alcott: “ . . . A lifeline because named Louisa May Alcott: “ . . . A lifeline because there were no living role models out there for a young womanthere were no living role models out there for a young woman——””

•• Colin PowellColin Powell: “Look all around and you’ll see people who are living : “Look all around and you’ll see people who are living good lives, who are making a difference. . . . Learn from them. . . . good lives, who are making a difference. . . . Learn from them. . . . There are mentors and positive influences in every direction you look.”There are mentors and positive influences in every direction you look.”

Mentors in History (and Film)Mentors in History (and Film)

•• Aristotle mentored Alexander the Great.Aristotle mentored Alexander the Great.•• Martin Scorsese mentored Oliver Stone.Martin Scorsese mentored Oliver Stone.•• Johann Christian Bach mentored Mozart.Johann Christian Bach mentored Mozart.JJ•• ObiObi--wan Kenobi mentored Anakin wan Kenobi mentored Anakin

Skywalker and his son, Luke Skywalker.Skywalker and his son, Luke Skywalker.

Mentoring Myths Mentoring Myths

Must be oneMust be one--toto--one, longone, long--term, and faceterm, and face--toto--face face With modern technology mentoring can take place by eWith modern technology mentoring can take place by e--mail, telephone, or mail, telephone, or fax and may only need a few hoursfax and may only need a few hours

Taking time to mentor decreases productivityTaking time to mentor decreases productivityTaking time to mentor decreases productivity Taking time to mentor decreases productivity Mentoring improves productivity through better communication, goal clarity, Mentoring improves productivity through better communication, goal clarity, increased commitment, and succession planningincreased commitment, and succession planning

Mentors need to be older than protégés Mentors need to be older than protégés Innovations happen so rapidly and personal experience is such a great teacher Innovations happen so rapidly and personal experience is such a great teacher that younger people often have opportunities to mentor older workers; peers that younger people often have opportunities to mentor older workers; peers are often effective mentorsare often effective mentors

(Source: Peer Resources (Source: Peer Resources –– http:ww.mentors.ca/mentorymyths.html)http:ww.mentors.ca/mentorymyths.html)

More Mentoring MythsMore Mentoring MythsIt is a rare experience and only occurs for a few great peopleIt is a rare experience and only occurs for a few great people

Informal mentoring is probably the most frequent method of transmitting Informal mentoring is probably the most frequent method of transmitting knowledge and wisdom in society; virtually everyone has experienced itknowledge and wisdom in society; virtually everyone has experienced it

It takes a greater time commitment than workers can affordIt takes a greater time commitment than workers can affordBeing mentored or being a mentor does not guarantee career Being mentored or being a mentor does not guarantee career advancement, but it does significantly increase onadvancement, but it does significantly increase on--thethe--job job , g y, g y jjlearning, accelerating career opportunitieslearning, accelerating career opportunities

The protégé is the only one who benefits from the relationshipThe protégé is the only one who benefits from the relationshipFor mentoring to be effective, all parties must perceive benefits; this is the For mentoring to be effective, all parties must perceive benefits; this is the principle of mutualityprinciple of mutuality

Financial Benefits of MentoringFinancial Benefits of MentoringBy Barry Sweeny, 2001By Barry Sweeny, 2001

Cut your cost of employee attrition by half.Cut your cost of employee attrition by half.•• 35% of employees who did not receive regular mentoring plan to look for 35% of employees who did not receive regular mentoring plan to look for

other jobs within the next 12 months (as reported in The "Emerging Work other jobs within the next 12 months (as reported in The "Emerging Work Force Study“ in Business Week, 3/1/99).Force Study“ in Business Week, 3/1/99).

•• Only 16% of employees Only 16% of employees who did receive mentoring who did receive mentoring expected to change jobs. expected to change jobs. y p yy p y gg p g jp g j

Get great results from your training program.Get great results from your training program.•• The American Society for Training and Development conducted a study The American Society for Training and Development conducted a study

which found that training alone increased manager productivity by 24%. which found that training alone increased manager productivity by 24%. •• However, However, when combined with coaching and mentoring strategieswhen combined with coaching and mentoring strategies, ,

implementation of training and productivity were increased by 88%!! implementation of training and productivity were increased by 88%!!

© 2006 by the International Mentoring Association© 2006 by the International Mentoring Association

Additional Mentoring BenefitsAdditional Mentoring BenefitsModels the importance of being lifeModels the importance of being life--long learnerslong learners

Establishes the norm that careerEstablishes the norm that career--long professional long professional growth is an expected part of workgrowth is an expected part of work

Increases the opportunities for positive leadership Increases the opportunities for positive leadership by employeesby employees

Incorporates new staff into the culture and Incorporates new staff into the culture and traditions and new initiatives of the traditions and new initiatives of the organization. organization.

© 2006 by the International Mentoring Association Additional (non© 2006 by the International Mentoring Association Additional (non--financial) Benefitsfinancial) Benefits

The “Cost” of Not MentoringThe “Cost” of Not MentoringStruggling new employees remain focused more on their own needs Struggling new employees remain focused more on their own needs

and dayand day--toto--day survival than on the success of the organization day survival than on the success of the organization and its mission. and its mission.

Unsupported employeeUnsupported employeess adopt lessadopt less--effective coping strategies that effective coping strategies that lead to lost productivity results and loyaltylead to lost productivity results and loyaltylead to lost productivity, results and loyalty. lead to lost productivity, results and loyalty.

Veteran employeesVeteran employees----who could benefit from a new challenge yet who could benefit from a new challenge yet who see no career growth in the organizationwho see no career growth in the organization----leave or lose their leave or lose their enthusiasm. enthusiasm.

Excellent, gifted employeesExcellent, gifted employees----who want to make a greater impact yet who want to make a greater impact yet are given little experience as managers and leadersare given little experience as managers and leaders——do not seek do not seek that advancement. that advancement.

Elements of Effective Mentoring Elements of Effective Mentoring PracticesPractices

•• Focuses on the needs of protégé, as a Focuses on the needs of protégé, as a partnership partnership

•• Fosters caring and supportive relationshipsFosters caring and supportive relationships•• Encourages individuals to develop to Encourages individuals to develop to

fullest potential.fullest potential.•• Helps individuals to develop own vision of Helps individuals to develop own vision of

the future.the future.

Structured MentoringStructured Mentoring•• Supports succession planning Supports succession planning •• Plans for professional development Plans for professional development •• Shows commitment and care for your colleagues Shows commitment and care for your colleagues •• Can benefit both mentor and protégé Can benefit both mentor and protégé •• Builds trust, respect, and can improve office communicationBuilds trust, respect, and can improve office communication

All t t t t k ith t kAll t t t t k ith t k•• Allows mentee to stay on track with tasksAllows mentee to stay on track with tasks

BUTBUT•• Requires organization and willingness to commit the timeRequires organization and willingness to commit the time•• Requires ability to keep up with a structureRequires ability to keep up with a structure•• May be perceived to be microMay be perceived to be micro--management by some management by some

peoplepeople

Unstructured MentoringUnstructured Mentoring•• Allows flexibility in the relationshipAllows flexibility in the relationship•• Can create a general mentoring atmosphereCan create a general mentoring atmosphere•• Can be used (or not), as wished or needed Can be used (or not), as wished or needed •• Allows a mentoring sensitivity to develop Allows a mentoring sensitivity to develop •• May encourage protégés to seek advise when neededMay encourage protégés to seek advise when needed

D t t l i t b d thD t t l i t b d th•• Does not set roles in stone, so everybody can wear the Does not set roles in stone, so everybody can wear the mentor or protégé hat depending on the situationmentor or protégé hat depending on the situation

BUTBUT•• May discourage shy people from seeking helpMay discourage shy people from seeking help•• Some people simply need structureSome people simply need structure

SOSOKnow what would work best for your coKnow what would work best for your co--workers!workers!

Qualities of a Potential ProtégéQualities of a Potential Protégé•• a learning attitudea learning attitude•• a genuine interest to learn from youa genuine interest to learn from you•• a willingness to listena willingness to listen•• trustworthiness, honesty, dependabilitytrustworthiness, honesty, dependability•• a sufficient independencea sufficient independence

Look first at folks in your office, your division, your campus.Look first at folks in your office, your division, your campus.

•• Who would be receptive to your mentoring? Who would be receptive to your mentoring? •• Who has the potential to become a leader with your help?Who has the potential to become a leader with your help?

Qualities of a Potential MentorQualities of a Potential Mentor

•• Keeps protégés trust and confidencesKeeps protégés trust and confidences•• Is honest, truthful, and straightforwardIs honest, truthful, and straightforward•• Is willing to spend time with protégé, as Is willing to spend time with protégé, as g p p g ,g p p g ,

neededneeded•• Has the ability to accept different opinionsHas the ability to accept different opinions•• Is an MKO (More Knowledgeable Other)Is an MKO (More Knowledgeable Other)

Develop a Mentor PlanDevelop a Mentor Plan•• Identify the goalsIdentify the goals•• Explain expectations Explain expectations

and mentor’s role and mentor’s role •• Establish Establish

communication communication method and frequency method and frequency of contactof contact

Widen the Colleague NetworkWiden the Colleague Network

•• Introduce your protégé to everyone on campusIntroduce your protégé to everyone on campus•• Include your protégé in meetings, conferences, Include your protégé in meetings, conferences,

committees, and organizationscommittees, and organizationsV l é é f ili dV l é é f ili d•• Volunteer your protégé to facilitate and presentVolunteer your protégé to facilitate and present

•• Give your protégé collaborative projectsGive your protégé collaborative projects•• Connect your protégé to colleagues at other Connect your protégé to colleagues at other

institutionsinstitutions•• Notice how your network has increased, as wellNotice how your network has increased, as well

Additional Actions• Review your protégé’s resume to identify gaps in

their experience and provide you with information about their expertise.

• Review your protégé’s articles (etc) before they are finalized.B di b d f é é• Be a sounding board for your protégé.

• Alert your protégé to issues that are politically sensitive or problems.

Mentoring ChallengesMentoring Challenges•• Clarifying expectations and making adjustmentsClarifying expectations and making adjustments•• Anticipating, communicating, and managing the Anticipating, communicating, and managing the

relationship over time.relationship over time.•• Keeping setKeeping set--backs from feeling like personalbacks from feeling like personalKeeping setKeeping set backs from feeling like personal backs from feeling like personal

failuresfailures•• Knowing that one mentor cannot meet all needs. Knowing that one mentor cannot meet all needs.

–– Inside the institution/outside the professionInside the institution/outside the profession–– Outside the institution/inside the professionOutside the institution/inside the profession

Possible Pitfalls Possible Pitfalls

•• Power (instead of partnership)Power (instead of partnership)•• Control (instead of cooperation)Control (instead of cooperation)•• Manipulation (instead of respect)Manipulation (instead of respect)•• Unclear goals for the relationshipUnclear goals for the relationship•• Unclear goals for the relationshipUnclear goals for the relationship•• Lack of an exit strategy, if neededLack of an exit strategy, if needed•• Mismatch between mentor and protégéMismatch between mentor and protégé•• Unrealistic expectationsUnrealistic expectations•• Breaches of confidentialityBreaches of confidentiality

Mentoring ResourcesMentoring Resources•• Masterful Mentoring NewsletterMasterful Mentoring Newsletter-- US Coast Guard (see their US Coast Guard (see their

monthly newsletter about mentoring ) monthly newsletter about mentoring ) http://www.uscg.mil/leadership/mentoring/news.htmhttp://www.uscg.mil/leadership/mentoring/news.htm

•• Nurturing the Mentor in You: The Mentor SurveyNurturing the Mentor in You: The Mentor Surveyhttp://www peer ca/test htmlhttp://www peer ca/test htmlhttp://www.peer.ca/test.htmlhttp://www.peer.ca/test.html

•• International Mentoring Association, frequently asked questions International Mentoring Association, frequently asked questions http://www.mentoringhttp://www.mentoring--association.org/association.org/FAQs.html#anchor133504253 FAQs.html#anchor133504253

•• AACRAO Mentoring Committee, sessions, and workshopsAACRAO Mentoring Committee, sessions, and workshopsAACRAO website. Especially for past mentoring presentationsAACRAO website. Especially for past mentoring presentationshttp://www.aacrao.orghttp://www.aacrao.org

“What you leave behind is not what is engraved in “What you leave behind is not what is engraved in stone monuments, but what is woven into the stone monuments, but what is woven into the lives of others.”lives of others.”

Pericles Pericles

Questions? Questions?

Please contact:Please contact:

Jan Blondin Jan Blondin PresenterPresenterAACRAO Mentoring Committee MemberAACRAO Mentoring Committee Memberjblondin@iupui.edujblondin@iupui.edu