Mentoring

MentoringMentoring
Gail P. TaylorGail P. Taylor
MBRS-RISE ProgramMBRS-RISE Program
Survival Skills for Graduate StudentsSurvival Skills for Graduate Students
05/25/2007

AcknowledgementsAcknowledgements
 Mentoring- How to develop successful mentor
behaviors. Gorden F. Shea Crisp Publications,
Inc. 2002. http://Crisplearning.com
 The Art of Mentoring: Lead, follow and get out
of the way. Shirley Peddy. Bullion Books, 2001.
 National Academy of Sciences: Adviser,
Teacher, Role Model, Friend: On Being a Mentor
to Students in Science and Engineering
http://www.nap.edu/readingroom/books/mentor

Exercise:Exercise:
 Who helped you to have an Aha! ExperienceWho helped you to have an Aha! Experience
that give insight into yourself or athat give insight into yourself or a
circumstance…?circumstance…?
 Who said something or gave you a quote thatWho said something or gave you a quote that
continues to influence your thinking or behavior?continues to influence your thinking or behavior?
 Who helped you to uncover a part of yourselfWho helped you to uncover a part of yourself
that had lain dormant and unrecognized?that had lain dormant and unrecognized?

This person likely was aThis person likely was a
mentor to you!mentor to you!

What is a Mentor?What is a Mentor?
 From Homer’s Odyssey
 Trusted friend of Odysseus
 Was really disguised goddess
Athena
 Helped run Odysseus’
household
 Advised son Telemachus when
Odysseus was wandering
around on the Odyssey…

DefinitionsDefinitions
 Mentor: a wise and trusted advisor our
counselor – encourages human growth
 Mentoring: the transfer and transmission of
experience, viewpoints and expertise from one
person to another
 Generally touches personal and professional life
 Helps the person to solve their problems or
attain their goals
 Can be one-time contact, or LT relationship,
formal or informal

Where Mentoring is ImportantWhere Mentoring is Important
 Traditionally, on the Job.Traditionally, on the Job.
 It is also throughout education, sports,It is also throughout education, sports,
career and hobbies!career and hobbies!
 Every major change in your life…Every major change in your life…
 Undergraduate/Graduate StudentsUndergraduate/Graduate Students
 Post-doctoralPost-doctoral
 Junior facultyJunior faculty
 ManagementManagement

Who Can Mentor You?Who Can Mentor You?
Someone who has successfullySomeone who has successfully
been there, done that...been there, done that...

Can Sometimes be
“By the Book!”

Usually more
personal, with
someone who has
gone where you
want to go…and
wants to help you!

In the RISE/MARC Programs?In the RISE/MARC Programs?

““Mentoring” in Academic EducationMentoring” in Academic Education
 Advisers vs Mentors
 An Adviser:
 Helps the student to acquire and develop the skills
needed by independent researchers in their scientific
field.
 Guides the student's research project by:
 Communicating effectively with the student
 Reviewing and providing regular feedback on the student's
progress
 Mentor is often interchanged with Adviser
 An Adviser is not always a mentor
 May not be personally involved.
 A “mentor” adviser is not necessarily the main
mentor…

A fundamental difference between a mentor
and an adviser is that mentoring is more than
advising; mentoring is a personal as well as a
professional relationship. An adviser might
or might not be a mentor, depending on the
quality of the relationship. . . Everyone
benefits from having multiple mentors of
diverse talents, ages, and personalities.“
National Academy of Sciences: Adviser, Teacher, Role Model, Friend: On
Being a Mentor to Students in Science and Engineering p. 15
http://www.nap.edu/readingroom/books/mentor

Types of Mentoring RelationshipsTypes of Mentoring Relationships
 Structured/Short termStructured/Short term
 New employees, new grad studentsNew employees, new grad students
 Structured/Long termStructured/Long term
 Groomed to take over position, master a trade or craftGroomed to take over position, master a trade or craft
 Informal/Short termInformal/Short term
 Off the cuff, brief contact, strong interventionOff the cuff, brief contact, strong intervention
 Informal/Long termInformal/Long term
 ““friendship” mentoring, available to listen and advisefriendship” mentoring, available to listen and advise

Match Up RISE/MARC MentoringMatch Up RISE/MARC Mentoring
Activities!Activities!
 Research advisor/mentorResearch advisor/mentor
 Other students, lab members or neighboringOther students, lab members or neighboring
researchersresearchers
 Formal or informal visit to PD or Asst PDsFormal or informal visit to PD or Asst PDs
 CourseworkCoursework
 Seminars/lunch w speakerSeminars/lunch w speaker
 Conference interactionsConference interactions
 Others?Others?
Structured/ShortStructured/Short Structured/LongStructured/Long
Informal/ShortInformal/Short Informal/LongInformal/Long

So…what doesSo…what does
mentoring accomplish?mentoring accomplish?

Thought Question:Thought Question:
Say that you were thrownSay that you were thrown
into a completely new workinto a completely new work
environment.environment.
What type of informationWhat type of information
do you need?do you need?

Mentoring ActivitiesMentoring Activities
 Assist another to develop qualities needed to attain goals
 Qualities Developed:
 Knowledge:
 How the system works
 Integration into system
 Technical competence
 Understanding of others’ motivations
 Judgment/Wisdom:
 Helps to understand impact of choices/cause and effect
 Character
 Make good decisions regarding others
 Resilience:
 Accepts and overcomes mistakes
 Emotional component (overcomes insecurities)
 Independence:
 grows into responsibility and challenges
 becomes self-reliant and confident

By themselves, character and integrityBy themselves, character and integrity
do not accomplish anything. Butdo not accomplish anything. But
their absence faults everythingtheir absence faults everything
else…else…
Peter DruckerPeter Drucker

How could a mentor doHow could a mentor do
these things?these things?

Types of Assistance ITypes of Assistance I
 Both Professional and Personal Assistance:
 Listening- Sounding board for problems
 Informing-
 Providing wise counsel
 Suggest possible solutions or information sources.
 Show how organization works
 Explain paths to success
 Encouraging- Help them to develop self-confidence
and winning behavior
 Inspiring-
 Direct them towards excellence.
 Teach by example.
 Exploring- what additional options, interpretations or
solutions are available?

Types of Assistance IITypes of Assistance II
 Both Professional and Personal Assistance:
 “Psychoanalyzing” –
 Identify strengths.
 Identify problem mindsets/behavior that impede success.
 Confronting- non-judgmentally discuss negative
attitudes or behaviors
 Refocusing- help mentee to see different future or
outcome
 Delegating- Provide mentee with increasing authority
and permission to empower self-confidence
 Supporting- Stand by mentee in critical situations

Are you “Mentorable?”Are you “Mentorable?”
 Willing to listen?Willing to listen?
 Willing to take ownership of their wisdom?Willing to take ownership of their wisdom?
 Will you examine yourself and trust?Will you examine yourself and trust?
 Willing to employ gained informationWilling to employ gained information
appropriately?appropriately?

Mentor/Mentee InteractionsMentor/Mentee Interactions
 In the past, made protégésIn the past, made protégés
 FavoritismFavoritism
 ClonesClones
 Generally not one wayGenerally not one way
 Minimally, assistance for one, satisfaction for theMinimally, assistance for one, satisfaction for the
otherother
 Commonly: Sharing happens in two directionsCommonly: Sharing happens in two directions
 The old dog can still learn new tricks or learn about aThe old dog can still learn new tricks or learn about a
changed world…changed world…

Progression of Formal RelationshipProgression of Formal Relationship
#3 and #4
determined
when #2 is
accomplished…

Beginning a Formal RelationshipBeginning a Formal Relationship
 Either start or end with a request for mentoring…
 Need to build comfort/trust
 Initially small/talk - common Ground
 Background, education, weather, traffic, family, travel
 Begin with broad, open-ended questions
 How are things going?
 Not specific (vulnerability issues)
 Eventual, personal revelation (often, Mentor
reveals about him/herself…even some
unfavorable)

Negotiating/Clarifying ExpectationsNegotiating/Clarifying Expectations
 Determine what expectations are
 Essay about what prospective Mentee expects
 Identify perceptions of roles
 Identify needs of both people
 Identify length of commitment
 Developing an agreement
 May be written or not
 Negotiate acceptable to both

Mentee DevelopmentMentee Development
 Give Assistance as Described Above…Give Assistance as Described Above…

Ending the RelationshipEnding the Relationship
 Usually clearly negotiated andUsually clearly negotiated and
defineddefined
 May be for period of timeMay be for period of time
 May be associated withMay be associated with
transition in role- your menteetransition in role- your mentee
has “Grown up” into a Peerhas “Grown up” into a Peer

Are You Ready to Mentor?Are You Ready to Mentor?
 Ready, willing and able to help another?
 Have appropriate background
 Credibility
 Solid, established background
 Required technical and skills
 Respected for standards
 Emotional/psychological ready for responsibility?
 Communicate high expectations/positive
 Is a good listener
 Is empathetic
 Time, freedom to commit?

Important Characteristics in aImportant Characteristics in a
MentorMentor
 Active listeningActive listening
 Coaching skillsCoaching skills
 Effective confrontation techniquesEffective confrontation techniques
 Conflict resolutionConflict resolution

Authority without Wisdom is like aAuthority without Wisdom is like a
heavy axe without an edge, fitter toheavy axe without an edge, fitter to
bruise than polish…bruise than polish…
Anne BradstreetAnne Bradstreet

When a Performance Gap isWhen a Performance Gap is
Recognized…Recognized…
 Should come up with positive, constructiveShould come up with positive, constructive
strategies to overcomestrategies to overcome
 Use wisdom and timing, to choose when toUse wisdom and timing, to choose when to
confrontconfront
 A mentors should avoid:A mentors should avoid:
 CriticizingCriticizing
 Repetition of ShortcomingsRepetition of Shortcomings
 ““Absolute” statements - You are ‘always’ or ‘never’Absolute” statements - You are ‘always’ or ‘never’
somethingsomething
 Providing unsolicited adviceProviding unsolicited advice
 Rescuing people from problems they createdRescuing people from problems they created

Special RelationshipsSpecial Relationships
 Cross-gender
 Can be of great benefit
 Very common in science
 Problems include:
 Gossip, envy, suspicion, speculation, sexual stereotypes,
charges of sexual harassment
 Cross-Cultural
 Can arise from:
 Economic class, race, religious background, regional
allegiance, family tradition.
 Mentoring by supervisor or manager
 Can be very effective
 Can see properly modeled behavior, including authority
 Possible problems associated with authority/power
imbalance
 Must be done “carefully, artfully, fairly

Mentoring

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