Notes on Power Mentoring by Ellen Ensher and Susan Murphy

Transcription

1 Notes on Power Mentoring by Ellen Ensher and Susan Murphy Although Power Mentoring focuses more on group mentoring than on the one-to-one design I imagine we ll favor, something to take from this book is that it is not only about protégés receiving benefits but is also abut the rewards mentors receive (p. 20). When designing the program and recruiting mentors, we will want to highlight the rewards to mentors. The traditional one-on-one random matched mentorships do not always succeed. These relationships are something like short-term arranged marriages. Some have been successful, but many stated out as mismatches. If the people involved have nothing in common, or no common goals to work toward, the relationship would not develop as fully as a spontaneous relationship based on mutual attraction and similar expectations would develop (p. 29). While we will most likely follow the formal, traditional arranged marriage format, we want to ensure that the marriages are happy and successful and based on mutual interests, rather than on simple geography or other less personal factors. E-Mentoring is covered in this text and is certainly something we have to consider. Actually, in all likelihood, the program will be almost exclusively based on an e-mentoring model. Some things we must be aware of include the fact that Past research has found that e-mentoring, while very prevalent, can fall prey to miscommunication unique to online relationships, such as flaming and inappropriate self-disclosure (p. 49). With the addition of an initial and a closing meeting, hopefully these awkward moments can be avoided and/or eliminated entirely from this mentorship program. Definitions of various types of mentors (p. 64): Traditional mentors can be useful in grooming for success if your interest is long term in a particular organization and provide a useful tool in developing the next generation of leaders. A boss mentor can provide the chance to groom or be groomed as a successor. Reverse mentors can offer context-specific help like technical knowledge and can give the younger generation political savvy and professional knowledge and give the older generation fresh ideas and new skills. An e-mentor is great because you can communicate with no limitations in space and time. An inspirational mentor provides a vision, identity and sense of purpose, as well as a standard of excellence, i.e., What would so and so do in this situation? A barrier-busting mentor can offer a fresh perspective on the industry. Peer and step-ahead mentors are useful because they may be the easiest and least stressful to connect with and can empathize with your work and life situation and provide an even and immediate exchange of benefits. Based on these definitions (and a few others that were not at all applicable to our project), it seems that we are heading towards designing a program that offers a mix of the traditional, e-mentor, inspirational mentor and barrier-busting mentor. Some benefits to mentors include (p. 70): Gaining gratification in seeing others succeed or grow Freeing up time by mentoring protégés and getting them to take on projects Fulfilling a general need to work with others Acquiring new knowledge and insights

2 Enjoying a feeling of pride Deriving satisfaction from influencing others Winning the protégé s respect Building support networks Getting possible payback someday from the protégés Enjoying the loyalty of the protégés Some benefits to the protégé include (p. 97) Promotion opportunities Job mobility Pay raises Job involvement Career and job success Organizational commitment Job-and career-related feedback Challenging assignments Access to resources/information/people Exposure and visibility Self-efficacy at work Interpersonal growth Sponsorship and protection Friendship and social interactions Counseling and listening Support and confirmation Acceptance Truly, those have a formal mentor from our program will have an entrée into YALSA s professional development and involvement. They will not be left navigate ALA on their own, and it is likely that they will succeed at a faster and better rate than those who drop into YALSA on their own. Mentors and protégés can look at themselves as corporate citizens (p. 105). Both are involved in the program not only for the betterment of themselves but for the advancement of the organization. Additionally, they might see themselves as global citizens (p. 110) who see the purpose of mentoring as better for the library world in general, not only for the improvement of YALSA and ALA. The perfect mentor has been described as (p. 121): 1) intelligent 2) ambitious 3) having the desire and ability to accept power and risk 4) having initiative 5) energetic 6) trustworthy 7) possessing integrity 8) having high emotional intelligence 9) optimistic 10) having skills that are complimentary to those of the mentor Some questions to consider at the start of the relationship (p. 128) 1. Does the protégé have a goal? a. What are the goals? Are they aligned with what the mentor is willing and able to provide? b. What ideas does the protégé have in terms of where they want to be at the peak of their career?

3 2. Can this be a win-win relationship? a. What will the mentor gain from the relationship? b. What are the specific ways the mentor can be of assistance to the protégé? 3. What do your first impressions say about the protégé? a. How does the protégé s nonverbal communication style check out? b. Does the protégé have or do they have the potential to develop that special something or executive presence? 4. Is this protégé a winner or a whiner? a. Does the protégé describe problems and challenges in their career and job constructively? Additionally, the protégé might consider whether or not they are willing to ask for help and take the advice and feedback offered by a mentor, whether he or she demonstrates initiative in managing a career, and what to do to appear attractive to a possible mentor (p. 173). Initial contact matters. The chemistry that develops between the mentor and mentee is important for the remainder of the relationship. In that vein, first impressions also matter, and we ought to prepare both the mentors and mentees for this first meeting (p. 180). After initial contact, the relationship should develop in these or similar ways (p. 196). 1. Develop a deep understanding of each other s work environment and issues 2. Develop a mutual admiration society 3. Treat each other as confidants instead of as competitors 4. Be open to your partner s influence and ideas 5. Help each other to focus on solvable problems 6. Develop a relationship that is meaningful for both parties 7. Consider the important role of gender, race, or generational differences in the relationship 8. Know when to bring others into the mentoring network The initial matching process might include handouts like those following this page (p. 213). When trying to get a formal mentoring program off the ground, there are four important steps (p. 268). 1. Top management support (we have this, as they are the ones requesting the program) 2. Voluntary participation 3. Proper prescreening 4. Proper pairing

4 My Ideal Mentoring Relationship

5 Protégé Preferences for Mentoring 1. I want to be well connected within my organization because I plan to work there for most of my career. 2. I believe a protégé should have responsibility equal to the mentor s for making sure a mentoring relationship succeeds. 3. I think a mentor who can give me technical skills within my industry will be most beneficial. 4. I want specific career advice for promotions from my mentor in exchange for the hard work I will do for him or her. 5. I need a mentor who will take me under his or her wing to show me the ins and outs of my profession. 6. I want a mentor who has experience with many different protégés. 7. My mentor needs to be a well-respected expert in the field. 8. My mentor should be recognized by others for his or her mentoring skills. Scoring for Mentoring Preferences Scale: Protégé Results Total scores for questions 1, 3 Corporate-citizen mentor Total scores for questions 2,4 Pragmatic mentor Total scores for questions 5,7 Global-citizen mentor Total scores for questions 6,8 Master mentor

6 Mentor Preferences for Mentoring 1. I am well connected within my organization, which will benefit a protégé. 2. I believe a protégé should have responsibility equal to the mentor s for making a mentoring relationship succeed. 3. I think mentoring is an important part of our corporate culture. 4. I want a protégé who recognizes what I give to him or her, and gives me back benefits of equal importance. 5. I really think I would like to take someone under my wing to show them the ins and outs of our profession. 6. I value mentoring many different proteges. 7. It is very important that I am a well-respected expert in the field. 8. I am recognized by others for my effective mentoring skills. Scoring for Mentoring Preferences Scale: Mentor Results Total scores for questions 1, 3 Corporate-citizen mentor Total scores for questions 2,4 Pragmatic mentor Total scores for questions 5,7 Global-citizen mentor Total scores for questions 6,8 Master mentor