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LLAMA Mentoring Orientation and Training

  1. 1. Orientation and Training<br />July 11, 2009<br />1:30 p.m. – 3:00 p.m. <br />American Library Association Annual Conference<br />Chicago, IL<br />Adriana Gonzalez<br />Texas A&M University <br />
  2. 2. OUTLINE<br />About Mentoring<br />Expectations and Benefits <br />About LLAMA Mentoring Program<br />Distance Mentoring Best Practices<br />Possible Discussion Topics<br />Resources <br />References<br />
  3. 3. MENTORING: piece of puzzle<br /> Golden, 2005<br />
  4. 4. MENTORING: building blocks<br />
  5. 5. “A nurturing process in which a more skilled or more experienced person, serving as a role model.... <br /> teaches<br /> sponsors<br /> encourages<br /> counsels <br /> befriends<br /> within the context of an ongoing, caring relationship between the mentor and protégé for the purpose of promoting the mentee’s professional and/or personal development.”<br /> Anderson and Shannon, 1995<br />“Mentoring is a relationship which gives people the opportunity to share their skills and experiences, and to grow and develop in the process.” <br />Peterson, 2005: Northern Territory Office, 1998<br />MENTORING: definitions<br />
  6. 6. Formal mentoring<br />Informal mentoring<br />E-mentoring<br />Group mentoring<br />Co-mentoring<br />Peterson, 2005<br />MENTORING: different ways<br />
  7. 7. MENTORING: contributing factors<br /><ul><li>Partners should get along well together
  8. 8. partners should mutually respect each other
  9. 9. partners should be committed to the relationship
  10. 10. partners should develop and agree upon a structure and include: length, frequency, place of meetings, and regular review of progress and development
  11. 11. partners’ motives and objectives should be understood by the other
  12. 12. partners should give each other permission to try things
  13. 13. partners should maintain perpetual optimism</li></li></ul><li>Ability to listen, openness and commitment<br />Time management and self-management skills<br />Assertiveness, realism and discretion<br />Knowledgeable or able to find out<br />Challenging, analytical and evaluating <br />Ability to change and accept change<br />Motivated and able to demonstrate leadership<br />Able to identify opportunities<br />Honest and able to give constructive advice<br />Peterson, 2005: Northern Territory Office, 1998<br />MENTORING: essential attributes<br />
  14. 14. EXPECTATIONS: mentor<br />Expect excellence <br />Affirm, affirm, affirm, and then affirm some more<br />Provide sponsorship<br />Be a teacher and a coach<br />Encourage and support<br />Offer counsel in difficult times<br />Protect when necessary<br />Stimulate growth with challenging assignments<br />Give mentee exposure and promote their visibility<br />Nurture creativity<br />Provide correction – even when painful<br />Narrate growth and development<br />Self-disclosure when appropriate<br />Teach faceting<br />Be an intentional model<br />Display dependability<br /> Johnson and Ridley, 2004<br />
  15. 15. Own learning (often mentors report as much and more learning than mentees) <br />Opportunity to practice good developmental behaviors outside of direct line responsibilities <br />Development of own self-awareness <br />Greater understanding of other areas of the business and/or of other cultures<br />Clutterbuck , 2003<br />BENEFITS: mentor<br />
  16. 16. EXPECTATIONS: mentee<br />Drive your mentoring experience<br />Manage how and what you learn<br />Build on your strengths<br />Surpass your comfort limits<br />Make your partnership the cornerstone<br />Actively solicit feedback from your mentor<br />Work to become as introspective as possible; ask <br /> your mentor about your impact on others<br />Work-up the courage to give your mentor feedback<br /> about how he/she can help you best<br />Revisit your growth goals periodically and set new<br /> directions as you achieve initial targets<br />Let your mentor know your aims and how you feel <br /> you are progressing<br />Perrone and Ambrose, 2005<br />
  17. 17. BENEFITS: mentee<br />Clarity <br />Unthreatening environment<br />Improved networking <br />Practical advice <br />Opportunity to be challenged <br />Transfer of knowledge <br />Having a role model<br />Clutterbuck, 2003<br />
  18. 18. Provide an enriching and valuable opportunity for all parties<br />Communicate regularly <br />Offer solutions if duos are experiencing challenges<br />Ensure and maintain confidentiality<br />Solicit your opinions on mid-way and final surveys<br />LLAMA MENTORING: we commit to<br />
  19. 19. Complete LLAMA Mentoring Program Mentor/Mentee Agreement form<br />Contribute to the duo relationship and to the Program<br />Communicate regularly with your mentor <br />Ensure and maintain confidentiality <br />Communicate challenges to the Committee<br />Complete mid-way and final surveys <br />LLAMA MENTORING: you commit to<br />
  20. 20. First Meeting Tool (mentor)<br />First Meeting Tool (mentee)<br />Meeting Tool <br />Twelve Habits of the Toxic Mentor<br />Twelve Habits of the Toxic Mentee<br />LLAMA MENTORING: toolkit<br />
  21. 21. DISTANCE MENTORING: via email<br />Be compulsive about regularly scheduled contacts<br />Pay attention to confidentiality<br />Discuss response time expectations (immediate, within a day, etc.)<br />Send short, newsy e-mails<br />Include your contact information, always<br />Decide together if you want to enhance your e-mail<br /> Phillips-Jones, 2003<br />
  22. 22. Set up regularly scheduled meetings<br />Remove all distractions<br />Call or be ready on time<br />Have agenda, talking-points, and questions in front of you when you begin the meeting<br />Take notes or use the meeting form<br />Send a summary of agreements (mentees take lead on this)<br />Make/receive spontaneous calls (good news, compliments)<br />Use voicemail for information, encouragement, and appreciation<br /> Phillips-Jones, 2003<br />DISTANCE MENTORING: via telephone<br />
  23. 23. Skype<br />Google Docs<br />Wiggio<br />Webcam<br />DISTANCE MENTORING:via online technologies<br />
  24. 24. Career Leadership Development<br />Serving on committees<br />Professional involvement activities<br />Risk-taking<br />Professional philosophy<br />Objectively review own philosophy for truth and coherence<br />Grab for the ring!<br />Questioning certainties<br />Working through specific leadership challenges to become a better team player and team leader<br />Need for expanding experience inside as well as outside of the profession<br />Possible methods to effectively chair a committee<br />POSSIBLE DISCUSSION TOPICS<br />
  25. 25. Career Leadership Development<br />Professional development <br />Educational opportunities<br />Clarifying personal and professional goals<br />Shadowing opportunities<br />Mentoring process<br />Professional skill-building opportunities<br />Team-building challenges and opportunities<br />Skill level confidence<br />Sense of worth as a leader<br />Library profession itself; what it means to be a librarian<br />Leadership styles<br />POSSIBLE DISCUSSION TOPICS<br />
  26. 26. Personal Leadership Development<br />Basic beliefs and feelings<br />Skills in balancing and maintaining an equilibrium<br />Being firm, yet fair<br />Ease in revealing own vulnerabilities; becoming more approachable<br />Balance between job demands, personal time and interests<br />Smoothing out peaks and valleys of personal energy<br />Self awareness; looking like a leader<br />Own personality traits<br />Graciousness, assertiveness, self-confidence<br />Attitude<br />Optimism and openness<br />Listening skills<br />POSSIBLE DISCUSSION TOPICS<br />
  27. 27. LLAMA Mentoring Program Wiki: http://www.lama.ala.org/lamawiki/index.php?title=LLAMA_Mentoring_Committee<br />Web Junction: http://www.webjunction.org/mentoring/-/resources/wjarticles<br />The Mentoring Workbook<br />RESOURCES<br />
  28. 28. Anderson, and Anne Lucasse Shannon, “Toward a Conceptualization of Mentoring.” Issues in Mentoring. Eds. Trevor Kerry and Anne Shelton Mayes. New York: Routledge, 1995:29.<br />Clutterbuck, David. The Benefits of Mentoring. British Columbia: Clutterbuck Associates for Peer Resources Victoria, 2003.<br />Golden, Janine.  The role and contribution of strategies and factors in the career successes of public library directors.  Diss. University of Pittsburgh, 2005. <br /> Johnson, and Charles R. Ridley. The Elements of Mentoring. New York: Palgrave Macmillan, 2004. <br />Perrone, and Larry Ambrose. The Mentee’s Navigator: Making Mentoring Happen. Chicago: Perrone-Ambrose Associates, Inc., 2005.<br />Peterson, Jennifer Lee. The Mentoring Workbook-draft. 2005 &lt;http://www.webjunction.org/c/document_library/get_file?folderId=439508&name=DLFE-11578.pdf&gt;.<br />Phillips-Jones, Linda. The Mentee’s Guide: How to Have a Successful Relationship With a Mentor. Coalition of Counseling Centers, 2003.<br />REFERENCES<br />
  29. 29. QUESTIONS<br />

Notes de l'éditeur

  • -our profession is multi-faceted-holistic-different pieces work together to help us succeed and growQuestion is: Is mentoring a piece of that puzzle?ASK audience for their response -mentoring can work along with networking, career planning, etc-mentoring could play a critical role in your career development, but that is to be discovered
  • There are a lot of mentoring programs out there-formal mentoring programs follow this general structure-the different levels build off of each other -provides structure
  • Having a mentor is significant because they teach, sponsor, encourage, counsel, and befriend-Importantly it offer a safe environment for learning-ASK group for their definition of mentoring
  • Our program is considered a formal mentoring program, however it is also an e-mentoring program since the majority of the interaction and relationship will take place virtually.
  • There are factors that make a mentoring relationship effectiveRead off a few of the bullet points.emphasize the structure of their relationship. Point out that this will be a long distance relationship for most discuss options like e-mail, phone, skype, etc… to help facilitate communication over distance and that you will discuss this in detail later on in your presentation
  • This applies to both mentor and menteeContributes to a successful relationship
  • All mentors should have expectationsRead off a few expectationsKeeping in mind that mentors are not mentee supervisors
  • Even mentors benefit from a mentoring relationshipASK mentors for other benefitsOther benefits according to Jennifer Lee Peterson (2005)Gain new insights and perspectivesIncrease job satisfactionIncrease peer recognitionDevelop and improve communication skillsShare expertise and experiences to benefit othersIncentive to stay currentHave a greater understanding of the changing skill set being brought into the profession
  • While mentees may be in a learning environment, they still have expectations of their mentoring relationship-read off a few expectationsKeeping in mind that your mentor is not your supervisor, you don’t “report” to them
  • -Mentees have a lot to gain from a successful mentoring relationship-read off a few bullets-ASK mentees for more benefits, what do they hope to gain Other benefits according to Jennifer Lee Peterson (2005) - clarify personal vision (duplicate) - come to recognize barriers to performance - overcome barriers - have non-threatening opportunity to ask questions about organization and profession (duplicate) - improve communication, negotiation, and decision-making and self-assessment skills - have increased opportunities for networking (duplicate) - develop new skills and knowledge and greater visibility in competencies
  • -this program is successful because of you, our mentors and mentees who find value in participating and contributing to such a programOur objective is to provide a program to specifically target leadership development acknowledge though the duo may not be from the same type of library, leadership is leadership is leadership – the same skills apply no matter where you are or what you do.Attending Orientation is the first step to establishing a collaborative relationship and supports your mentoring relationshipWhen we say that we will communicate regularly, we really do mean regularlyExpect email communication from the Liaison Team: Jennifer and Amy, ASK them to standThey will send out updates, surveysWhile maintaining confidentiality, we encourage you to let us know if you are experiencing challenges. We can offer solutions, ideas,If you need to change partners, let us knowIn other words, we want to hear from you alsoASK if any questions about our role
  • You are expected to contribute to the program. -active communication between the Committee and the Duos ensures that it is a successful and beneficial program for allWe value your opinions and ideas, therefore, you are expected to complete the surveysMid-way survey is at 5 monthsFinal survey at end of programASK if any questions, need clarification
  • -your packets are really a toolkit filled with helpful worksheets-review each worksheet briefly-you also received the don’ts of being a mentor and mentee Earlier I talked about general expectations of mentors and mentees, but early on establish your own expectations, i.e. communication preferences, response times, etc Suggestions: have goals/objectives, self-assessment, keep a journal or log (point to Mentoring workbook for worksheet)
  • Our mentoring program is distance mentoring/e-mentoring program-that presents its own set of challenges the two most common ways of communicating is by email and phone, however, be open to newer technologiesBy email you should follow some basic rulesRead off a few bullets
  • We often times forget about the good ‘ol fashion telephone as a communication medium since we are bombarded with other electronic technologiesKeep in mind any time differences. It is totally acceptable to make a spontaneous call to express good news, an accomplishment, a hurdle crossed, or to simply give someone a complimentTelephone is a slightly more active/engaging mechanism
  • -there are tons of collaborative online tools we can use.-ASK for any others, experiences
  • - We specifically focus on LEADERSHIP development through mentoring, so here are several suggestions for discussion topicsespecially at the beginning of a mentoring relationship, and especially when paired off with someone you don’t know, it is difficult to get a conversation startedUse your meeting tool worksheet to help with that since the focus of our Program is leadership development, there are many, many different things that can be discussedRead off a few bullets
  • Did I say there were MANY possible discussion topics…ASK if anyone has any other ideas not mentionedLeadership shouldn’t just be limited to career leadership but should also encompass personal leadership
  • -switching gears, here are some more discussion topics that focus on personal leadership developmentIt is an opportunity to be introspective and to gain additional self-awareness as well as self-assurance.You will make mistakes along the way, your mentor will help you develop a roadmap but also help YOU develop. ASK how what other topics could be discussed for personal growth
  • On our wiki we provide a tab for resources = reading material, articles, books, etc. Info about our committee, etc.If you come across a good resource, please share it with us and we will add it to the wikiAnother good online resource is Web Junction. Again, you can find helpful links through them
  • -as you probably noticed on the various slides, different sources Here they are listed in case you want to do further reading- Thanks to Janine Golden who laid down the framework for this presentation through her doctoral work.
  • That concludes our orientation/training session. In about a week, expect to receive a survey regarding today’s session.Any Questions?