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LLAMA Mentoring Orientation and Training

LLAMA Mentoring Orientation and Training on July 11, 2009 at ALA Annual (Chicago).

LLAMA Mentoring Orientation and Training on July 11, 2009 at ALA Annual (Chicago).



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  • -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?

LLAMA Mentoring Orientation and Training LLAMA Mentoring Orientation and Training Presentation Transcript

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