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LLAMA Mentoring Orientation and Training


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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?
  • Transcript

    • 1. 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
    • 2. OUTLINE
      About Mentoring
      Expectations and Benefits
      About LLAMA Mentoring Program
      Distance Mentoring Best Practices
      Possible Discussion Topics
    • 3. MENTORING: piece of puzzle
      Golden, 2005
    • 4. MENTORING: building blocks
    • 5. “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
    • 6. Formal mentoring
      Informal mentoring
      Group mentoring
      Peterson, 2005
      MENTORING: different ways
    • 7. MENTORING: contributing factors
      • Partners should get along well together
      • 8. partners should mutually respect each other
      • 9. partners should be committed to the relationship
      • 10. partners should develop and agree upon a structure and include: length, frequency, place of meetings, and regular review of progress and development
      • 11. partners’ motives and objectives should be understood by the other
      • 12. partners should give each other permission to try things
      • 13. 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
    • 14. 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
    • 15. 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
    • 16. 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
    • 17. BENEFITS: mentee
      Unthreatening environment
      Improved networking
      Practical advice
      Opportunity to be challenged
      Transfer of knowledge
      Having a role model
      Clutterbuck, 2003
    • 18. 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
    • 19. 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
    • 20. 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
    • 21. DISTANCE MENTORING: via email
      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
    • 22. 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
    • 23. Skype
      Google Docs
      DISTANCE MENTORING:via online technologies
    • 24. 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
    • 25. 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
    • 26. 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
    • 27. LLAMA Mentoring Program Wiki:
      Web Junction:
      The Mentoring Workbook
    • 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.
      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 <>.
      Phillips-Jones, Linda. The Mentee’s Guide: How to Have a Successful Relationship With a Mentor. Coalition of Counseling Centers, 2003.
    • 29. QUESTIONS