University of North Carolina at Greensboro
Embry-Riddle Aeronautical University
ORGANIZATIONS AT RISK
Positions in flux
New and experienced
Org system of values
How to communicate
STANDARD ELEMENTS FOR FORMAL
MENTORING ACTIVITIES OR PROGRAM
Targeted group of mentees are identified, such
as new faculty, new skills, new position, etc.
Develop mentor competencies, such as status,
tenured, credentials or experience
Match mentors and mentees through a
Develop program guidelines
Provide training opportunities for mentors as
well, i.e. train-the-trainer
Defining the mentoring
need and program
Matching mentors with
Getting to know each
Agree on the logistics
Establish goals and
Learn to listen
Learn to share
Allow for venting of
MENTORING IS A LEARNING PROCESS
Make sure learning happens:
Experience and learned wisdom is a resource
Find “teachable” moments or opportunities
Look for full explanations
Develop practice tips or activities
Find answers together
Observe and Reflex
WHAT MENTORING IS….
Complex and interactive
Incorporates development of:
Is developmental in itself
Includes: coaching, facilitating, counseling, advising,
Model behavioral norms
Having an in-house person to trust
Providing mentees with options
Sharing personal experience
Listening to concerns
Checking emotional needs
Developing foundation for long term relationships
MAKING A DIFFERENCE
What feelings do you
feel make the greatest
difference in a person?
What behaviors do you
feel that you possess
that make a
Warm, easy going
Open mouth, eyes wide
Sneer and arrogant
Head to side, leaning in
Sigh, shut down
Heart beats, cool feeling
Sluggish, blue acting
BASICS OF EI ARE:
Knowing your feelings when making decisions.
Managing your emotional life without being overwhelmed or
Persisting in the face of setbacks to continue your pursuit of
Empathy – being able to read other people’s emotions.
Handling relationships with skill and harmony.
THE ULTIMATE TOOL
Skills and competencies that affect an individual’s
ability to cope under different pressures and
Isn’t dependant upon someone’s education, status,
Is considered a different way of being smart
The process of communication is the physical source
of emotional intelligence
We are emotional creatures
Emotional intelligence requires effective
communication between the rational and emotional
centers of the brain
People respond well to those that they trust and
respect, which is more than just being nice
SKILLS THAT FORM EMOTIONAL INTELLIGENCE
EMOTIONAL INTELLIGENCE CAPACITIES
Capacities - Actual or potential ability to perform, yield, or
Independent – making unique contribution
Interdependent – drawing on others with strong
Hierarchical – capacities building upon each other
Important to learning competencies
THE EMOTIONAL COMPETENCE
The state or quality of being adequately or well
Ability to perceive your
own emotions in the
sense of your
Must be willing to
tolerate the discomfort
of negative feelings
Emotions serve a
purpose, why - where
What happens when
you act or do not act
Ability to use your self
emotions to stay
flexible and direct
reactions to situations
Must tolerate exploring
Ability to read emotions of
others and understand
what is going on
Perceiving what they are
feeling even if it is different
than you own feelings
Also can be aware of
changes to other’s
emotions, moods or
Using your awareness
skills (emotions of you and
others) to manage
handling of conflict
Learning to value
relationships from the
beginning with a wide
variety of individuals
Considering feelings of
Important in use of
Important for cross
Helps retain or
DEVELOPING SOCIAL SKILLS
Get feedback-how do you come across?
Put yourself in circulation
Keep up-to-date with current events
Communicate with people on their level
Make people feel comfortable
Keep an open mind
Listen first, talk last
What factors have influenced you growing up?
How does this effect the way you feel about things
Are you culturally sensitive? More later!
DEVELOPING INFLUENCING SKILLS
Be clear about what you are seeking to achieve
Find out what makes mentees tick
Understand your impact on others
Check your timing
Do your homework and be prepared
IMPORTANCE OF INFLUENCE
Winning people over
Self and others
Leads to leadership
skills both formally and
Get a plan together
Be forgiving (let it go)
Keep your perspective
Make it count
OTHER FACTORS TO SUCCESS
are effected by
Different jobs create
different demands on
PERSONAL BENEFITS OF EI
Sharpening Your Instincts
Focus on feelings themselves
Acknowledging those feelings
Controlling Your Negative Emotions
Anger, worry and depression
Discovering Your Talents and Making Them Work
Fine tune and bring talent to cutting edge
DEVELOPING A PROGRAM
Yearly activities with
Informal offshoots such as
Tenured with TT
Call out in the formal
Recognition as folks
Must drive the process, becomes the
Question and provide feedback
Anticipate knowledge needs
Skills mentored should reflect organization's values
Clarifies professional responsibilities
Useful succession planning strategy
Recruitment and retention tool
Promotes employee satisfaction
Low cost by using experienced staff
Builds partnerships and collaborations
WHAT IS YOUR CULTURE,
AND HOW DOES IT EFFECT YOU?
Some areas that might reflect your culture
Your social activities
Your political party
Your favorite foods
The environment, influences, and
experiences with which you grew up impact
your values, attitudes, and perceptions.
By age 10, 90% of our values are formed.
Impressions are filtered through our system
of values, and we describe this filtering
system as a “cultural lens.”
Context will determine which particular
cultural influence is the strongest.
BIASES THAT EXIST IN SOCIETY
Examples of racist behavior
Blaming the victim
Denying cultural differences
Denying the political significance of
Participation in dysfunctional rescuing
HEIGHTEN YOUR AWARENESS
• Recognize that we are all different.
• Acknowledge the contributions of each person.
• Acknowledge the benefits of diverse values and behaviors.
• Recognize that you have learned prejudices and
stereotypes early in life.
• Acknowledge and examine your own personal prejudices.
• Understand that different cultures find some values and
behaviors more important than others.
• Understand the importance of cultural identity.
• Be aware of your own individual culture.
• Understand the effects of history on today.
• Admit there is always something new to learn.
• Be open-minded.
INCREASE YOUR KNOWLEDGE
Learn factual information about other cultures.
Reach out to learn about people different than
Take advantage of organizational programs.
Educate yourself and others on prejudices.
Learn about issues that minorities face.
Enroll in a diversity workshop.
Increase your knowledge of referral resources by
becoming familiar with organizations, agencies,
staff, faculty, etc.
Know the law concerning discriminatory incidents,
and take action by reporting such incidents to
BUILD NECESSARY SKILLS
Develop and enhance your diversity skills.
Treat all people with respect and dignity.
Allow people to get to know you, and take the time to
get to know others while respecting privacy.
Actively listen and learn from others’ experiences.
Be willing to stand up for your beliefs while respecting
those of others.
Avoid speaking on the behalf of an entire group.
Let others speak and think for themselves.
View similarities and differences as equally important.
Expect to make mistakes, and learn from them.
MORE NECESSARY SKILLS
Do not be afraid to ask questions. Be honest with
Avoid making assumptions and generalizations.
Do not assume that there is only one interpretation of
an observed situation.
Use teachable moments.
Validate the experience of others.
Take personal responsibility for the way you respond
Be a role model.
Learn to have civil conversations.
Treat each situation as unique.
MENTORS AS LEADERS
Providing moral support and
guidance for another’s
Building trust and setting
Addressing emotional needs
Leading the learning process
MENTORING LEADERSHIP COMPETENCIES
Knowing who you are and what you have to offer
Includes knowledge of your strengths, limitations, passions, and
Awareness of how you respond to different situations and people
Strengthening self-awareness begins with examining your
behavioral patterns and seeking feedback from others
2. Relationship/Group Development
The ability to understand roles of self and others in relationships
and navigating those relationships effectively
An effective leader forms effective relationships with group
Group members are most productive when they feel valued and
An effective leader respective engages in conflict and helps
The ultimate goal of any group is to work well together
3. Task Management
The ability to take a vision, plan the steps and process by which that
vision an become a reality, and see the process through to completion
4. Community Engagement
Community involvement allows you to voice your opinion, influence
others, and learn about the structure of your community
5. Effective Communication
Crucial to leadership
Through communication, a leader units others
It is crucial for leaders to recognize the value of diversity among group
A group’s differences can be its greatest asset
7. Ethical Decisions
Understanding ethics requires awareness of your own values and beliefs
It is important to know what you value and to what degree you value your
8. Creative Visioning and Problem Solving
A creative leader is able to rise to the challenge and determine how to
effectively use resources in an innovative way
WHY EMAIL MENTORING?
Email as a Variation
Discussions not answers
For group changes/stresses
Be self aware of your emotions and how you react
Know how to control these reactions and your
influence on a mentee
Pay attention to your organization’s overall
Develop relationships that are productive
Help the organization be culturally sensitive
Work on the leadership skills that you need to
Share the success, learn from the failure
RESOURCES AND READING
MENTORING & LIBRARIES: A BIBLIOGRAPHY
Compiled by: Rita Gibson http://colt.ucr.edu/bibmentoring.html
Five-Phase Mentoring Relationship Model, Donner-Wheeler
Beyond Mentoring: Toward the Rejuvenation of Academic Libraries, Gail
Munde, Journal of Academic Librarianship, Vol. 26, number 3, pages 171-175
Applying Emotional Intelligence, A practitioner’s guide, Edited by Joseph
Ciarrochi and John D. Mayer, Psychology Press, 2007
Academic Librarians as Emotionally Intelligent Leaders, Edited by Peter
Hernon, Joan Giesecke and Camila A. Alire, Libraries Unlimited, 2008
The Emotional Intelligence Quick Book, Everything you need to know to put
your EQ to work, Travis Bradberry and Jean Greaves, Fireside, 2003
Emotional Intelligence – a leadership mentoring and coaching performance