Mentor-Mentee Relationship 
Kirstie Preest 
Librarian 
Murray Edwards College, Cambridge
What is mentoring? 
 “To help and support people to manage 
their own learning in order to maximise 
their potential, develop their skills, 
improve their performance and become 
the person they want to be.” 
Parsloe & Leedham. (2009) Coaching and mentoring. 
2nd Revised edition. Kogan Paul.
Role of the mentor 
 To: 
 understand the professional registration process 
 provide support and advice when needed 
 encourage mentees to develop themselves and their skills 
 suggest ways to go about finding information 
 be a sounding board for ideas 
 help with reflection 
 challenge mentees ideas and perceptions 
 give constructive feedback 
 pass on knowledge and experience 
 suggest points of contact in the wider profession and open 
doors to opportunities 
 listen
Role of the mentee 
 To: 
 take charge of their own development 
 set their own agenda for meetings 
 ask for help and advice when needed 
 think and be critical when necessary 
 share their thoughts 
 collect evidence 
 refer back to the criteria 
 reflect, reflect, reflect 
 have the ability to give and receive constructive feedback 
 keep in touch with their mentor 
 listen
Mentoring agreement 
 It is essential that you define and agree a 
structure for the relationship together, so you 
both know what to expect from each other 
 review every 6 months 
 will hopefully prevent relationship breaking down 
 mentee to inform Cilip and send off signed Mentor 
Agreement
What to do if it’s not working 
 Discuss the problems with your mentor to see 
they can be resolved 
 If either or both of you are unhappy, fill in the 
mentor completion form and find a new 
mentor
Questions?

Mentoring Presentation

  • 1.
    Mentor-Mentee Relationship KirstiePreest Librarian Murray Edwards College, Cambridge
  • 2.
    What is mentoring?  “To help and support people to manage their own learning in order to maximise their potential, develop their skills, improve their performance and become the person they want to be.” Parsloe & Leedham. (2009) Coaching and mentoring. 2nd Revised edition. Kogan Paul.
  • 3.
    Role of thementor  To:  understand the professional registration process  provide support and advice when needed  encourage mentees to develop themselves and their skills  suggest ways to go about finding information  be a sounding board for ideas  help with reflection  challenge mentees ideas and perceptions  give constructive feedback  pass on knowledge and experience  suggest points of contact in the wider profession and open doors to opportunities  listen
  • 4.
    Role of thementee  To:  take charge of their own development  set their own agenda for meetings  ask for help and advice when needed  think and be critical when necessary  share their thoughts  collect evidence  refer back to the criteria  reflect, reflect, reflect  have the ability to give and receive constructive feedback  keep in touch with their mentor  listen
  • 5.
    Mentoring agreement It is essential that you define and agree a structure for the relationship together, so you both know what to expect from each other  review every 6 months  will hopefully prevent relationship breaking down  mentee to inform Cilip and send off signed Mentor Agreement
  • 6.
    What to doif it’s not working  Discuss the problems with your mentor to see they can be resolved  If either or both of you are unhappy, fill in the mentor completion form and find a new mentor
  • 7.

Editor's Notes

  • #3 Essentially the mentor – mentee role is a relationship between the two parties. Rapport between the two of you is key to the relationship working and providing you the mentee with what’s best for you. It requires trust and the ability to talk openly. In relation to having your line manager as your mentor, there may be conflicts of interest between their supervisory and mentoring responsibilities and between their commitment to the individual and to the organisation. It’s perhaps best if your mentor isn’t your line manager, as you may feel uncomfortable critically evaluating the service in front of them. Some managers could feel their authority and influence was being undermined by a mentor. In some organisations however it may have been set up so that a group of you are taken through the process by your line manager. Ultimately its up to you It’s also best to choose someone outside of your sector, it allows for more objectivity and encourages new ideas and thoughts to occur. It may also provide more or different opportunities which will help with the wider professional context. It can be very difficult to find a mentor, email one person at a time and persevere.
  • #6 Objectives for the learner and the mentor Boundaries to issues covered, e.g. personal problems excluded?    confidentiality Methods for communication: face-to-face meetings, telephone, email    When to contact, who will contact? Frequency and length of meetings: regular, on demand, by arrangement     Location of meetings: a work place or neutral ground     Is an agenda required? Who will set it? Will minutes be kept? By whom?     How will progress be reviewed? Will it relate to objectives?     Arrangements for ending the relationship. It can be time limited or end when either partner feels it is no longer of value or they cannot maintain the commitment.
  • #7 Lots of reasons why it may not be working: Don’t get on Mentor not providing you with the support you need Your moving and want someone nearer Mentor ceasing to be a mentor