Transcript Mentor/Sponsor
GLOBAL NETNIGHT 2014
MENTORING AND BEYOND: DEVELOPING LONG-TERM PROFESSIONAL RELATIONSHIPS
Presented by the Alumni Council Committee on Careers
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Global NetNight 2014
“A MENTOR is a person whose highest value is what they
say to you
when you are in the room with them, while a SPONSOR is someone whose highest value is what they
say about you
to other people when you’re not there.” Erica Dhawan
Introduction
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Global NetNight is for:
• • • All Princetonians regardless of career stage or situation Alumni interested in reconnecting with fellow Tigers Learning about developing long-term professional relationships
Mentoring and Beyond
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Career Stages of Developing Professional Relationships Long-Term
• • • Early Career Mid Career Late Career
Definitions for all Career Stages
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Mentor
• • • A Mentor provides you guidance, feedback. Someone you can trust with the good, the bad and the ugly.
A Mentor can also be a Sponsor, if they have the necessary authority, credibility and relevant contacts.
A Mentor does not need to be someone internal to your organization.
Definitions for all Career Stages
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Sponsor
• • • A Sponsor supports your career development by promoting your advancement (with decision-makers).
A Sponsor may be thought of as an enabler/facilitator – someone who can get something done to help you.
Sponsors are not always automatically Mentors, but can develop into a Mentor after sponsoring you.
Definitions for all Career Stages
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Note
• • In some professions (e.g. science, academic), there may be other definitions. An example would be an
Advisor
.
An Advisor provides guidance and feedback in a professional or academic framework and should not be considered a close personal friend.
An Advisor does not have to be a Mentor, but can become one.
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EARLY Career
• • • Audience Engagement Question Relevant Issues Dos and Don’ts
Audience Engagement
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1.
2.
3.
4.
What is the best way to find your first Mentor?
Request one from Human Resources Poll your peers about effective mentors Consider your boss and his/her peers Ask your boss who could provide relevant advice
Early Career
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Relevant Issues
• • • • • • Reasons to look for a Mentor or Sponsor Determine objectives for securing Mentor or Sponsor (e.g. advancement, transition, industry change) Qualities to look for in a Mentor or Sponsor Ways to find a Mentor or Sponsor When and how to use a Mentor or Sponsor How to begin or end a mentoring relationship
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Early Career Dos and Don’ts
Mentee (Beneficiary)
• • • • • •
DO
Know what you want from the relationship (communicate it!).
Find multiple mentors (e.g. an overarching Mentor and short term point Mentors) Balance the personal/professional aspects of the relationship.
Know what you should give to the relationship.
Contact your Mentor as much as you can (but be respectful!).
Seek candid feedback on your key development needs.
Mentor/Sponsor
• • • • •
DO
Understand not only what you have to give, but also what you may receive from the relationship.
Establish clear ground rules and expectations.
Listen to what your Mentee hopes to gain.
Be clear with your mentee regarding your availability.
Provide candid feedback in a professional manner.
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Early Career Dos and Don’ts
Mentee (Beneficiary)
• • • •
DON’T
Ask for advice on everything. Be purposeful in each request.
Be negative or unprofessional. Don’t moan about others/missed opportunities.
Frequently change/cancel meetings.
Confuse a mentor (guidance) with a sponsor (helps promote you).
Mentor/Sponsor
• • • •
DON’T
Assume that your past career experience still holds true at all times – validate that it is still relevant.
Get trapped into interfering in Mentee’s relationship with supervisor or staff: “Nose In (provide guidance), but Fingers Out.” Assume someone wants to be mentored – be sure your input is welcome.
Be negative or unprofessional.
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Mid Career
• • • Audience Engagement Question Relevant Issues Dos and Don’ts
Audience Engagement
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1.
2.
3.
4.
What is the most important characteristic in a Mentor?
Willing to work with you Powerful influence in your organization Relevant experience to match your career goals Reliable & trustworthy to keep discussion confidential
Mid Career
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Relevant Issues
• • • • • • Determine objectives for securing Mentor or Sponsor (e.g. advancement, transition, industry change) Knowing it is time to find a different Mentor/Sponsor Managing transitions from one Mentor/Sponsor to another Finding appropriate sponsors to promote career goals/objectives Finding mentors/sponsors to help navigate job disruption (e.g. job loss, dislocation, industry change) Using mentors to see the bigger picture
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Mid Career Dos and Don’ts
Mentee (Beneficiary)
• • •
DO
Develop a professional/academic framework to optimize conversations with a Mentor.
Initiate up-front discussion with Mentor to establish clear ground rules and expectations.
Be open to advice that may go against your normal tendencies.
Mentor/Sponsor
• • •
DO
Engage mentees in strategic/reflective dialogue.
Ask questions that a Mentee may not and/or is avoiding asking themselves.
Provide tools/strategies that help mentees to take control of their situation.
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Mid Career Dos and Don’ts
Mentee (Beneficiary)
• • •
DON’T
Solicit mentors/sponsors with the “cold call” approach.
Assume that your Mentor will serve as your sponsor.
Force a relationship – good chemistry is important.
Mentor/Sponsor
• • •
DON’T
Assume full liability for your Mentee’s career development; only expectation is that you provide guidance.
Assume you know your Mentee’s goals – ask and listen.
Agree to be a Mentor/Sponsor unless you can commit.
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Late Career
• • • Audience Engagement Question Relevant Issues Dos and Don’ts
Audience Engagement
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1.
2.
3.
Where do you look for mentors when you are making a “fresh start”?
As broad a radar screen as possible for a good match Target relevant industry, role or key objective for next chapter Anyone who has navigated a similar career transition
Late Career
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Relevant Issues
• • • • • Determine objectives for securing Mentor or Sponsor (e.g. advancement, transition, industry change) Settling on “best practices” for handling mentor/mentee bonds Knowing how to make the relationship rewarding for all involved Knowing when/how to respond to opportunities for mentorship/sponsorship Identifying guidelines to maximize the probability of a mutually rewarding experience
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Late Career Dos and Don’ts
Mentee (Beneficiary)
• • •
DO
Extend your search for a Mentor to other industries or functional roles to find relevant experience to match your objectives.
Consider mentors who have been in your stage of life and can relate to your situation and experiences.
Recognize that you may not always agree with your Mentor – it is okay to disagree.
Mentor/Sponsor
• • •
DO
Be open to learning from a Mentee.
Consider tapping accumulated career network to consult on your Mentee’s unique needs.
Listen closely to goals of Mentee – especially in late-career stage.
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Late Career Dos and Don’ts
Mentee (Beneficiary)
• •
DON’T
Limit yourself to one Mentor, even for specific objectives (e.g. joining a board); tap different professions and industries to compare diverse perspectives.
Assume you know the answer or be afraid to offer your own opinion if different from your Mentor.
Mentor/Sponsor
• • •
DON’T
Over mentor, suffocate or over advise your Mentee.
Assume that your early career experience is still relevant without first validating with active peers.
Be afraid to direct a Mentee elsewhere for an answer or for insight/feedback on something you don’t know well.
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Event Suggestions
• • • • Speaker/Panel Format Ideas Structured Networking Example Book Recommendations Resources at Princeton
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Speaker/Panel Format Options
Speaker
Can cover multiple aspects of mentor/mentee relationship or role of sponsor Can incorporate some or all of the points in this presentation Consider using a career coach or career counselor http://www.coachfederation.org/ http://www.ncda.org/aws/NCDA/pt /sp/consumer_find Contact GNN Subcommittee for recommendations [email protected]
Panel
Select moderator and 2-4 alumni who have experience with mentor/mentee relationship or being a sponsor Early Career – Recent graduate looking for a mentor or who has recently found a new mentor Mid Career – Alumni that have changed from mentor to sponsor or looked for a new mentor due to career change, etc.
Late Career – Alumni with experience as sponsor or mentor at various stages of their career
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Speaker/Panel Format Options
Precept format for smaller groups
Use a roundtable PRECEPT format with a knowledgeable facilitator who directs the group discussion through prepared questions to cover key areas and advance the discussion.
Structured Networking Example
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Offer and Ask
• • • Arrange groups based on three career stage mentor/sponsor scenarios (e.g. at tables or in corners of the room) where attendees self-select their group based on needs/value.
Participants can ask questions and seek advice or volunteer to share experiences and offer answers .
The participants can pair up in groups of two or more to share their questions/asks and provide responses to each other. The speaker/panelists can circulate among the four groups listening to questions/requests and contribute as needed.
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Reading Recommendations
• • • •
Common Sense Mentoring by Larry Ambrose Forget a Mentor, Find a Sponsor
by Sylvia Ann Hewitt
The Mentor’s Guide: Facilitating Effective Learning Relationships
by Lois J. Zachary
The Ultimate Networking Roadmap by Kara Ronin
Resources at Princeton
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• • • • Career Services http://careerservices.princeton.edu/alumni Alumni Careers Network (log in to TigerNet to access) http://alumni.princeton.edu/tigernet/ Princeton Women’s Mentorship Program http://www.princetonwmp.com/#!about/c15v1 Princeton Alumni - Affiliated Groups http://alumni.princeton.edu/communities/affiliatedgr oups/#sthash.ptDDImVy.dpuf