Transcript Slide 1

Dr. Janine Golden
IFLA Satellite Conference, Bologna
April 18-20, 2009
Relevancy of Mentoring
Model
Summary and Conclusion
Dissertation Career Development Strategies
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career planning
continuing education
training and development
mentorship
networking
professional involvement
recognizing/taking opportunities
qualifications and experience
193 responses
 118 directors (61.1 percent) have had a mentor
 75 did not have a mentor (38.9 percent)
128 responses
 39 directors (30.5 percent) say they could have achieved their
current status without a mentor
 38 directors (29.7 percent) say they could not
 51 (39.8 percent) are undecided
191 responses
 106 directors (55.5 percent) are mentors
 85 (44.5 percent) are not.
Golden, J. (2006) Career development directions for the public library middle level manager. In E.D.
Garten, D.E. Williams, and J.M. Nyce (Eds.) Advances in Library Administration and Organization, Vol.
23, (pp. 173-244). London: Elsevier.
Mentoring programs exist...
but not to everyone’s satisfaction
Areas are prone to challenges..
research to identify where they are
1) processes used for the pairings (1-1, 1-2, 1-3,
etc.) of mentor(s) and mentee(s)
2) lack of a continuous primary stakeholder buy in
3) weaning of coordination and motivational factors
first introduced
To assist…
- organizations with their attempt to encourage
the successful development, retention, recruitment
of professionals into their organization.
- mentors and mentees acquire knowledge,
skills, motivational measures for further successful
career library leadership development
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Partnering process: (most critical and shown here)
program coordination: administrative structure of the
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program evaluation purpose and timing of evaluating the
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program
program, tailor made forms such as contracts, forms used
for goal construction, and questions for the surveys
program sustainability: techniques for organizational
membership and mentoring program self-perpetuation
Partnering process forms the foundation for
the entire program
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Focus on partnering process
Strategies that organizations can use to assist
mentoring partners
- in the visualization of their relationship as a
growth process
Help encourage internal self motivation between
partners
Result: creation and performance of a successful
mentoring program
State Library and Archives of Florida
Sunshine State Library Leadership Institute. (SSLLI)
2004-2007
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Funded by LSTA grant 2004-2007
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40 Current managers in the library field
Participants able to choose own mentors with final decision by
State Library
Challenges: Some Directors chose mentors for the participant;
some mentors not attending orientation
American Library Association (ALA)
Library Leadership and Management Association
(LLAMA) Mentoring Committee
July 2008 – April, 2009
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Pilot mentoring program
25 LLAMA members throughout US seeking to use
mentoring for career development
Participants matched by mentoring committee based on
questionnaire to mentors and mentees
Challenges: time geography, some mismatch of library types,
some mentors not attending orientation
Professional Education for Librarians in Small
Communities (PELSC) 2007 – present
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Institute of Museum and Library Services (IMLS)
grant to TWU SLIS
30 Library Directors in small communities in TX who
do not hold MLS
Participants given list of TX library leaders to choose from
Challenges: time, geography, some mismatches of personality,
some mentors not attending orientation session
Programs Examined: Procedures applied to
each mentoring program…
Mentoring
Program
PELSC
LLAMA
SSLLI
mentee
identification
mentor
selection
interest
inventory
matching
mandatory
voluntary
mandatory
pool
pool
self chosen
yes
yes
yes
choice or given
choice or given
choice
training
together/mandatory together/mandatory
self-analysis: no
enneagram
no
together/mandatory
yes
The successful foundation of a
mentoring program
results in the strength of the pairs
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Increase the conscious individualism of the partners
Heighten awareness of the evolutionary relationship
Help individuals know their own strengths and
weaknesses
Help accept distinguishing characteristics in their
partner
Empower pairs to establish individualized/team
learning & growth
1. Program coordinator
2. Mentee direct input
3. Mandatory mentor orientation attendance
4. Same orientation session attendance
5. Orientation/training presentation points
6. Mid-way survey
7. Length of program
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Regular form of communication between
- the organization and the pairs
- one liaison to one pair (a duo) or
- one coordinator for all the pairs
Can also separate communication dividing the
mentor messages from the mentees
Acknowledgment to offer
- confidential assistance
- articles/tips on the mentoring relationship
- rah-rahs
Mentee needs to contribute to the selection process
Final selection choice left up to the organization
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Why? Compatibility predicts positive relationship
outcomes.
When the mentors were not able to attend, the
survey results produced comments such as:
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“I am not certain that what I am doing is what the
committee would have intended”
The organization should provide more
structure/direction for the mentoring process”
“The coordinator of the program ought to provide
the mentors with more up-front and real-time
information about what the course was covering.”
1. Ensure all are in sync with each other’s roles and
the role assumed by the organization.
2. Introductory interaction with each other, with
other pairs, and with the program coordinator.
3. Organization helps individuals initiate the
development of obtaining a deeper understanding
of each other. (Message cannot be heard if there is
no understanding of one another).
4. Participants begin process of seeing/learning
alternatives to own patterns of behavior.
2 Parts…
Part 1: Ten informational elements
Part 2: Personality self- assessment
(basis for the model’s title creation)
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1) Introduction and statement of the role of the
coordinator.
2) Presentation of the organization’s definition of
mentoring.
3) Myths and fallacies of mentoring.
4) Stated roles of the mentor and mentee
highlighting that the mentee drives the
relationship.
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5) Clear expectations of each partner.
6) Establishment of relational boundaries.
7) Awareness of potential risks and benefits.
8) Recognition that both partners benefit from the
relationship.
9) Expectation that mentee career goal
construction is a key element.
10) Knowledge that there is a beginning and a
conclusion to this formal organizational sponsored
program.
Figure of Enneagram
(Wright, 1997)
Half way through the program the partnership needs
a boost
Mid-way questionnaire be created
Data gathered
Results are summarized and then spun back to the
participants
Why?
 what their peers are doing
 gives additional ideas
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Program of 12 months
Mentors and mentees actually connecting for 10 of
those 12
Should have enough stated time to experience
natural course of the mentoring phases.
◦ Initiation: Cultivation: Separation: Redefinition
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Agreement on definition/roles
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Designated acknowledged program coordinator
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Mentees have direct input into mentor selection
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Mentees, mentors attend orientation session
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Mentors, mentees attend same orientation session
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Orientation session contains a personality analysis self assessment
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Mentees drive
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Anonymous mid-way/final surveys online
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Timeline: longer than 10 months, maximum of a year
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LIS profession is concerned about regenerating the
profession
Recruiting and retaining librarians requires use of
creative strategies
Mentoring can be touted as an added value to the
librarian’s own career development
This model will have baby boomers, gen-xers, and
millenials knowing one another’s strengths and
weaknesses well enough to understand how to
successfully work together