Being a Proactive Mentee

Radha PyatiDepartment of Chemistry, UNF

Noodles & Networking: A Minority Faculty Networking Community

Monday, October 26, 2015

Creativity and Originality are Essential Elements of our Research and Creative Work

• We have lots of freedom in academia to pursue our very original ideas for research and creative work (RCW)

• But IMITATION is a great tool also.

Imitation Can Help Create and Develop a Successful Structure for RCW

Mechanics of how we move our RCW forward can be imitative grants, fellowships, contracts, etc: generally our “support channels”

And often should be imitative (no need to reinvent the wheel)

New, untried avenues can succeed too, and are more fruitful when we can find a successful model

It’s wise to choose similar support channels as those who have found successful support channels in past

A mentor gives you a concrete example to imitate

A Mentor Can Help in Lots of AreasA Mentor Can Help in Lots of AreasFunding and support for RCWFunding and support for RCWIntellectual/creative directions in RCWIntellectual/creative directions in RCWTeachingTeachingNavigating tenure/promotionNavigating tenure/promotionBuilding a career in academiaBuilding a career in academiaCareer growth outside academiaCareer growth outside academiaWork-life balance issuesWork-life balance issuesGender/race issuesGender/race issues

Each one of us can have a phalanx of mentors, Each one of us can have a phalanx of mentors, each of whom helps with certain areaseach of whom helps with certain areas

It’s OK to be Reluctant!It’s OK to be Reluctant!We’re willing to ask for help in some areasWe’re willing to ask for help in some areas

We’re reluctant to ask in other areasWe’re reluctant to ask in other areas

That’s natural!That’s natural!

It’s OK not to want help in some areas, but It’s OK not to want help in some areas, but wherever we are willing, let’s make the wherever we are willing, let’s make the most of being a menteemost of being a mentee

““Hard Work” and Unwritten RulesHard Work” and Unwritten RulesPerception: “All it takes is hard work and success will follow.”Perception: “All it takes is hard work and success will follow.”

Overlooks the unwritten rules of a job, and the relative value Overlooks the unwritten rules of a job, and the relative value placed on different aspects of your job duties. For example, placed on different aspects of your job duties. For example, – developing new courses versus implementing technologydeveloping new courses versus implementing technology– pubs vs. grants (yes, you have to choose one or the other pubs vs. grants (yes, you have to choose one or the other

at certain times)at certain times)– book vs. several articlesbook vs. several articles

Usually people who feel they have succeeded solely due to Usually people who feel they have succeeded solely due to “hard work” have picked up the unwritten rules and values “hard work” have picked up the unwritten rules and values unconsciously through their departmental culture and unconsciously through their departmental culture and mentors.mentors.

SEEK OUT the unwritten rules and values!SEEK OUT the unwritten rules and values!

A mentor can help you see, articulate, and align your “hard A mentor can help you see, articulate, and align your “hard work” with these rules/values, so that your work product work” with these rules/values, so that your work product meets expectations.meets expectations.

Different Styles of MentoringDifferent Styles of MentoringSome mentors are …Some mentors are …– very proactive, and they …very proactive, and they …

Give you advice and supportGive you advice and supportBring opportunities to your attentionBring opportunities to your attentionNominate you for things to build your career/vitaNominate you for things to build your career/vitaTell you (respectfully) when you need a course Tell you (respectfully) when you need a course correctioncorrection

– busy – you catch 5 minutes and ask a specific question busy – you catch 5 minutes and ask a specific question

– self-effacing. They…self-effacing. They…Feel as though they just “fell into” success with no Feel as though they just “fell into” success with no deliberate plan (or so they think)deliberate plan (or so they think)Even make you feel weird for asking questionsEven make you feel weird for asking questions

So graciously accept whatever they have to give and don’t So graciously accept whatever they have to give and don’t return to someone who makes you uncomfortablereturn to someone who makes you uncomfortable

Almost-Peer Mentors “Mentor” need not imply a huge experience

differential (senior/junior relationship)

S/he can be someone who is a peer in most respects but a little ahead of you in RCW, tenure, etc.

What matters is sharing benefits of their experience and not reinventing the wheel

Mentor or competitor? Choose people and topics where you feel comfortable freely sharing your concerns and accepting input

An Exercise: Your VisionAn Exercise: Your Vision

• Describe your imaginary vision of what you want your RCW to look like in 2-3 years. Include both broad outlines and lots of details like journal titles, grants, fellowships, exhibit/performance spaces, conferences, panels, numbers of students involved, budgets…

• Prompt: “In 2-3 years, my RCW program will …”

Whose Work Matches your Vision?Whose Work Matches your Vision?

• List 3-5 people whose current RCW looks closest to your vision.

– Can be inside or outside UNF

– Can be people you know personally or people you know only by reputation

Articulating Your Need-to-Articulating Your Need-to-KnowsKnows

• Review your vision and write at least three questions about how to get there.

• Some suggested prompts…– “Would you mind sharing your successful …?”– “What small steps built up to your getting …?”– “What does Journal XYZ look for…?”

People Who MatchPeople Who Match

• Do you know these people personally? Do you consider them a professional friend? (Do you have a bond?)

• If so, make the contact: buy them coffee, meet for lunch … or phone them (email is nice but personal touch is memorable)

• Ask your question(s)

If You Don’t Know Them …If You Don’t Know Them …• Make a point of meeting them at a

conference

• Cold-write them

• A sample script:– “Hi, my name is Suzie Q, I’ve admired your

work, and I’ve wondered, how did you build a track record to get an NSF grant? Would you consider sending me a copy of your successful proposal?”

Specific Funding OpportunitiesSpecific Funding OpportunitiesSeek specific mentoring/advice for particular Seek specific mentoring/advice for particular opportunitiesopportunities

Go to funding source’s website database of Go to funding source’s website database of successful proposals (NSF, NIH, NEH, NEA have successful proposals (NSF, NIH, NEH, NEA have them), get names of PIs and write themthem), get names of PIs and write them

Call agency/foundation program officerCall agency/foundation program officer– Ask for successful proposals or names of Ask for successful proposals or names of

granteesgrantees– Ask them for tips for successAsk them for tips for success– Prog ofcrs are busy but they do want to cultivate Prog ofcrs are busy but they do want to cultivate

talented scholars/artists and increase “proposal talented scholars/artists and increase “proposal pressure” – the number of proposals submitted to pressure” – the number of proposals submitted to their wonderful agencytheir wonderful agency