1. ASBO MD & DC Annual Spring ConferenceMay 24, 2011 Rick Gay, CPPO, RSBOPurchasing ManagerBaltimore County Public SchoolsISO 9001/2008 CertifiedNIGP Outstanding Agency Accreditation Achievement Award OA 42011 Candidate for 2012 ASBO International Board of Directors

2. A mentor is a person who agrees to help teach andguide another person. Historically, the relationshipbetween the mentor and the person seeking amentor (sometimes called a mentoring protg)has been voluntary, informal, and mutually-agreedupon. A person may seek out a specific mentor; or amentor may select a specific protgthe bestrelationships often happen with self-selection(rather than through a formal assignment). 2 3. In a good mentoring relationship, you, as thesenior partner, can be a role model throughboth your words and your actions. By who youare, you provide a personal window for theprotg on a possible career future. Your ethical,scientific, and professional behavior all leave astrong impression on him or her, as does yourattitude toward your work. 3 4. Mentors teach through Sharing Modeling Guiding Advising Supporting Networking4 5. Mentors share their own experiencesboth successes and failures. They teach throughstories and anecdotes, and offer insights that can only come with experience. Mentors model professional behavior. Mentors guide people through the learning landscape of their particular library; theyteach people things that cannot be taught in school. Mentors advise people on complex situations that may not have a single right answer orapproach. They offer observations and explanations that help people learn. Mentors support people and offer reassurance when learning becomes difficult oroverwhelming. Mentors network with other library staff and professionals for their own professionalgrowth and development, and provide people with the opportunity to do likewise. 5 6. You TEACH workplace skills to help your protg developtechnically. You COACH through comments, support, encouragement andeven criticism about attitude, abilities, work habits, talent andbehavior. You COUNSEL by helping your protg evaluate careeroptions, develop skill building strategies, improveprofessionally, and identify interests and values. You CHAMPION your protg by becoming anadvocate, showcasing your protgs talents and securingresources to advance your protg professionally. Effective mentoring means throwing out the "life line" of supportthat affirms your protgs status of belonging and potential forsuccess.6 7. Create a "gift culture." In other words, encourage anyone and everyone to givefreely of their time and insight to help colleagues. Make this common practicethroughout the organization. No one should require a formally assignedrelationship to ask a colleague for input or assistance. Start with specific work needsa project or business goal that one personhas and to which the second person can contribute. This gets the initialrelationship going in a comfortable, useful way. Later, if the chemistry betweenthe two is strong, the relationship may evolve into a broader discussion ofcareer goals and personal aspirations, but thats a hard place for most people tojump in cold. Put the onus on the mentee. Allow the mentee to seek out the mentor(s) ifand when desired. By far, the most effective approach is to give the mentee thenames of 2 or 3 people, and encourage him or her to reach out if and wheninput is neededto one or to all. Make it two-way. In other words, encourage older employees to seek outyounger employees, again with specific questions or for advice in areas of theyounger employees expertise.7 8. The characteristics of a good mentor may include: A desire to help Broad-based and up-to-date knowledge and technicalskills Life-long learner with aptitude for teaching Strong people and communication skills High energy levels (and not the first person out the doorat closing) Positive outlook and sense of humor Good manager of time and resources8 9. All mentors and mentees develop certain mentoring skills in orderto implement strong mentoring relationships: Core Mentoring Skills (needed by mentors and mentees): listening actively, identifying goals and current reality, building trust, and encouraging. Mentor-Specific Skills (needed by mentors): inspiring, providing corrective feedback, managing risks/protecting, opening doors, and instructing/developing capabilities in mentees. Mentee-Specific Skills (need by mentees): acquiring mentors, learning quickly, showing initiative, following through, and managing the relationship. We believe that adults and youth can learn and use these skills with mentors. 9 10. The mentor is the foundation upon which an effectivementoring alliance is built. Your major role as a mentor isto assist your protg in acquiring those skills andcompetencies necessary to succeed. Specifically, youshould: Assist in the professional growth and development of yourprotg Accept your protg as a legitimate co-worker who haspotential for high performance Legitimize your protg with the organization and withother colleagues10 11. Communicate with your protg in an open and honestmanner Give sound, constructive and critical reviews of yourprotgs progress toward established goals, free ofjudgmental bias Serve as a resource to your protg in handling problemsthat may arise Be an advocate for your protg by acting as sponsor Introduce your protg to professional/careeropportunities and advancement .A word of caution: There is a fine line betweenSUPPORTING and PUSHING. As a mentor you are anenabler, not an assuror of success. 11 12. As Mentors and Coaches in Professional Development; We need to recognize and build on their experiences We need to provide encouragement and recognition of effort We need to provide job-embedded experiences We need to be sure that they have an ample opportunity to study others who are leading in various roles, serve as positive role models of leadership ourselves We need to provide them appropriate feedback and foster reflective conversations12 13. What role does your organization expect you to play asa mentor? What role do you expect to play as a mentor? What role do you think your protg will expect you toplay as a mentor? What are some possible role conflicts and what do youthink might be done to resolve these conflicts? 13 14. A mentor should feel like an advisor, someone on your side;loyal, interested, trusted and most importantly, experienced in areasthat you may not be.Mentoring can be done by someone senior to you or on an equalfooting, but who helps steer your career through both the good and thedifficult times.A mentor can almost be seen as a wise, experienced friend or favoriteaunt or uncle type person.A mentor leads by example and is a role model.Mentoring helps you see the big picture and understand the politics ofthe organization you work for. 14 15. There are a few important things that will help you makeThe most of your mentor. Meet with your mentor on a regular basis Set clear objectives Rely on your mentor for guidance, not answers Be honest A mentor isnt a dumping ground 15 16. The Career Assessment & Objectives Questionnaire should be completed by the Protg prior to the first meeting and discussed with the Mentor in order to determine an Action Plan. Protgs should be honest and realistic about their needs and objectives, and Mentors will need to recognize what they can deliver before committing to a particular outcome. ACP recommends the remainder of the initial quarter be spent building a relationship between the Mentor and Protg in which both parties get to know each other beyond their professional experiences and career goals. The best mentoring relationships are built around trust, mutual respect, and open communication.16 17. Establish a Top-10 list of realistic and achievable goals to be met over the course of thementorship Devise a complete yearlong Action Plan with strategies for meeting each benchmark Discuss current events, news, politics or other areas of mutual interest Go over the intangibles of professional success, such as attire, grooming, organizing yourdesk/office, and managing your free time Talk about mentors or role models each of you has had in the past and how theyimpacted your life or career Describe the most challenging moment in your career and how you dealt with it, ordiscuss Things I learned on my own that I wish someone had told me Sign up for a class or workshop together at a local college or library Set up Shadow Days to allow the Protg to observe the Mentor at work Read a book, periodical, magazine, or journal or watch a movie together and discuss The Protg can discuss his or her experience in the service to help the Mentor gaingeneral knowledge about the military Try doing a new sport or activity together, or attend a sporting event together 17 18. Mentor or Coach Job-embedded experiences (Chairing Committee, leading professionaldevelopment, developing a budget, leading a staff meeting, observingsupervisor) Goal Setting through the appraisal process Professional Development (course work, workshops) Participation in a cross-department or office work group Joint project or event Job shadowing InternshipLeadership Discussion Group 18 19. One of the critical roles of the mentor in theinitial stages of your relationship with yourprotg is profiling getting to know him or her. During this process, your job will be to skillfullyask your protg a series of questions designed toascertain their current level of functioning andrelevant background history. When profiling is conducted correctly, theknowledge received from the activity can serve asthe foundation for building a solid mentoringrelationship.19 20. Academic Background What types of academic subject matter has the protg been exposed to? Where was the protg educated? What content areas does the protg desire to learn more about? What are the protgs academic strengths? Areas of weakness? Life Experiences Has the protg had other work experiences? What life experience has the protg had that makes him/her unique? What mechanisms does the protg use to cope with stressful situations? 20 21. Cultural Background What stance does the protg take on issues of assimilation? What cultural values does the protg hold that are different/similar to yours? How does the protg interact with those of different cultural backgrounds? Has the protg had to deal with discrimination? How did he/she handle thesituation? Workplace Knowledge Does the protg understand the organizational climate of the organization? What is the protgs work/leadership style? What other types of work experiences has the protg had? Value System What is the protgs work ethic? How effective are the protgs time management skills? What place does corporate integrity hold in the protgs value system? 21 22. Effective mentoring requires time and effort on thepart of the mentor. You will get the most benefit out ofa mentoring relationship when you are proactive andresponsible. You can help your mentor out by: Communicating regularly and efficiently Being helpful and supportive in return Keeping trust levels high through confidentiality Holding yourself to professional standards Staying positive Addressing problems as they arise 22 23. Determine how a mentor could best help you,and what you wish to learn. Set specific learninggoals, whether they are tactical (learning how aparticular job is done) or strategic (learningwhat and why something is done). Also set aspecific time period to achieve your goals.23 24. Effective mentoring requires that everyoneinvolved be committed to learning. Once youhave determined your goals, you must also: Accept responsibility for your learning Be open to new ideas and ways of learning Communicate effectively Accept feedback and act on it Cooperate Be able to ask for help when you need it24 25. How to think strategically: Consider the big picture Recognize patterns and trends Honor priorities Anticipate issues Predict outcomes Have smart alternatives to fall back upon Deal with issues25 26. Knowing the hands-on skills necessary. Making sure strategic goals are met. Performing each task with quality and efficiency.26 27. Interview your mentor about strategic versus tacticalapproaches to your job. Ask your mentor to help you develop strategic approachesto your job or learning activities. Ask your mentor to be frank about your strengths andweaknesses. Do a self analysis using past projects or learning activities. Research the literature and report to your mentor. Shadow someone with a reputation for being strategic andlearn from them. Network with your manager and your peers. 27 28. In many cases the Protg will benefit from beingintroduced to others within the Mentorscorporation, whether it be to learn about differentlines of work, or to meet others who may beconsidered role models and offer alternativeperspectives in line with the Protgs objectives. Ideally,the Protg will be introduced to three otherprofessionals from the Mentors corporation during thequarter so that three significant discussions of one houror longer may be achieved during this time period. 28 29. I have worked with many people in variousemployment situations and environments and haveoften felt the pride of watching someone else grow intheir confidence and job skills. I have often felt the satisfaction of helping and guidingthem. Serving as a mentor doesnt show up in many jobdescriptions, but it should. Mentoring others to learn and grow in their careers isone of the most rewarding aspects of professionallife, and one that often goes unheralded.29 30. We should each take the time to guide someone intheir career development, to be a no nonsensesounding board and answer-guy, to encourage them toreach new heights. When you invest in someone elses success, it becomesyour own success, too. And there are abundant rewards to be gained watchingsomeone succeed after you have "invested" in them30