How to find a mentor. And what to do when you have one.

When I became a Head of Department, I asked a more senior member of university staff to be my mentor.  I chose him because he had more experience than me of how the university worked.  I also asked him because I found him to be a solid bloke who was straightforward and honest. 

Finding a mentor was one of the best moves I could have taken.  With no experience of leading a large department, my mentor helped me navigate a few tricky issues.  He also fought my corner on occasion because his voice was listened to far more than mine!

Do you have someone looking out for you and your career?  If not, it really is something you should consider.  Just take a look at these eight benefits set out in a report compiled by Jocey Quinn (2012) Mentoring: Progressing Women’s Careers in Higher Education:

1.    Career advancement, including a higher rate of promotion

2.    Increased opportunities and likelihood of staying at this institution

3.    Higher salaries

4.    Increased productivity and better time management

5.    Greater success in achieving external research grants

6.    Personal and professional development, including increased job-related wellbeing, self-esteem and confidence, and better work-life balance

7.    Preparation for the future and heightened career aspirations

8.    Developed networking skills

Finding your Mentor

In her report, Jocey delineates three types of mentorship and your approach to finding a mentor will differ accordingly:

·      Formal:  Many universities now have a formal mentoring (and coaching) scheme.  Formal schemes either match internal senior staff with more junior staff or enable you to select someone from a list of current staff who have agreed to be mentors.  There are a several advantages to this. 

o   You know you are approaching someone who has expressed an interest and willingness to mentor. 

o   There will be clear guidance and training about how to ensure a positive mentor-mentee experience. 

o   There may well be a wider support or professional development structure that you can link in to.

If this sounds attractive to you, find out if your University runs a programme of mentorship.  It really should be as simple as that.

·      Peer:  My experience of mentorship falls within the classic model of a more senior professional who can bring the wisdom of their experience as a guide.  Peer mentorship operates when the mentor is at the same level of the mentee.  Peer mentorship is often used for new employees as part of an extended induction process. 

If you are starting a new role or moving institution, having a peer mentor can be exceptionally beneficial and is something you can find out about, and negotiate, at the job offer stage.

·      Informal:  As you can see, on taking on my first management role I found my own mentor.  This was an informal arrangement and we received no support from the university, either in helping us navigate expectations or it being part of a formal development programme.  I simply asked someone.  It takes a bit of bravery as you might be met with a loud ‘no’ but if there is someone you admire and whom you believe has a lot to share, be brave also and approach them.

Ask the Right Way

UC Davis offer to wise words of advice on how to ask the right way.  Keeping in mind that you are requesting a favour that will require a potential mentor’s time and energy, key points of the ask will convey:

·      That you admire the person and their work.

·      You have enthusiasm for growth, and your desire to learn from their skills and experiences.

·      Communicate clear goals, objectives and expectations to your potential mentor.   This includes how often you expect to meet and over what period.

·      Explain that you are looking for guidance, not a tutor or to shadow.

Your Role as a Mentee

Once you have found your mentor, you need to make it work.  Most importantly, you are the driver of this relationship.  This means you:

·      Set up and manage the meetings. 

·      Identify what knowledge, insights or goals you are wanting to achieve.  Make a list and share this with your mentor.

·      Are proactive in looking for resources or identifying people that might be helpful to you.  Do not simply assume that your mentor can provide all you need at a particular moment in your career. 

·      Look for opportunities to give back to your mentor.  At minimum, acknowledge their commitment and contribution.

A mentor is not for life

It is not uncommon that mentor relationships form longstanding bonds of friendship.  However, your needs will vary as you progress and it may well be that you need different mentors at different stages. 

How you end a relationship is as important as how you start.  Consider the following:

·      Set a timescale at the outset of your relationship so that the end point is known to both of you. 

·      In your last meeting, review your achievements and progress and acknowledge your mentor’s contribution.

·      Plan a formal acknowledgement or celebration of the relationship.

Pay it Forward

If you have experienced mentoring you will know what a valuable experience it is.  Consider becoming a mentor yourself.  At whatever stage you are in your career, you will have incredible experience and knowledge to pass on.  So do!

Sending lots of good wishes,

Christina

After a long career working in universities, Professor Christina Hughes established Women-Space Leadership Limited to support women to flourish in their careers.  You can contact her here.