Mentoring - Personal Reflections of a Special Librarian

In the sixteen years since I obtained my Master's degree I have advanced steadily to positions of increasing responsibility. I currently manage the library and information center of a major specialty chemicals company. What I share with other successful professionals is that, I did not achieve success by myself. Along the way, I have sought and received a lot of help from other successful people--my mentors.

What is a Mentor?
I am sure you all know of the ancient Greek origins of the word mentor. Mentor in Homer's Odyssey, was the tutor to whom King Odysseus entrusted his son Telemachus when he went away to fight in the Trojan Wars. Mentor, actually Athena, goddess of wisdom, was a wise and capable teacher, and taught the prince the skills of leadership, growth and responsibility.

Today, we think of a mentor as someone who counsels others to grow personally and professionally. Though quite topical today, mentoring is not a new concept. It is however, very important today for many in the corporate work place. It is especially so for special librarians and in particular for those who are ethnic minorities.

What is Happening in the Corporate Workplace?
The corporate workplace is characterized by change; breakneck change. Recent record stock market and corporate earning highs have been achieved through mergers and divestitures, down and right sizing, organization restructuring and reengineering etc. With this going on, traditional career paths and ladders have splintered, if not all but disappeared. Many companies have relinquished their paternalistic responsibility for their employee's life-long careers. This responsibility is now that of each individual.

What is Happening in Special Librarianship?
Again, the climate is characterized by change--breakneck change. The catalyst here is that technology-sophisticated and user-friendly electronic information sources are affecting the traditional function of information professionals who now must redefine their roles. Technological advances coupled with the fast-paced changing corporate environment make it imperative for us, special librarians, to redirect our traditional library skills and functions into areas where we can bring the most value to our organizations.

Why is Mentoring Important for the Ethnic Minority?
The U.S. Bureau of the Census estimates that by the year 2050 half the population will be ethnic minorities. For our future economy to thrive, minorities must be positioned for leadership positions in the workplace. Unfortunately , though the population is growing more diverse each year, minorities continue to flail outside the mainstream. While quotas and federal watch dogs have tried to increase minority numbers in the workplace, they have not ensured environments that promote minority productivity and retention.

The Federal Glass Ceiling Report of 1995 found that jobs filled by minorities typically have short or no career ladders. Studies continue to show that minorities advance far slower in their careers than their majority peers do. It is clear then, that in this climate of change in which everyone must take control of their own career destiny, minorities are in an even more precarious situation.

We must all, men and women; black and white; clerks and managers, acquire and retain skills and competencies that are transferable. We must be self-motivated, and take advantage of processes that will transform our potential into career advancement and success. Such a process is, mentoring. In this climate of change, mentoring can foster continuous learning and direct us towards appropriate career challenges that will give us competitive advantage.

The opportunities for mentorship fall into two main categories: mentorship programs, which are formalized and structured;and personal mentorship, in which participants are self-selected and the relationships, are often naturally occurring.

Mentorship Programs
These are typically found in professional organizations, colleges and universities, and now increasingly in corporate and business organizations. Mentoring programs carefully match up mentors with mentees and provide objectives and guidelines for the relationship.

Variations include, one-on-one (one mentor, one mentee); group (more than one mentor per mentee) or team mentoring (more than one mentee per mentor). Springing up now are mentors-for-hire; professionally trained mentors and coaches whom for fees provide mentoring services. Current technology also now allows telementoring programs in which mentoring relationships are not restricted by geographical boundaries. Through telementoring, mentees communicate with mentors via the Internet or email.

Corporate America recognizing that continuous learning is critical to a company's competitive edge is using mentoring as a way to integrate continuous learning into corporate life. As the population becomes more diverse, it is apparent that for a company to remain competitive in the twety-fst century, it must tap into the diversity pool. Mentoring programs are quickly becoming the management technique used to break down cultural barriers and foster diverse corporate environments. Among other benefits, mentoring programs in the corporate world promote teamwork, enhance employee commitment, help develop leadership qualities and cultivate proactivity and creativity.

The key to a successful company mentoring program is a well planned structure; allocation of adequate time and resources and ongoing organization-wide commitment to development. An environment in which employees take ownership by contributing to program development and implementation also helps ensure effectiveness.

My Mentorship Program Experience
My first experience in a mentoring program is quite recent. The Special Libraries Association Diversity Leadership Program has a mentoring component in which the awardees identified for leadership potential are assigned mentors to help prepare them for leadership positions in the association. I was one of five persons selected for the program in 1998.

I was assigned to Wilda Newman, a member of the SLA board of directors with many years of experience in the association. What she did for me was make me feel worthy and proud - looking at my SLA track record; at positions I have held on the local and division levels, she translated my activities into important skill sets relevant to potential association leadership positions. A few months into the relationship when, illness limited Wilda's participation, Sylvia Piggott a celebrated figure in our field; a past president of the SLA, volunteered to fill the spot as a back up. Though we had only briefly met in the past, Sylvia identified with me and chose to take me under her wing. We found that our values and interests meshed and our relationship is a perfect example of the merits of self-selection of mentors or mentees.

Through my mentors I had access to individuals on national SLA committees and was positioned ready to fill a national committee spot. While this mentorship program is defined for promotion to SLA leadership, through my mentors I have a wealth of experience and expertise to tap into when issues come up in my job or when I need recommendations on resources. The mutual trust and respect evoked makes for a life-long relationship.

Personal mentorship
Personal mentors are the mentors we sometimes do not even realize we have until we look back and see how they influenced our life and career. In the workplace this form of mentoring has traditionally taken place with a senior manager spotting a younger worker and taking it upon himself to nurture the worker up the ladder. For the most part these protege relationships are found between white, male workers. For successful career building, minorities must work hard at cultivating such personal mentor relationships.

My Personal Mentoring Experiences
I refer now to a book titled, TAKE ACTION! 18 Proven Strategies for Advancing in Today's Changing Business World. Authors: Susan Bixler and Lisa Scherrer. Chapter 3 of this book describes three types of personal mentors or coaches: Zap, Tutor and Vision.

"A Zap mentor" is one you go to for "spot coaching or instant insight". This is someone to whom you have limited access; sometimes only seeing a few times a year. This is often a top executive in your firm, the president of your professional organization - someone you can only dream about as being your day to day, one-on-one lifetime mentor.

This concept brought to mind, Dr. Lester Pourciau, former director of Libraries and Associate Vice President for Academic Affairs, University of Memphis. I zapped this man whenever I could. A few minutes of his time gave me executive perspective on run-of-the mill issues.

Through this personal mentor I had access to non-library faculty programs on campus which enhanced my network of potential clients. He encouraged me to transform my library interests and post-graduate course assignments into publications, always sparing a few moments to review my work. Being new to academia, his advice on what would contribute to best to my tenure package was incredibly helpful and most of all his criticism kept me in line.

More recently Dr. Maselli, Vice President for Research, Grace Davison, comes to mind as another zap coach. Among many organizational changes at WR Grace was the dissolution of central research, the division I was originally hired into. The site where I work was taken over by Grace Davison and my operation was retained and absorbed by this division. Being new to Davison, its organization and key players, making the acquaintance of Dr. Maselli proved to be an excellent advantage.

Always willing to answer my questions and note my suggestions, he put my name forward to undertake important projects and marketed my skills to prospective clients. He challenged me to handle major work assignments and promoted my capabilities by giving me the opportunity to make presentations to the top executives.

You cannot expect a lifetime commitment from a zap coach or mentor but the occasional piece of advice is often invaluable. Zap mentors are not necessarily in your area of the organization but are able to influence the direction of your career. You can have as many as you are able to cultivate.

A "Tutor Mentor" is someone you know is more experienced than you are; someone from whom you can continually learn. You can always reach out for help from this mentor when faced with uncertainty and need intensive advice. As you grow, you reach a point when you can cut the apron strings and move on to a mentor who better meets your needs at your new phase of growth.

A tutor mentor I had early in my library career was Caren Cowhig my supervisor at FMC Corporation. I was a sponge for everything Caren had to offer and she took pride in seeing me blossom and grow. She provided me with real life perspective for papers I wrote, as I was finishing up my master's degree. She coached me when I was interviewing for professional positions and up until about six years ago I kept in constant touch, calling her to bounce ideas off her or for technical advice.

Excellent tutor mentors are experts who can help you hone your skills, they may coach you for a well- rounded career or may coach you for a particular skill to complete your set of skills for career advancement.

A Vision Mentor is the all inspiring mentor. The one with whom there is a "magical chemistry". My Aunt, Dr. Letitia Obeng does not dream small and as far as she is concerned no situation is insurmountable. A phone call away, when I am diffident or wary; I need only spend a few minutes with her to feel confident and on track.

She is a not only a personal cheerleader but can relate to a variety of situations, emotions and experiences. With a doctorate in aquatic biology, she has taught in academia, established an institute in the Ghana Academy of Sciences and was for many years a regional director of the United Nations Environment Program. Aunt Letitia has experienced it all and is empathetic and candid in sharing experiences. She lets you know that she too has had many moments of diffidence and shares the pep talks she gave herself. The message is clear -she has done it so can you.

A vision mentor is the one who is rolled out to the world on TV in a production of, "This is your Life" when you become famous. This is the mentor whose vision for you is large and often greater than you see as realistic. As a result of your vision mentor's lifelong support, guidance and belief in you, you are challenged to achieve success.

How have I benefited from mentoring?
Through mentorship, I have had:
coaching in areas and skills in which I had no or little experience; friendly sounding-boards to bounce ideas on;
constructive non-threatening criticism to learn from encouragement and challenge when I doubted my abilities;
my name put forward to undertake important work assignments and projects;
my skills have been marketed in my organization; constant support and advice;
the opportunity to improve on my interpersonal skills and, my circle of networking widen.

Everyone can benefit from a mentor, at any stage of his or her career. Whether or not to have one depends on an individual's need. Possible occasions may include when you are: new to an organization; starting a new job within your organization; starting a new career; about to start a new course of study or unsure about a new technology or task

The Role of the Mentee
Mentoring is a two-way street. The mentored, mentees play a part in making the relationship beneficial. Do not expect your mentor to come charging on a white horse, with armor and lance, to provide all the answers and solve all your problems. You must assume responsibility for your own growth and development and:

be willing to learn and change.
Be humble and realize there is always more to learn;
find out what your mentor wants from the relationship and do your part to achieve these goals;
if things do not work out with an assigned mentor accept rejection gracefully;
inform your mentor of your career aspirations, strengths and weaknesses;
Be honest and open;
show appreciation for mentor's expertise;
stay in constant touch with your mentor,
and above all, mentor others.

Where to look for a Mentoring Programs

Mentoring programs are typically found in:

Trade and professional organizations

Student organizations

Chambers of Commerce

Employment Agencies

Sororities and Fraternities

College and University

Library Schools

Where to look for Personal Mentors
You have control over the choice of a personal mentor; therefore be creative. If a role model does not exist in your immediate area of operation, find one in another. Some sources for potential mentors include:

former lecturers or teachers;

current or former supervisors and managers;

recommendations of work colleagues;

colleagues with social expertise;

other professional organization members;

student and alumni organizations;

participants or presenters at professional meetings or acquaintances made at social events, cocktail parties ,etc.

Choosing a Personal Mentor:

Choose someone:

with whom you feel you have an affinity;

with whom you share the same basic values and goals;

who is discreet, a good listener and generous with time and information;

who has expertise in the specialty area of interest to you whether technical knowledge or interpersonal skill. i.e. find someone who not only has a white horse but also the armor and lance;

who is not only supportive and encouraging but who is able to challenge you and,

for overall career mentoring,

look for someone well regarded in your field/organization with influence and access to contacts, networks and opportunities;

It is important that you be open; do not limit your choice to your gender, race, age or ethnic origin. Getting out of your comfort zone makes for learning opportunities and gaining new perspectives.

The information field is exciting. As information professionals we possess many of the skills that are necessary to thrive in this age of information. These skills include, critical thinking, problem solving and communication and an awareness of research techniques. These are the skills required to help transform our companies into knowledge-based organizations.

Our profession is defined by our service to our clients. As our clients' needs change and the world around us changes, so must we. As librarians we must remain multidimensional and flexible in order to embrace and survive change. To thrive in the workplace we must reach out to others for guidance and support. Mentorship relationships provide us with continuity as we move into each new phase in our careers.

Bibliography

Bixler Susan and Lisa Scherrer, TAKE ACTION! 18 Proven Strategies for Advancing in Today's Changing Business World. New York, Ballantine Books, 1996

Glass Ceiling Commission.1995 Report. Washington, D.C., Glass Ceiling Commission U.S. Labor Department, 1995

Hagevik, Sandra. "What's a mentor, who's a mentor?" Journal of Environmental Health, October 1998, v. 61 no. 3, p.59.

Theo Jones-Quartey is manager, Information Center at W. R. Grace and Company. This paper was originally a presentation she gave at the University of Maryland, College of Library and Information Services, Mentoring Program, College Park, MD, April 28, 1999. Theo may be reached at theo.s.jones-quartey@grace.com.