Mentoring Makes a Difference

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Mentoring Makes a Difference

• Ted Sharp, Manager
• Marian Kutarna, Senior Librarian
• Diana Krawczyk, Senior Librarian
• Mississauga Library System

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Origins of Mentorship

• An OLD idea
• A NEW excitement

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Why are we hearing so much about mentorship?
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Projected Number of Retirements at Age 65 per
Year Based on Projections for All Librarians in
CMAs from the 1996 Canadian Census
Age 60
Age 65
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Get them and KEEP them

• 46 of workers are willing to leave for a
  comparable job
• 60 feel that they are not being afforded
  opportunities for professional growth,
  development and advancement
• 76 did not know how they could contribute to
  their organizations success

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You already have what you need

• Cost to your organization
• Mentors time and experience
• Partners time and enthusiasm
• ------------------------------
• Wealth of learning opportunities

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The Mississauga Experience

• gt WHERE we started
• gt WHY it was important
• gtHOW did we pilot the program
• gtWHAT we learned

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Mentorship at the Mississauga Library System

• Mentoring program conceived out of meeting of
  Librarians Group
• Steering Committee formed to oversee pilot
  project
• Mentor volunteers attend one day training with
  Wayne Townshend
• Mentors and proteges matched
• Pilot final report drafted
• Ongoing matching of newly hired and promoted
  professionals with experienced and trained mentors

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Not everyone can be a good mentor
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Not everyone can benefit from being mentored
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Structure is a necessity
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Time limits are a necessity
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Feedback is required
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The organization must support the program
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The Payback

• Easier recruitment
• Quicker induction
• Improved retention
• Improved equal opportunity performance
• Increased effectiveness of formal training
• Reinforcement of cultural change
• Mentors can learn too!

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Three Essentials of a Successful Program

1. Committed and knowledgeable steering committee
2. Committed and enthusiastic team of potential
   mentors
3. Committed and determined pool of partners

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Successful Programs

• Contains formal and informal elements
• Focused on specific outcomes
• Supported by training
• Benefits all parties
• Introduced in a structured manner and takes
  account of the fears of everyone

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Attributes of a Great Steering Committee

• Committed to the development of the system and
  its people
• Willing to act as Mentorship advocates to the
  whole system
• Knowledgeable about potential mentors and
  partners and their styles of learning
• Able to get support from administration

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Key Roles of the Mentor

• Sounding board
• Facilitator
• Connector
• Advisor
• Forecaster
• Observer

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Attributes of Great Mentors

• They get pleasure from promoting others.
• They are proud, not threatened, by the
  accomplishments of others.
• They are good at reading people and situations.
• They know the organization and can balance its
  need against those of the individual.

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Attributes of Great Mentors II

• They look forward to giving something back and
  making a difference.
• They have a generous spirit.
• They are not typically the protégés boss.

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Attributes of a Great Partner

• Wants help
• Is interested in developing
• Is capable of progressing
• Is able to partner in their growth

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The Matching/ Stretching Model

• If the potential match is similar in both
  personality and discipline
• too comfortable/ not challenging
• If potential match is dissimilar in both
  personality and discipline
• no bond- the pair can find no common ground

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The Matching/ Stretching Model

• The ideal match is dissimilar in either one of
  personality or discipline but similar in the
  other.
• Enough common interest to have shared
  perspective, enough difference to provide a
  challenge

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How long should it Last?
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Training and Development Philosophy

• People are responsible for their own learning and
  development
• The mentor or coach must assist and encourage the
  process without taking responsibility

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Training and Development Philosophy

• Each person is unique in terms of learning style
  and motivation and should be given the
  opportunity to learn in their chosen manner.
• No matter how sophisticated a training and
  orientation plan is, new people will have
  questions that go unanswered.

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The Mentor and Partner Must Make a Plan Together

• Design and implement a learning plan
• Attend meetings of teams of interest
• Join an existing committee in a learning capacity
• Lead a team
• Network
• Job shadow
• Problem solve

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Mentorship Stories
Mentorship Makes a Difference
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Ted Sharp, Manager, Arts and History Department,
Central Library- Employee of Mississauga Library
System since 1985 and manager of the Arts
History Department since 1990. Led Mentoring
initiative since inception and have acted both as
a coach and mentor to several people at different
levels.ted.sharp_at_mississauga.caMarian Kutarna,
Senior Librarian, Arts and History Department,
Central Library - Joined the Mississauga Library
System in 1991 and is currently the senior
Librarian in the Arts History Department. With
a strong interest in the people side of public
libraries, she has been actively involved
programming, outreach, staff development,
coaching, recruitment and mentoring initiatives
both formally and informally.marian.kutarna_at_missi
ssauga.caDiana Krawczyk, Senior Librarian,
Readers Den Department, Central Library Began
working with the Mississauga Library System in
1990 and have accepted progressive positions
since graduating from FIS in 1998. In addition to
being involved with the program from the start, I
have been both a partner and a mentor.diana.krawc
zyk_at_mississauga.ca