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Mentoring and Developmental Networks in Faculty Careers

Mentoring and Developmental Networks in Faculty Careers. Early Career Faculty Development Program Prof. Kathy E. Kram February 7, 2011. Agenda. What is Mentoring? What are Developmental Networks? What are the potential benefits and risks?

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Mentoring and Developmental Networks in Faculty Careers

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  1. Mentoring and Developmental Networks in Faculty Careers Early Career Faculty Development Program Prof. Kathy E. Kram February 7, 2011

  2. Agenda • What is Mentoring? What are Developmental Networks? • What are the potential benefits and risks? • What are the complexities of cross-gender, interracial, and cross-cultural relationships? • How does the organizational context shape relationships? • How can you leverage relationships for your development?

  3. What is Mentoring? What does it look like in today’s context?

  4. Original Definition: • …a partnership between juniorand seniorprofessionals that exists to support the learning and advancement of the junior person. • ….developmental support includes Career Functionsand Psychosocial Functions • …both individuals derive benefits from the relationship.

  5. Content of Help Career Advocacy Coaching Exposure and Visibility Protection Challenging Assignments Psychosocial Role modeling Counseling Acceptance and confirmation Friendship

  6. “Hard” Benefits of Mentoring Relationships • More career opportunities • Greater recognition and visibility • Higher promotion rates and pay • Less likelihood of leaving the organization

  7. “Soft” Benefits of Mentoring Relationships • Enhanced work satisfaction • Greater clarity of professional identity • Higher career-related self-efficacy • Greater perceptions of career success • Enhanced relational skills

  8. Past and Present Conceptualizations of Mentoring* Traditional Mentoring Perspective • Hierarchical • Single, dyadic relationship • Intraorganizational Developmental Network Perspective • Multilevel • Multiple dyadic, networked relationships • Intraorganizational and Extraorganizational * Reconceptualizing Mentoring at Work: A Developmental Network Perspective Academy of Management Review, Higgins & Kram, April 2001

  9. Senior Scholars Leaders Students Developmental Network Professional Associations Personal Support System FOCAL Peer(s) Graduate Assistants

  10. Developers Provide Varying Types & Amounts of Support

  11. community professional association employer family school employer professional association you you Structure of the Network Low Range High Range

  12. Practical Implications of the DN Perspective • Developmental network perspective challenges the idea that there is one perfect mentor to “find” • DNQ offers a way to clarify who/how one receives developmental support at different points in a career • Raises questions: What is missing? What needs to change? • When it comes to mentoring and developmental networks, one size does NOT fit all • Consider: a) personal goals and b) career context • Places the notion of “self-assessment” in a relational context and points to relationships as an area of inquiry

  13. Obstacles to Effective Mentoring What are the risks?

  14. © Simmons School of Management, Boston MA

  15. Obstacles to Successful Relationships • Time pressure • Unclear or unrealistic expectations • Poor interpersonal skills • Difficulty managing negative feedback • Managing differences • nationality • gender • race • Organizational context • politics • change

  16. Complexities of Diverse Relationships • Limits of Role Modeling • Collusion in Stereotypes • Public Scrutiny • Peer Resentment • Concerns about Intimacy and Rapport ------------------------ Antidotes: Make complexities discussible Dual Support; Multiple relationships

  17. The Dark Side of Mentoring • Superficial Interactions • Unmet Expectations • Jealousy • Sabotage • Betrayal • Overdependence • Negative Interactions

  18. Reflection……. In small discussion groups: 1. What are your expectations for this relationship? 2.What do you bring to your relationship? 3. What concerns do you have about moving forward?

  19. Necessary Skills for Effective Mentoring What Makes High Quality Connections Possible?

  20. Continuum of Mentoring Relationships (Ragins & Verbos, 2007) Dysfunctional Traditional Relational

  21. High Quality Connections (HQCs) are…. …….interdependent and generativerelationships that promote mutual growth, learning, and development within the career context.

  22. Emotional Competence HelpsHig Quality Connections • Self-Awareness • Self-Management • Empathy • Social Skills

  23. Essential Relational Skills • Curiosity • Questioning • Deep listening • Self management • Accountability

  24. 2. Questioning • Open ended • Exploratory • Non-judgmental • Not leading • No right answers

  25. Outcomes of Growth Enhancing Relationships • Zest (increased energy and vitality) • Empowered Action • Increased Self Worth • New Knowledge and Skills • Desire for More Connection

  26. Relational Savvy (Dawn Chandler, 2006) ………includes the attitudes, skills, and behaviors that enable individuals to effectively enlist others in their learning and development.

  27. Good Questions to Ask • What do you want? • How are you responsible for this situation? • If you knew you could not fail, what would you do? • What are you afraid of? • If you knew the answer, what would it be? • What is hardest or most challenging about this situation? • What positive impacts accrue to you from this action or perspective? • What will you say “no” to in order to say “yes”? • What do you notice in your body right now? • What do you know to be true? • How are you getting in your own way? • What else?

  28. What are the practical implications? What are the lessons learned?

  29. Strategies to Improve the Quality of Relationships with Developers • Know your developmental needs • Have realistic expectations • Make explicit how your mentor or peer can assist your learning and development • Find opportunities to discuss both the technical and personal aspects of your work • Do not discount peers and subordinates as potential sources of developmental support • Avoid extreme compartmentalizing of your life

  30. Strategies to Improve the Quality of Your Mentoring Efforts • Become aware of how you might learn from mentees • Combine counseling and coaching • Take the responsibility to make differences discussible • Expect and invite questioning of your views and advice • Follow-up on difficult conversations • Anticipate that the mentee’s developmental needs will change • Develop a diverse network of peer relationships

  31. Key Take-Aways • Use a Developmental Network Approach • Model relational learning for others • Assess talent development needs • Assess current practices • Experiment, evaluate, and redesign • Engage and reward others • Build a culture of learning through relationships

  32. Questions and Comments?

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