A Professor’s Role in Mentoring Students to Enhance Teaching and Learning

A Professor’s Role in Mentoring Students to Enhance Teaching and Learning Dr. Janet C. Fisher-Hoult Professor Emerita, CSULA Pacific States University April 22, 2014

What is Mentoring? • … while advising is a short-term process where the focus is on giving information and guidance to the learner, mentoring is a more intricate, long-term, one-on-one relationship that goes well beyond simply providing information. True mentoring is a complex process between professor and college adult learner that supports a mutual enhancement of critically reflective and independent thinking. (Galbraith, 2003)

A mentoring relationship is a close, individualized relationship that develops over time between a graduate student and a faculty member and that includes both caring and guidance. Although there is a connection between mentors and advisors, not all mentors are advisors and not all advisors are mentors. Mentors, as defined by The Council of Graduate Schools, are: • Advisors, people with career experience willing to share their knowledge: supporters, people who give emotional and moral encouragement; tutors, people who give specific feedback on one’s performance; masters, in the sense of employers to whom one is apprenticed; sponsors, sources of information about and aid in obtaining opportunities; models of identity, of the kind of person one should be to be an academic (Zelditch, 1990). • It is important to note that mentoring involves a constellation of activities that goes beyond advising or guiding a student through a project. Instead it involves a variety of ways for assisting and supporting graduate students through their graduate careers and beyond. We certainly are not suggesting that you should try to fulfill all the roles described for every student you mentor. In fact, part of your responsibility as a mentor is to help students cultivate multiple mentoring relationships inside and outside the University.

Facets of Mentoring • Mentorships are enduring personal relationships • Mentorships are reciprocal relationships • Mentors demonstrate greater achievement and experience • Mentors provide protégés with direct career assistance • Mentors provide protégés with social and emotional support • Mentors serve as models • Mentoring results in an identity transformation • Mentorships offer a safe harbor for self-exploration • In the context of the mentorship, the mentor offers a combination of specific functions • Mentorships are extremely beneficial, yet all too infrequent.

What does a mentor do? • In developing mentoring guides for faculty and graduate students, the Rackham Graduate School at the University of Michigan talked to faculty recognized for their mentoring and asked graduate students: “What did your mentors do for you that made the greatest difference to your graduate career?” From these discussions they identified the following tasks of a mentor: • Engage graduate students in ongoing conversations • Demystify graduate school • Provide constructive support and feedback • Provide encouragement and support • Help foster networks • Look out for the student’s interests • Treat students with respect • Provide a personal touch

Stages of mentoring • t can be useful to think about mentorship in terms of developmental phases. For example, in chapter 7 of On Being a Mentor, Johnson describes the common phases of mentoring relationships, based on a model by Kram. Johnson emphasizes the fact that while mentoring relationships with students will move through a predictable developmental course, ” … rarely will two mentorships follow an identical trajectory or arrive at major phases in the same manor” (pg. 97) The phases are: • Initiation – the first several months of the mentoring relationship when both mentor and protégé are getting to know each other and settling into the relationship. • Cultivation – the steadiest and longest phase of the mentoring relationship; “the active and productive season of mentorship” (pg. 99) • Separation – This phase begins slightly before or slightly after the protégé’s graduation and represents a dramatic shift in the relationship. The changes that take place during this phase can be difficult to manage but are important in setting the tone for the final stage of the mentoring relationship. • Redefinition – When the mentoring connection continues after separation, the relationship must be redefined to fit the new circumstances.

Mentoring Contexts • Teaching • In a post entitled “Using mentoring as a form of professional learning,” the Tomorrow’s Professor listserv looks at the positive role of mentoring in faculty development. • Educational institutions have for a long time been thought of as the place where students learn. It is only more recently however, that educational institutions have begun to be thought of as places where teachers’ professional learning can also take place. Teaching is one of the loneliest professions, with teachers rarely having the opportunity to work with a colleague in a collaborative way so that they can learn more about the teaching-learning process. Mentoring in one form or another is a means by which teachers can break down their isolation and support professional learning in ways that focus on the daily work of teachers and teaching learning situations. (Nicholls, 2002) • Professional and Personal Development • In addition to working with a student to develop teaching and research skills, the mentoring relationship is likely to involve helping the protégé develop the skills necessary to succeed professionally. Traditionally, a large percentage of graduate students have chosen to pursue careers in academia (although this is changing) [need reference], so the professional mentoring of graduate students has most often been conceptualized as helping protégés develop as junior colleagues.

Disciplinary Guide • Sometimes a faculty member can be a thesis/dissertation adviser and a mentor whereas, in other cases, the student benefits more by having different people carry out each role. Either way, the role of a disciplinary guide is to help students become contributing members of their disciplines. This guidance goes beyond helping students complete the requirements of their academic programs and involves helping students • understand how their discipline has evolved as a knowledge enterprise • recognize novel questions • identify innovative ways of engaging undergraduate students through teaching and collaborative research projects • see their discipline—its questions and methodologies—in relation to other fields • grasp the impact their disciplines have on the world outside of academe • assist them in pursuing the kind of impact they desire to have with a graduate degree

Skills Development Consultant • The pressures for specialization in graduate study can make students temporarily lose sight of the array of skills needed to succeed during and after graduate school. This can result, in part, because of the relative intensity and isolation of research. As a skills consultant, your role is to emphasize the variety of skills, including but going beyond the research skills that effective professionals possess. • Oral and written communication skills. These include clearly expressing the results of one’s study; translating field-specific knowledge for use in varied contexts, such as teaching or interacting with the public; and persuading others, such as funders, policy makers, or conference audiences, of the value of one’s work. • Team-oriented skills. Often, the most innovative learning occurs in teams that problem solve problems collaboratively. Your role is to foster collaborative problem-solving by helping students learn through group exercises and projects. • Leadership skills. Graduate students often become intellectual leaders in a variety of settings. Effective mentors help students build their potential by inviting them to assume leadership roles throughout graduate study, e.g., in seminars, graduate student government, community outreach, disciplinary societies, and department or university committees. These activities help build people skills—listening to others, shaping ideas and expressing priorities—which are indispensable for advancement in any career.

Career Consultant • The mentor’s role as career consultant has taken on increased importance, especially for doctoral students. Many doctoral students are choosing positions in a greater variety of educational settings and diverse sectors of the economy. • The mentor imparts a view of careers as an evolutionary process—one that requires planning, flexibility and adaptation to change. Informed of job market realities, an effective mentor finds ways to help students develop relationships with other potential mentors. You can find these individuals in other places in the University or among your graduate alumni. You can also find them in schools, community groups, nonprofits, corporations, government agencies, or industrial laboratories. Wider relationships help students gain a realistic and informed view of their career choices and learn how to translate their degree into professional opportunities. • Part of your responsibility as a mentor is to help students cultivate multiple mentoring relationships inside and outside the UW. Multiple sources of expertise improve students’ abilities to marshal the resources they need to meet the challenges of graduate education and careers. Have thoughtful discussions with your mentees and ask them what they need from you to navigate their educational experience, adapt to disciplinary cultures and become productive, fulfilled professionals and colleagues.

Guidelines for Mentors

Develop your own vision of good mentoring • To develop your own vision for effective mentoring, reflect on your days as a graduate student and answer with candor the following questions: • What kind of mentoring did I receive? • What did I find helpful and unhelpful about the mentoring I received? • How well would the mentoring I received apply to the graduate student population today? • How well did my mentors help me progress developmentally through my graduate program? • How do the people and challenges in my field today different differ from when I was in graduate school? • How well did my mentors prepare me for my career? • What kinds of mentoring would have been helpful to me? • The answers may help you to define the kind of mentor you want to be and identify the building blocks for developing productive relationships with graduate students.

Engage Students in Conversation • A simple “hello” in the hallway makes a difference. Ask students how they are doing with coursework or projects. • Let students know they are welcome to talk with you during your office hours. • Talk to your mentees at least once a quarter. Reach out to those who seem remote to find out whether it is their cultural way of being respectful or if it is due to social and academic isolation. • Share coffee or meals with students away from the office, if you are able, to engage them in informal discussions without office distractions. • “The message my mentor sent to me was that I had value enough for her to spend time with me.” • “The most important things my mentor did were spending time talking with me and taking an interest in things interesting to me.”

Demystify graduate school • Obtain the most recent copies of your program’s guidelines and the Graduate School’s Policies & Procedures. • Adjust your conversations to the level of students’ understanding. New students may not know certain terminology or what questions to ask. Many are hearing terms such as “qualifying exams” or “prelims” for the first time. • Clarify unwritten or vague aspects of your program’s expectations for coursework, comprehensive exams, research, and teaching. • Help students grasp the finer points of forming a committee and how to approach a thesis or dissertation. At each stage of the graduate experience, discuss the formal and informal criteria that determine what counts as quality work. • Alert students to pitfalls well ahead of time, especially those that may affect funding or graduate standing. • “It has been extremely helpful to me to have a mentor who recognized that academic procedures and protocol—everything from how to select classes to how to assemble a panel for a conference —are not familiar territory for a lot of people.” • “My mentor has been willing to answer the most basic questions without making me feel foolish for asking them.”

Provide constructive and supportive feedback • Provide students with forthright assessments of their work. Do not assume they know what you think about their work. • Provide timely feedback on students’ work. A delay in responding can create insecurity and hinder their progress. • Be just as specific when you give praise as you are when you give criticism because students learn from both. Remind students that, with your high standards, you intend to help them improve. • Avoid assuming that students who fall behind in their work lack commitment. Talk with them to learn what is going on. They may be exhausted or unclear about what to do next, simply dislike a project or have difficulties with collaborators. • In a timely manner, address any problems that pose questions about a student’s ability to complete his or her degree. Putting issues aside may cause more damage later. • “I wrote several drafts before he felt I had begun to make a cogent argument, and as painful as that was, I would not have written the dissertation that I did without receiving strong, if just, criticism, but in a compassionate way.” • “Honest advice given as gently as possible is something all of us graduate students need.”

Provide encouragement • Encourage students to discuss their ideas. • Encourage students to try new techniques and expand their skills. • Let students know that mistakes lead to better learning. Share a less-than-successful experience of your own and what it taught you. For example, you might show students a heavily critiqued paper you submitted in graduate school or to a journal. • Reassure students of their skills and abilities to succeed. • Many experience anxiety about whether they belong in graduate school (e.g., the “imposter syndrome”). • Teach students how to break large scholarly tasks into smaller, more manageable ones to avoid becoming overwhelmed. • “Mentorship is far more than a one-time conversation about your career plans or a visit to a professor’s home. It is the mentor’s continuous engagement in a student’s professional growth and the ongoing support and encouragement of student’s academic endeavors.” • “My professors encouraged me both to publish my work and to participate in conferences. Without their encouragement, I might not have made the effort to accomplish these things.”

Foster networks and multiple mentors • Suggest others who can help students if there is a need you cannot meet. UW faculty, graduate students, alumni, department staff, retired faculty and faculty from other universities are rich resources. • Introduce students to faculty and other graduate students with complementary interests on campus and at conferences. • Help students connect their work with experts in the community (e.g., graduate alumni) who can provide helpful career perspectives. • Build a community of scholars by coordinating informal discussion groups, projects or occasional potluck meals among students who share academic interests. • “My co-chair referred me to a faculty member doing related research at UNC at a time when my research was floundering and I really needed additional support. I could not have completed my dissertation were it not for this recommendation.” • “My advisers really made a team of their graduate students, having regular meetings and informal parties and get-togethers, working on projects together, and forming interest groups. That comradeship was essential to my academic growth and my sense of having a community.”

Look out for students’ interests • Let your students know up front, and in a variety of ways, that you want them to succeed. • Create opportunities for students to demonstrate their competencies. For instance, take them to meetings and conferences, or encourage them to make presentations to gain visibility. • Nominate your mentees for high-visibility fellowships, projects and teaching opportunities when you feel they are sufficiently prepared. • Promote students’ research and teaching accomplishments inside and outside your department. • Be an advocate for all graduate students. • “My mentor allowed my tasks to grow along with me, offering appropriate opportunities and challenges at each stage of my education.” • “I knew that I was not just an ordinary student when she invited me to co-teach. We worked together as colleagues, not as teacher and student.”

Treat students with respect • Minimize interruptions and distractions during meetings with students. A common concern among students is that professors do not provide them their full attention while talking. Be aware of your body language. Avoid looking at your watch or e-mail while a student is talking. • Remember previous conversations with students. Some faculty keep notes on discussions (filing them separately from students’ official records) and review the notes prior to meetings. • Tell your students what you learn from them. Such disclosure helps students see themselves as potential colleagues. • Acknowledge the prior skills and valuable personal, professional, and educational experiences students bring to graduate school. • “She treated me and her other students with respect—respect for our opinions, our independence, and our visions of what we wanted to get from graduate school.” • “It sounds silly but the best thing my mentor did for me was to actually sit down and listen to what I had to say. When graduate students are allowed to feel that what they have to say is actually worthwhile, it makes interactions more rewarding.”

Provide a personal touch • Be open and approachable. Students may need to discuss certain academic and non-academic issues. Knowing they can come to you and that you will care is particularly helpful to shy students or those from backgrounds different from yours. • Help students find creative solutions to their challenges or problems. • Familiarize yourself with the Graduate School’s mentoring and professional development resources so you can refer students to multiple avenues of assistance. • “Having someone supportive when things go wrong is the difference, in my mind, between an adequate mentor and a great one.” • “A few of my professors were always willing and eager to talk with me about my career interests, professional pursuits, and issues such as juggling career and family. This may not sound like much, but it truly makes a difference.”

Need for role models • All graduate students benefit from role models they can admire. People usually identify role models based on shared outlook and connections to similar experiences. Because of the composition of faculty at the UW, students from historically underrepresented or marginalized groups and women in some disciplines can face greater challenges finding faculty role models. Some students convey that they hope to find “someone who looks like me,” “someone who immediately understands my experiences and perspectives” or “someone whose very presence lets me know I, too, can make it in the academy.” • If the composition of faculty and graduate students in your department is homogenous, help identify and recruit new members who represent diverse backgrounds. • Hold departmental discussions on how to provide educational and work climates that welcome contributions from all members. • Become familiar with people across the University or at other universities who can help your mentees.

Mentoring in a Diverse Community

Recommendations • Set ground rules with your students for group discussions in your courses or labs, and explain how your expectations for participation will advance students’ learning goals. • Experiment with ways of preventing a few students from dominating your seminars. For example, encourage students who have participated in discussion to wait until others have had a chance to talk before contributing again. • Avoid calling on male or female graduate students to be spokespersons for their gender. Invite students to offer their perspectives, and, if appropriate, ask them to share how they think gender may or may not influence them. • Adjust the tenor of discussions that become overly critical. Remind students that it is easier to criticize a work than to produce one, and follow up with: “What contributions does this particular piece make?” • Acknowledge multiple forms of participation, e.g., group work, e-mail discussions or discussion boards, journal comments, informal discussions and office hours. Some students contribute better in small groups. • Be aware of how discussion groups form in your seminars and determine ways to intervene if students become excluded or marginalized. • Make sure graduate students know how to contact a departmental and Graduate School representative if they feel they are being treated in ways that negatively impact their work. • Use concrete language to convey feedback on students’ work. Saying “this paragraph exposes the research problem succinctly, but leaves out one important point” is clearer than “this is not bad” or “I don’t have any major problems with it.” Ambiguous feedback hinders students’ performance.

Strategies: Dealing with isolation • Graduate study can be an isolating endeavor. Isolation from other students or from one’s community leads students to loneliness and self-doubt. In more severe cases, isolation can lead to depression or dropping out. Students from historically underrepresented groups can feel particularly isolated or alienated if their department’s composition is highly homogenous. • Encourage students to attend departmental functions and form study or writing groups. • Be aware of students who seem to experience difficulty taking active roles in departmental settings and find ways to include them. Ask them about their research interests, hobbies, activities and avocations. • Introduce your students to others with complementary interests, regardless of their backgrounds. • Remind students of organizations on and off campus that provide a sense of community, e.g., cultural and religious groups, reading groups, professional associations and the Graduate School’s varied resources.

Strategies: International studentsLanguage and culture in the classroom • Despite their many achievements, some international students can feel their competence diminished early in their graduate programs. Linguistic proficiency and lack of awareness of how the U.S. academic system works may be initial hurdles to overcome in getting a research or teaching assignment underway. Most international students have different collaborative or classroom communication patterns. For instance, in the educational systems of East and Southeast Asia, the student’s role is a more passive one in interactions with professors, whose authority goes unquestioned. Thus, some international students are surprised to encounter U.S. students speaking up without being called upon, or challenging their professors’ remarks. • Behavior in graduate seminars can seem unnecessarily competitive to international students, who fear that if they do not exhibit these same behaviors, professors will judge them less capable or intelligent. Many international graduate students come from countries in which only a small percentage of high school graduates is admitted to university, so the different levels of preparation of first-year undergraduates in the United States can be a challenge for international teaching assistants.

The rules of the academic game • When international graduate students arrive on campus, they need to demystify three cultures: the U.S. culture, the culture of the research university and the academic culture in their departments. • They discover that policies in graduate departments can be quite different from those in their home institutions, or are opaque or difficult to interpret. For instance, some may find it initially hard to understand why they can accept teaching or research assistantship “work” but are not permitted to work off-campus. On a subtler note, international students rely on different assumptions about how faculty members and graduate students should relate to each other. Many East Asian graduate students, for example, have reported sensing a kind of interpersonal “coldness” from some U.S. faculty who, while informal and jovial with students during seminars, might remain distant regarding students’ personal or family lives. In other countries, the faculty-graduate student relationship extends beyond academic discussions.

Social stresses • In moving far away from families and friends, international students can feel displaced. Those who are new to the United States, and who bring their partners and children with them, worry about how well their families will adjust to American life. After a while, some students may wonder how they will be accepted at home with different dress, talk and behavior. In essence, they worry about being foreigners in their own countries.

Recommendations • Help international students acclimate by encouraging them to participate in discussions. Assure them that you are stimulating dialogue and not singling them out. Some students may have a hard time jumping into animated discussions. • Spend time outside of seminars or labs interacting with international students. Ask about their research and outside interests, their families, how they are adjusting and what education is like in their home countries. • Realize that not all international students have difficulties with English; many of them were trained in English-speaking institutions. For others, English is their first language. • At the same time, if an international student speaks English well, don’t assume that he or she does not experience cultural dissonance about how U.S. education works. • Offer several ways for international students to meet with you: in person, e-mail, phone, scheduled office hours or group meetings. • Introduce new international graduate students to more advanced international students and U.S. graduate students with international experience. • The rules governing graduate studies and funding in the United States may be different from those in other countries. Most students have a single-country visa that prohibits them from traveling. They also cannot work for pay, except for TA and RA positions, and are excluded from many U.S.-based fellowships. If you have questions about your program’s requirements, speak with your graduate program coordinator or department chair. If you have questions about your students’ travel or work, contact the International Services Office.

Advice you may give students • Be responsible • Students should understand the value of “owning” their educations, which includes developing a vision of the future and attending to everyday details, such as being prompt for meetings, preparing agendas and updating mentors about their progress and plans. • Receive criticism in a professional manner • Students need to accept constructive criticism of their work in a professional manner. Accepting criticism does not mean agreeing with everything that is said, but rather reflects a willingness to consider other points of view. Students should defend their ideas in a professional manner. • Comment on advice • Sharing different opinions is a mark of collegiality and growth. For example, ask students for their reactions to books or articles you have suggested. You can also ask students whether your advice is useful. Sometimes not taking your advice can be a sign that your mentees are thinking on their own – and a sign of growth.

Frequently Asked Questions1 • How can I negotiate differences between the student’s expectations for mentoring and the mentor’s expectations? • Just as a teacher has the authority to set the terms for a course, a mentor has the authority to set the terms for a mentoring relationship. That means that you can be clear with students what forms of mentoring you will provide (e.g. constructive feedback, networking assistance) and what forms you will not provide (e.g. friendship). • No single mentor can provide all forms of mentoring a student requires. Encourage your students to have multiple mentors that play different roles in their professional development. • Bear in mind that each student is different, so the kind of mentoring you offer a particular student might be different to the kind you offer to another student. Seek feedback from your student about your mentoring so you can tailor your work with that student over time.

Frequently Asked Questions2 • How can I balance the student’s need for structure with his/her need for independence? • Here is one way to view this balance: If you have a student work on something that is too difficult, the student will be overwhelmed and need too much hand-holding. If you have a student work on something that is too easy, they won’t benefit from the experience. Instead, have a student work on something not too difficult and not too easy so that the student is in the “learning zone.” • Instead of thinking of a master plan for your student, draft a plan for “right now.” Then modify that plan over time to give the student increasing amounts of independence, keeping them in the “learning zone” as much as possible. This cuts both ways—sometimes you will have a “star” student who is still underperforming, given his or her potential. • If you have calibrated your assignments so that the student should be in the “learning zone” but the student is not making any progress over time, then perhaps the student needs to consider leaving the program.

Frequently Asked Questions3 • How can I manage teams of students working on common projects? • When assigning tasks to students on a team, consider their career plans. A student heading into academia might need a lot of publications, so have that student work on tasks that more readily yield publications. Another student might be heading into industry where publications are not as valued, so that student could be assigned other kinds of tasks. • Have students work on multiple projects at once so that if they hit a wall with one project or stop functioning well on a particular team, the risk to the student’s career in minimized. • Consider encouraging “near peer” mentoring within teams. If a particular student is more advanced with a particular kind of task, partner that student with another who is less advanced so that the more advanced student can mentor the other student. When tackling a different task, these roles might be reversed so that both students benefit.

Frequently Asked Questions4 • How can I help students continue to make progress over time? • It can be important to assess a student’s work and discipline early in their career. This helps to provide difficult situations (e.g. underperforming students) later. • When talking with an underperforming student, ask the student what s/he hopes to get out of the program. Reframe the situation by helping the student see the ways s/he is not meeting his or her own goals. • Help the student understand the amount of time required on a weekly basis to make adequate progress. If the norm is that students in your program work 50 to 60 hours a week, for instance, communicate that to your student.

Frequently Asked Questions5 • How can I balance my interest in helping students with the need to act as a gatekeeper? • To clarify this question, consider this tension: On the one hand, you might want each student to learn and grow as much as they can while in your program. You’re interested in the “delta,” the change in their development over time. On the other hand, you only have so many positions available in your program, so you don’t want to keep an underperforming student around too long, since that denies a position to another student who might be more successful. • Remind your students that when they go on the job market, you will be writing a letter of recommendation for them that will greatly affect their job prospects. You are their evaluator, not (just) their friend. This encourages students to take more responsibility for their own progress. • It is important that there is a good fit between student and mentor. If a student fails out of a graduate program, it is more of a failure of the program than a failure of the mentor. That student should have been matched with a different mentor, one with a better fit for that student, before failing out.

References • Galbraith, M. W. (2003). The adult education professor as mentor: A means to enhance teaching and learning. Perspectives: The New York Journal of Adult Learning, 1(1), 9-20. • Johnson, W. Brad. (2007). On Being a Mentor: A Guide for Higher Education Faculty, Lawrence Erlbaum Associates. • Nicholls, G. (2002). Mentoring: The Art of Teaching and Learning, Chapter 12 in: The Theory & Practice of Teaching, Peter Jarvis (ed), Stylus. • University of Michigan, (2006). How to Mentor Graduate Students: A Guide for Faculty at a Diverse University. (downloads a PDF document)

A Professor’s Role in Mentoring Students to Enhance Teaching and Learning