Global netnight 2014 mentoring and beyond: Developing Long-term professional relationships

1. Global netnight 2014mentoring and beyond:Developing Long-term professional relationships Presented by the Alumni Council Committee on Careers

2. Global NetNight 2014 “A MENTOR is a person whose highest value is what they say to you when you are in the room with them, while a SPONSOR is someone whose highest value is what they say about you to other people when you’re not there.” Erica Dhawan

3. Introduction Global NetNight is for: • All Princetonians regardless of career stage or situation • Alumni interested in reconnecting with fellow Tigers • Learning about developing long-term professional relationships

4. Mentoring and Beyond Career Stages of Developing Long-Term Professional Relationships • Early Career • Mid Career • Late Career

5. Definitions for all Career Stages Mentor • A Mentor provides you guidance, feedback. Someone you can trust with the good, the bad and the ugly. • A Mentor can also be a Sponsor, if they have the necessary authority, credibility and relevant contacts. • A Mentor does not need to be someone internal to your organization.

6. Definitions for all Career Stages Sponsor • A Sponsor supports your career development by promoting your advancement (with decision-makers). • A Sponsor may be thought of as an enabler/facilitator – someone who can get something done to help you. • Sponsors are not always automatically Mentors, but can develop into a Mentor after sponsoring you.

7. Definitions for all Career Stages Note In some professions (e.g. science, academic), there may be other definitions. An example would be an Advisor. • An Advisor provides guidance and feedback in a professional or academic framework and should not be considered a close personal friend. • An Advisor does not have to be a Mentor, but can become one.

8. EARLY Career Audience Engagement Question Relevant Issues Dos and Don’ts

9. Audience Engagement What is the best way to find your first Mentor? • Request one from Human Resources • Poll your peers about effective mentors • Consider your boss and his/her peers • Ask your boss who could provide relevant advice

10. Early Career Relevant Issues • Reasons to look for a Mentor or Sponsor • Determine objectives for securing Mentor or Sponsor (e.g. advancement, transition, industry change) • Qualities to look for in a Mentor or Sponsor • Ways to find a Mentor or Sponsor • When and how to use a Mentor or Sponsor • How to begin or end a mentoring relationship

11. Early Career Dos and Don’ts Mentee (Beneficiary) Mentor/Sponsor DO • Know what you want from the relationship (communicate it!). • Find multiple mentors (e.g. an overarching Mentor and short term point Mentors) • Balance the personal/professional aspects of the relationship. • Know what you should give to the relationship. • Contact your Mentor as much as you can (but be respectful!). • Seek candid feedback on your key development needs. DO • Understand not only what you have to give, but also what you may receive from the relationship. • Establish clear ground rules and expectations. • Listen to what your Mentee hopes to gain. • Be clear with your mentee regarding your availability. • Provide candid feedback in a professional manner.

12. Early Career Dos and Don’ts Mentee (Beneficiary) Mentor/Sponsor DON’T • Ask for advice on everything. Be purposeful in each request. • Be negative or unprofessional. Don’t moan about others/missed opportunities. • Frequently change/cancel meetings. • Confuse a mentor (guidance) with a sponsor (helps promote you). DON’T • Assume that your past career experience still holds true at all times – validate that it is still relevant. • Get trapped into interfering in Mentee’s relationship with supervisor or staff: “Nose In (provide guidance), but Fingers Out.” • Assume someone wants to be mentored – be sure your input is welcome. • Be negative or unprofessional.

13. Mid Career Audience Engagement Question Relevant Issues Dos and Don’ts

14. Audience Engagement What is the most important characteristic in a Mentor? • Willing to work with you • Powerful influence in your organization • Relevant experience to match your career goals • Reliable & trustworthy to keep discussion confidential

15. Mid Career Relevant Issues • Determine objectives for securing Mentor or Sponsor (e.g. advancement, transition, industry change) • Knowing it is time to find a different Mentor/Sponsor • Managing transitions from one Mentor/Sponsor to another • Finding appropriate sponsors to promote career goals/objectives • Finding mentors/sponsors to help navigate job disruption (e.g. job loss, dislocation, industry change) • Using mentors to see the bigger picture

16. Mid Career Dos and Don’ts Mentee (Beneficiary) Mentor/Sponsor DO • Develop a professional/academic framework to optimize conversations with a Mentor. • Initiate up-front discussion with Mentor to establish clear ground rules and expectations. • Be open to advice that may go against your normal tendencies. DO • Engage mentees in strategic/reflective dialogue. • Ask questions that a Mentee may not and/or is avoiding asking themselves. • Provide tools/strategies that help mentees to take control of their situation.

17. Mid Career Dos and Don’ts Mentee (Beneficiary) Mentor/Sponsor DON’T • Solicit mentors/sponsors with the “cold call” approach. • Assume that your Mentor will serve as your sponsor. • Force a relationship – good chemistry is important. DON’T • Assume full liability for your Mentee’s career development; only expectation is that you provide guidance. • Assume you know your Mentee’s goals – ask and listen. • Agree to be a Mentor/Sponsor unless you can commit.

18. Late Career Audience Engagement Question Relevant Issues Dos and Don’ts

19. Audience Engagement Where do you look for mentors when you are making a “fresh start”? • As broad a radar screen as possible for a good match • Target relevant industry, role or key objective for next chapter • Anyone who has navigated a similar career transition

20. Late Career Relevant Issues • Determine objectives for securing Mentor or Sponsor (e.g. advancement, transition, industry change) • Settling on “best practices” for handling mentor/mentee bonds • Knowing how to make the relationship rewarding for all involved • Knowing when/how to respond to opportunities for mentorship/sponsorship • Identifying guidelines to maximize the probability of a mutually rewarding experience

21. Late Career Dos and Don’ts Mentee (Beneficiary) Mentor/Sponsor DO • Extend your search for a Mentor to other industries or functional roles to find relevant experience to match your objectives. • Consider mentors who have been in your stage of life and can relate to your situation and experiences. • Recognize that you may not always agree with your Mentor – it is okay to disagree. DO • Be open to learning from a Mentee. • Consider tapping accumulated career network to consult on your Mentee’s unique needs. • Listen closely to goals of Mentee – especially in late-career stage.

22. Late Career Dos and Don’ts Mentee (Beneficiary) Mentor/Sponsor DON’T • Limit yourself to one Mentor, even for specific objectives (e.g. joining a board); tap different professions and industries to compare diverse perspectives. • Assume you know the answer or be afraid to offer your own opinion if different from your Mentor. DON’T • Over mentor, suffocate or over advise your Mentee. • Assume that your early career experience is still relevant without first validating with active peers. • Be afraid to direct a Mentee elsewhere for an answer or for insight/feedback on something you don’t know well.

23. Event Suggestions Speaker/Panel Format Ideas Structured Networking Example Book Recommendations Resources at Princeton

24. Speaker/Panel Format Options Speaker Panel • Can cover multiple aspects of mentor/mentee relationship or role of sponsor • Can incorporate some or all of the points in this presentation • Consider using a career coach or career counselor • http://www.coachfederation.org/ • http://www.ncda.org/aws/NCDA/pt/sp/consumer_find • Contact GNN Subcommittee for recommendations • jcaputo@princeton.edu • Select moderator and 2-4 alumni who have experience with mentor/mentee relationship or being a sponsor • Early Career – Recent graduate looking for a mentor or who has recently found a new mentor • Mid Career – Alumni that have changed from mentor to sponsor or looked for a new mentor due to career change, etc. • Late Career – Alumni with experience as sponsor or mentor at various stages of their career

25. Speaker/Panel Format Options Precept format for smaller groups Use a roundtable PRECEPT format with a knowledgeable facilitator who directs the group discussion through prepared questions to cover key areas and advance the discussion.

26. Structured Networking Example • Offer and Ask • Arrange groups based on three career stage mentor/sponsor scenarios (e.g. at tables or in corners of the room) where attendees self-select their group based on needs/value. • Participants can askquestions and seek advice or volunteer to share experiences and offer answers. • The participants can pair up in groups of two or more to share their questions/asks and provide responses to each other. The speaker/panelists can circulate among the four groups listening to questions/requests and contribute as needed.

27. Reading Recommendations • Common Sense Mentoring by Larry Ambrose • Forget a Mentor, Find a Sponsor by Sylvia Ann Hewitt • The Mentor’s Guide: Facilitating Effective Learning Relationshipsby Lois J. Zachary • The Ultimate Networking Roadmap by Kara Ronin

28. Resources at Princeton • Career Services http://careerservices.princeton.edu/alumni • Alumni Careers Network (log in to TigerNet to access) http://alumni.princeton.edu/tigernet/ • Princeton Women’s Mentorship Program http://www.princetonwmp.com/#!about/c15v1 • Princeton Alumni - Affiliated Groups http://alumni.princeton.edu/communities/affiliatedgroups/#sthash.ptDDImVy.dpuf