Mentoring Makes a Difference

1. Mentoring Makes a Difference Ted Sharp, Manager Marian Kutarna, Senior Librarian Diana Krawczyk, Senior Librarian Mississauga Library System

2. Origins of Mentorship An OLD idea A NEW excitement

3. Why are we hearing so much about mentorship?

4. Projected Number of Retirements at Age 65 per Year Based on Projections for All Librarians in CMA’s from the 1996 Canadian Census Age 60+ Age 65

5. 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 organization’s success

6. You already have what you need Cost to your organization Mentor’s time and experience + Partner’s time and enthusiasm ------------------------------ Wealth of learning opportunities

7. The Mississauga Experience > WHERE we started > WHY it was important >HOW did we pilot the program >WHAT we learned

8. 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

9. Not everyone can be a good mentor

10. Not everyone can benefit from being mentored

11. Structure is a necessity

12. Time limits are a necessity

13. Feedback is required

14. The organization must support the program

15. 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!

16. Three Essentials of a Successful Program • Committed and knowledgeable steering committee • Committed and enthusiastic team of potential mentors • Committed and determined pool of partners

17. 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

18. 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

19. Key Roles of the Mentor • Sounding board • Facilitator • Connector • Advisor • Forecaster • Observer

20. 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.

21. 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 protégé’s boss.

22. Attributes of a Great Partner • Wants help • Is interested in developing • Is capable of progressing • Is able to partner in their growth

23. 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

24. 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

25. How long should it Last?

26. 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

27. 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.

28. 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

29. Mentorship Stories Mentorship Makes a Difference

30. 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@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@mississauga.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.krawczyk@mississauga.ca