40) What is a good mentor? (in progress)
so, what is mentoring? If one looks at the popular literature on business mentoring, I think it's a mix
of (i) collaboration; (ii) guidance; (iii) empowerment and (iv) friendship.
Really, if you're a junior person, no single person can provide
What are the barriers?
- The things that make me a good mentor also work against being a mentor. Namely, as I get older and get more experience, I find that people begin to react more to my position and experience than to what I'm actually saying. I find that I can come across as a bully even when it's not intended. I recently told a student, "This [the statistical plan in the dissertation] just makes no sense, and if you want to go ahead with it, you should just boot me off. I won't be offended." I was being honest. Really, if the advisor thinks it makes sense, then it's ok with me. I just don't want to be involved. I'm just being me, but I know it comes across in a different way than it did when I was an assistant professor.
- one problem really involves failures on the part of the mentees. Mentor-mentee relationships are dyadic. So, not all failures are the part of the mentee. Really, like any other area of life, some people just have to learn the hard way. Young people who are used to excelling can find it hard to take assistance.
As a journal assoc. editor, my notes to junior authors are always direct. Some write back and say "thank you--I'm really going to take your comments seriously when I submit to another journal". I always write back say "that fix-it attitude is going to take you a long way in the business". As with the rest of life, there are those poeple who would rather sulk.
- some of the roles really are in conflict with each other. At times, it's hard to provide realistic feeback and maintain friendships. At times, good advice doesn't generate warm fuzzies on the part of the hearer.
And then there is the issue that the hearer can take negative feedback personally. For example, if I tell a junior person that "You're not gong to advance writing one paper every other year", it's not meant personally. He or she is not disappointing me personally. But it's like a law of gravity--if one doesn't write papers, then the consequences are as predictable as gravity. It's not personal.
And then in some instances, some aspects of mentoring are just not possible. It's going to be hard for me to collaborate with a person who does research on the aging. And some junior people have interests that would fit on a postage stamp. (The profession probably generates a focus paranoia on the part of junior people, a story for another day.)
Another tricky issue--a good mentor keeps developmental processes in mind. A good mentor puts mentees in a position to stand on their own. I fear I have a problem with breeding "Mike depency". My goal as a mentor is not to serve as a permanent resource. An individual gets a suitable amount of resources and then I cut them loose (or try). I feel like there are new groups of junior people who need my assistance. For them to get it, the earlier mentees need to move on.
