Relationship-Building: Mentoring

Mentoring, one form of relationship-building, is an opportunity for nurturing potential in someone who wants to grow and develop. Mentoring can take the traditional form of an ongoing relationship in which a mentor and a mentee meet on a regular basis to help the mentee develop her/his career, or it can be a shorter-term process of helping to nurture a mentee's growth during one or a few teachable moment(s). Some people have one mentor whom they go to for all of their career development guidance needs, while others have many different mentors whom they seek out for different needs. Others don't develop any deep mentoring relationships at all, but nevertheless have fulfilling career lives.

Topics discussed with mentors can include career advice, moving around and up in the organization, feedback on skills/knowledge, gaining perspective on the organization, and many other topics. Being in a mentoring relationship is a great development opportunity for both mentors and mentees.

This section provides information on the benefits of mentoring and how best to engage in the process. Much of the material in this section came from the University of California San Diego's Mentoring Guidebook: Key Information for Mentors and Mentees. We are grateful for their permission to edit and use these materials.

Roles that Mentors Can Adopt/Roles that Mentees Can Seek In a Mentor:

ASSESSOR

  • Assess skills, interests, and motivations for advancement
  • Provide feedback about observed behaviors and skills
  • Identify strengths to be maximized
  • Identify areas for improvement

INFORMATION PROVIDER

  • Inform about options, barriers, politics, and methods
  • Give printed information
  • Share personal opinions and experiences
  • Provide continuing assessment information

REFERRAL AGENT

  • Refer to others who can assist
  • Refer to books, videos, classes, etc.

GUIDE

  • Encourage focus on attainable goals
  • Provide reality testing
  • Help move around in political structure
  • Help with “outer” career (job advancement)

COACH

  • Encourage development of specific and appropriate goals
  • Encourage action steps
  • Assist in how to avoid barriers
  • Act as role model about workplace conduct

 DEVELOPER

  • Encourage innovation
  • Provide challenging assignments
  • Be a public relations person for your mentee

Qualities of an Effective Mentee

  • Asks questions
  • Clarifies goals of the mentorship
  • Works hard
  • Learns (doesn’t rush to know everything, allows time to learn)
  • Flexible
  • Keeps track of learning using a log such as the Mentoring Log  (PDF)
  • Takes initiative
  • Challenges him/herself
  • Resourceful
  • Creative
  • Has a sense of humor
  • Communicates with mentor if feeling overwhelmed
  • Open to suggestions and change
  • Not afraid to ask questions
  • Is a good listener
  • Patient with self as well as with process
  • Comfortable being oneself
  • Honest
  • Unafraid
  • Wiling to accept criticism
  • Adaptable (to change)

While informal mentoring relationships are always possible to develop, there is also a formal mentoring program available to aid UC Berkeley staff seeking mentors. The Berkeley Staff Assembly (BSA) Mentorship Program pairs experienced UCB staff (at a classification of PSS 5 or above) from central administration, academic and research units with less experienced staff members seeking to develop themselves professionally. The program provides staff members with challenges and increases their effectiveness as they design their personal growth and career paths at Berkeley. It also provides the opportunity to gather information, develop peer support, learn more about management, and better understand the University organizational culture.