The Merits of Mentoring

Tell me and I forget, teach me and I may remember, involve me and I learn.

—Benjamin Franklin

When I was a young librarian in the early 1970s, I never thought much about mentoring. I was too new to the profession to mentor anyone, and I am fairly certain I had no one formally mentoring me. I am not even sure that most academic libraries had formal mentoring programs in those days. As I moved through my now four-decade-long career, I never had anyone say to me, “I will be your mentor.” That is not to say, however, that I was not mentored. In fact, I had great mentors, whether or not they thought of our relationship in terms of mentor and mentee. In addition to the specific advice and constructive criticism I received, I learned much from watching my colleagues go about their daily work. This was especially true early in my career, when I received my first administrative position at the University of Virginia in Charlottesville in 1976. Both my direct supervisor, the associate university librarian, and the university librarian not only helped me develop my administrative skills but also modeled behavior which I try to follow to this day after many years as a library director and dean. The insights I gained from them as well as from the library dean at my next position at the University of Oklahoma in Norman have served me well. I have tried to emulate how they worked: leading, planning, prioritizing projects and needs, interacting with staff and stakeholders, writing and speaking, and much more.

I would like to use this editorial space to explore why mentorship is critically important as we train those who will follow us in positions of responsibility and authority. I do not claim to have all the answers or even the best answers, but at the very least perhaps this column will give current and future library deans and directors something to consider.

Merriam-Webster defines a mentor as “a trusted counselor or guide,” a tutor or coach. We in leadership positions have a duty to be that counselor, guide, and coach, to develop the future leaders of our profession. Based on my own experience being mentored by others over some forty years, I believe there are several reasons why library managers should give priority to mentoring those they supervise. First, we have a responsibility to share our work experience, both successful and otherwise, with new and mid-career librarians, especially those we believe have managerial potential. We must advise, teach, and provide feedback on their work. They learn from us, but we also learn from them. I find that the newer generation of librarians brings fresh ideas and new ways of thinking. They inspire and energize me. In short, mentorship should be a two-way street.

Second, we must model responsible administrative behaviors, including having and articulating a clear vision and direction for our unit; exhibiting honesty and integrity at all times; showing care for others; acting as a strong advocate to the university administration; being transparent about decisions in nonconfidential situations; seeking input and listening well; having the courage to make hard, even unpopular, decisions when the best interests of the library are at stake; and finally, being willing to compromise when circumstances call for it. A conscientious mentor gives his or her mentees increasing responsibility to challenge and test them in order to evaluate their work and ability to operate under stress. In this manner, we teach them the benefits and risks of administration.

Third, we must encourage our mentees to become involved and stay active professionally. This is particularly true of our newly minted librarians, who will benefit throughout their careers from the many benefits of “being a professional.” Ongoing, regular participation in professional organizations, whether library, archival, technological, or otherwise, is critical to advancement in one’s position and in the profession by developing job skills, being exposed to new ideas, honing speaking and writing abilities, and making personal contacts with other librarians—that is, developing a professional network. Of course, active involvement in professional associations by our...