Mentorship can take various forms and serve numerous goals, however, McKinsey (2016) summarized the many definitions succinctly by stating that to mentor “is to provide
Finding your path to tenure as a novice educator can be daunting and anxiety provoking. It is reported that challenges for junior faculty are most often related to decoding expectations of the academic organization and creating relationships with colleagues (Kahanov et al, 2012). Few tools exist to help new faculty navigate the complexity of the first years of academic life.
This article will introduce readers to a process called strategy mapping. The result of the process of strategy mapping is a tangible document called a strategy map. Though strategy mapping is a process that originated within the business world, its applicability within academic settings holds much promise. Within academic settings strategy maps can be used to prioritize teaching, research, and service expectations, particularly for novice educators who have little experience in the academic environment. This article will further demonstrate how the strategy mapping framework aligns with organizational expectations of academic life; how strategy maps can be used to optimize goal setting for new educators; and how strategy maps can be used as a tool to optimize structure and direction within formal mentorship relationships.
I lost a dear friend last month, the colleague and mentor who taught me more about teaching and learning than anyone else. Over the years, Larry Spence wrote a number of pithy pieces for The Teaching Professor. Here’s my favorite.
Recruiting and hiring new faculty is time intensive and expensive. Despite the difficulties, hiring decisions are clearly among the most important that academic administrators ever make. The success of college programs and universities is directly correlated with hiring the right people and then providing them with the essential resources to succeed and excel in their work.
Editor’s Note: This is an excerpt of a work that is licensed under a Creative Commons Attribution 4.0 International License. To read the article in its entirety, visit the Teaching & Learning Inquiry website. http://tlijournal.com/tli/index.php/TLI/article/view/125/77
Educational research shows that close student-faculty interaction is a key factor in college student learning and success. Most literature on undergraduate mentoring, however, focuses on planned programs of mentoring for targeted groups of students by non-faculty professionals or student peers. Based on the research literature and student and faculty testimony from a residential liberal arts college, this article shows that unplanned “natural” mentoring can be crucial to student learning and development and illustrates some best practices. It advances understanding of faculty mentoring by differentiating it from teaching, characterizing several functional types of mentoring, and identifying the phases through which a mentoring relationship develops. Arguing that benefits to students, faculty, and institutions outweigh the risks and costs of mentoring, it is written for faculty who want to be better mentors and provides evidence that administrators should value and reward mentoring.
Beginning college teachers benefit when they have an instructional mentor. That fact is well established; as is the fact that mentoring benefits those who mentor. The influx of new faculty over the past few years has caused mentoring programs to flourish. All kinds of activities have been proposed so that mentors and mentees can spend their time together profitably. Addressed less often are those instructional topics particularly beneficial for the experienced and less-experienced teachers to address. Here’s a list of possibilities.