When I was a graduate student in library school, mentorship was not on my radar. It wasn’t something I actively sought out, and no such programs were available within the school. Now, almost ten years into the profession, I have been fortunate enough to form informal mentorship with several senior colleagues within and beyond my institution and motivated to volunteer as a mentor in various programs in the library field. Reflecting on my journey from mentee to mentor, I’ve realized that all forms of these roles, whether formal or informal, have been instrumental in my growth.
The informal mentorship came to me naturally when I transitioned from a private school to an academic institution. As I navigated the complexities of academic librarianship, I recognized the need for guidance and found myself gravitating toward a seasoned colleague’s expertise. Fortunately, she seemed to sense my curiosity. Her kindness and willingness to share her knowledge created an open and supportive environment. Sometimes, I’d approach her with a specific cataloging question, but more often, conversations flowed organically as we worked on the same team. Her insights on Slavic collections proved invaluable, helping me draw connections and apply them to the complexities of East Asian collections development. Over time, our conversations transcended initial guidance. With increased confidence, I find myself offering support when she needs it. Without a doubt, my mentor’s unwavering support and valuable suggestions have played an important role in my growth. Through this informal mentorship, I honed essential skills in metadata analysis, vendor relations, and networking, all of which are crucial for effectively managing East Asian resources. More importantly, it instilled in me the confidence to excel in my current role.
In the summer of 2019, eager to gain insights from women leaders, I enrolled in a Virginia mentorship program designed for women professionals. While the program initially seemed promising, my assigned mentor’s workload with three other mentees limited her availability. Between her demanding role as an assistant dean and my reserved nature, the mentorship fizzled out after a single in-person meeting and a few emails coordinating schedules. Looking back, I recognize that my shyness may have hindered the experience. Now, as a mid-career librarian, I am a more proactive advocate and can’t help but wonder: What if I had taken a more assertive approach? What if the program had a structured check-in system? Perhaps a more balanced mentee-to-mentor ratio could have fostered deeper connections. These reflections have taught me the importance of both individual initiative and program structure in creating effective mentorship experiences.
It’s interesting to note that my experiences with informal and formal mentorship were starkly different. In hindsight, both styles helped me gain a deeper understanding of what drives effective—and ineffective—mentorship. These experiences motivated me to become a strong mentor, fostering the development of others as I mature into my position. In the past two years, I have served as a mentor in both semester-long and year-long mentorship programs, which have been rewarding experiences. Engaging with diverse mentees, including two young library school students with different cultural backgrounds and a middle-aged woman seeking her library degree while working in a library, challenged me to adapt my communication style and address a wider range of professional concerns. To effectively support mentees at different career stages, I employed active listening techniques. For instance, when mentoring younger students, I focused on attentively understanding their career aspirations and challenges, offering guidance, encouragement, and suggestions. With the more experienced mentee already working in a library, I adopted a more collaborative approach, valuing her insights and exploring potential projects that we could work on together. Through these interactions, I enhanced my listening skills and developed a stronger ability to provide constructive feedback and identify resources relevant to each mentee’s specific goals.
Participating in various mentorship programs, both positive and challenging, whether as a mentee or a mentor, has provided me with valuable opportunities to assess each one. This has allowed me to compare them from the initial call for registration to the program conclusion, helping me identify the unique aspects of each that facilitate effective mentoring experiences. For instance, the Virginia Library Association New Member Roundtable Mentorship (VLA NMRM) Program impressed me with its well-defined approach. The program provides monthly prompts that act as springboards for discussions as well as a regular check-in, while still offering flexibility for mentors and mentees to explore their individual interests within librarianship. The iSchool Students of Global Majority (iSGM) Mentorship Program at the University of British Columbia includes a unique feature of providing a $30 CAD stipend for initial mentor-mentee coffee meetups. This financial incentive can be an effective way to encourage early connection and relationship building.
As I encourage library professionals to participate in mentorship, it’s important to acknowledge that numerous factors influence its success beyond the control of any individual—mentor, mentee, or program initiator. While it’s natural for young professionals to desire experienced mentors and for mentors to seek enthusiastic mentees, these factors alone do not ensure a successful mentorship relationship. Ideal pairings between mentors and mentees are often sought, but waiting for the perfect scenario might hinder valuable learning opportunities. As the Chinese proverb says, “In a group of three, there is bound to be one who is your teacher.” This wisdom emphasizes the importance of being open to learning from others, regardless of age, background, or experience. Consider this a call to actively seek out opportunities for growth through formal or informal mentorship. To me, transitioning from mentee to mentor, or vice versa, is like shifting from one side of the interview table to the other. It is a continuous learning journey that enriches your professional development and fosters a valuable exchange of knowledge and experience.