Center for Curatorial Leadership

MENTORING GUIDELINES

Overview:

The aim of the mentoring component of the CCL is to give the fellows an opportunity to explore their career goals with a proven leader in the field. Over the course of the six-month program, the fellows will be matched with a museum director or senior museum professional, who will work with the fellow to help develop his/her leadership capabilities.

The success of this relationship is based on a shared commitment to the mentoring process and a willingness to invest both time and energy. Equally important for effective mentoring relationships are realistic expectations, mutual support and trust, openness to challenging questions, and a willingness to listen, learn, and share experiences.

Expectations:

The mentor and fellow will work together to establish specific expectations for the mentorship, but it is suggested that the mentor will:

·  Help enhance the fellows’ skills and leadership development;

·  Share experiences, ethics, and professionalism as a positive role model;

·  Offer insight and advice about the position and the field as a whole;

·  Assist in developing an action plan for the fellows’ future goals; and

·  Embrace the opportunity to help shape the career of a new colleague in the field.

It is suggested that the fellow will:

·  Openly assess leadership strengths as well as priorities for change and development;

·  Show a willingness to listen, analyze, and – when applicable – follow through on a mentor’s advice;

·  Take a role in creating productive conversations by preparing in advance, asking directed questions, suggesting agenda items, etc.; and

·  Respect the mentor’s time and availability.

Logistics:

It is expected that mentors and fellows will communicate regularly via telephone and email, and, when possible, will arrange to meet in person. The fellow will be responsible for initiating and maintaining contact with his/her mentor. However, staff in the director’s office will be fully apprised of the program and will be ready to assist the fellow with scheduling.

It is suggested that conversations occur at least every six weeks, taking into account the following critical stages of the program:

·  January – after the fellow concludes the two-week program in New York. This first meeting or conversation will be an opportunity to get to know each other, clarify expectations about the mentorship (i.e.: confidential nature of the relationship, frequency and mode of contact), review and reflect on the fellows’ experience in New York, and establish a plan for the fellows’ leadership development.

·  March or April – before and immediately following the one-week residency in a museum different from the curator’s home institution.

·  June – after the final week in Los Angeles to review fellows’ objectives and set a plan for achieving future goals. At this point, the program’s formal mentorship concludes, but the mentor and fellow may decide to continue the relationship in mutually agreeable form.

Communication with the CCL:

CCL leadership will work with the mentors and fellows to establish successful partnerships and will be available over the course of the program to offer guidance. Should either the mentor or fellow decide that the relationship is not helping to achieve the intended goals, the CCL will assist in forming a more effective match.

At the conclusion of the mentorship in June, we will ask the mentors and fellows to offer their thoughts regarding their experiences so that we may monitor the success of this important aspect of the fellowship program. To this end, it is suggested that fellows keep a journal throughout the program.