Please share your experiences regarding mentors for women

It’s encouraging to see that my posting yesterday prompted a dribble of renewed activity on a LinkedIn discussion on female mentors that I launched in Oct 2010.  The platform is an interesting and fun group called Girls Who Print, moderated by Mary Beth Smith of Texas.  To bring you up to speed, I’ve quoted how I began the discussion below:

   

Wanted: Girl success stories

 Does anyone have career-advancement stories with female heroines to share? Or female survival tactics for the recession or glass ceilings?

I’ve just finished reading through all 268 interesting entries posted to Mary Beth’s “And you are… ??" discussion since she launched it in May 2009. Back then she wrote: “Who knew guys would accept an invite to something called “Girls Who Print”??!!

Similarly, it was no surprise to me when I first joined Girls Who Print that my female publisher, Sara Young, was already a member. But it also turns out that my (male) editor at PrintAction, Jon Robinson, is a closet feminist: when editing my [Sept 2010] column (see https://www.box.net/shared/15ln6t43jf), Jon didn't just tolerate my long account of how Ms. Kris Bovay rose through the ranks to become chair of BIA; he even agreed with me that female professionals need to read more of that kind of stuff. Kris has forged an impressive career, although both her family responsibilities and the recent recession required her to change course radically. I hope the widespread supporters of Girls Who Print will exploit this space to share other, uniquely female, path-to-success stories.

Journalist, Chris Matthews (a male whose beat is politics), wrote: “It’s hard getting somewhere without a map. It’s the same reason so many of us love biographies. They show us how others have gotten where we want to go. If you want to get somewhere, study the routes others have taken.”

That goes double for women. Practitioners and theorists agree that in order to succeed professional women need to form the same kind of mentoring relationships that have enabled their male counterparts to advance. But studies show that women in corporate settings have often found mentoring relationships with other women unsatisfying: senior women report feeling either unqualified, discounted, or overburdened as mentors, while junior women complain that senior women are unreceptive or competitive in dealing with them as protégés.

I’m betting that this forum could turn out to be the missing antidote.

To review or make subsequent contributions to this discussion, please refer to the following link:

http://www.linkedin.com/groupItem?view=&gid=1969742&type=member&item=31566959&qid=846c47d6-8aab-428d-9304-1cbf6507f12d&trk=group_most_popular-0-b-ttl&goback=%2Egdr_1319731197620_1%2Egmp_1969742%2Eamf_1969742_41605696%2Egmp_1969742

Here’s hoping not only that more conversation will ensue on line about the important topic of mentoring females, but also that it will somehow yield concrete practical benefits for professional women. 

Manager Know Thyself

Last spring, after “The New York Observer” posted its congratulations to a big-time TV producer on her retirement and plans to launch a 2^nd career as a guidance counsellor, they received over 200 comments on line.  Most came from her former employees, claiming the story was bogus and that she was a “foul-mouthed, cliquish bully”, to quote “Psychology Today” reporter Carlin Flora.

Flora reports:  “In his new book, “Good Boss, Bad Boss:  How to Be the Best … and Learn from the Worst,” Robert Sutton, Ph.D., catalogs [the] disproportionate effect that managers have on well-being.  A meta-analysis found, for example, that ‘about 75 percent of the workforce reports that their immediate supervisor is the most stressful part of their job.’

"For the majority of managers, who presumably want to fall on the heart-attack-reducing side of the scale, Sutton shares a key insight:  Good bosses know themselves.  And yet, just being in power is a deterrent to self-awareness, making it especially difficult for leaders to correctly ascertain the impact their behaviors and policies have on their employees.  ‘It turns out that followers, peers, superiors, and customers consistently provide better information about a boss’s strengths, weaknesses, and quirks than the boss herself,’ Sutton writes.  …

“[He] suggests they consciously beak out of the power bubble by asking [these info sources] for direct input and feedback.”

http://www.psychologytoday.com/articles/201010/earnings-and-yearnings-dear-leaders