So you’re about to start a new role in academia. Congratulations!
You’re excited – of course you are – but perhaps you’re also feeling a bit nervous. Quiet whispers in the corner of your brain remind you of your perceived inadequacies. Suddenly, you start to ask yourself a series of vicious questions…
“Am I truly good enough?”
“Can I really handle this job?”
“How on earth did I get this role in the first place? Did they make a mistake?”
Impostor syndrome has reared its ugly head.
We’ve all been there – and it’s a horrible place to be.
This is why mentorship is so important. It’s a crucial tool in ensuring that someone is able to start a role with confidence – that feeling that they are achieving what they should at this stage of their career and have the ability to thrive. If you feel like you are sinking, it can be difficult to learn to swim. Mentorship is, in essence, a life raft.
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For the purpose of this article, I am defining mentorship as a collaborative relationship between a more experienced or knowledgeable individual, and a less experienced or knowledgeable individual. In academia, the mentor/mentee relationship is even more specialised, as the mentor has a responsibility that requires expertise in diverse academic pursuits – often beyond their own – and a keen understanding of the wider higher education landscape.
Mentorship as empowerment
When a mentee starts a new role – whether within their institution or at a new university– they inevitably face challenges. Mentorship is a useful way to attain the delicate balance between professional pursuit and personal growth. A mentor can provide insight, guidance, support and stability during periods of uncertainty, providing the necessary tools for the mentee to steer through diverse scenarios successfully. It’s a mutually beneficial relationship, promoting continuous learning for both sides – but for the mentee, it empowers them with the skills and strategies required to adapt to the new situation that they are in. This empowerment simply doesn’t exist when an individual starts a role without this support. It doesn’t mean that they can’t succeed during the early days, but they likely will not feel that they’re doing well – and that matters.
Identify potential mentors
Some organisations assign mentors to accompany you through the initial stages of a role. This is valuable for both sides of the relationship, assuming that they are able to build trusting relationships. But even when you have not been assigned a direct mentor, there are still avenues to explore. You might even prefer this situation as it allows you to explore your mentorship options and draw on a range of expertise and potential collaborators.
Looking at practical steps to consider, first and foremost, look outside the confines of your role and define what success means to both you and the university. Once you have that clarity, identify individuals who embody the attributes and capabilities necessary for that success. My recommendation is to identify at least one mentor who is knowledgeable about your new role, and as many as you require for the different areas that contribute to your definition of success.
Persuade your mentor
This approach provides a broader perspective and a greater potential for academic and personal growth. After identifying potential mentors, approach them and enquire about their willingness to engage in a mentoring relationship. Clearly articulate why you specifically chose them, highlighting the value that you believe they can bring to your development. Communicate how the relationship can be mutually beneficial, emphasising what you bring to the relationship and demonstrating that you have done your research on their background and expertise. This proves your commitment to a purposeful mentorship and assures them that their time will not be wasted.
Acknowledge the voluntary nature of mentoring, recognising the commitment of their time, and express your understanding of the need for a mutually rewarding relationship.
So…You’ve started a new role. Congratulations!
You’re excited – of course you are. But you’re also feeling nervous. Doubts are starting to swirl. And those familiar questions…
Until you speak to your mentor. They remind you why you were selected for the role. They share their experiences. You feel at ease, you settle. It’s going to be OK. It’s a challenge to start a new role – but you know you’re going to be just fine.
Ibiyemi Omeihe is programme leader of the master’s in logistics and supply chain management and lecturer in enterprise at the University of the West of Scotland.
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