A directory of resources inthe field of technical communication.


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Mentoring refers to a developmental relationship between a more experienced person to help a less experienced person (referred to as a protégé, apprentice, or mentee) develop in their career.



Benefits and Pitfalls of Coaching Employees   (PDF)

Successful managers increasingly use coaching to help employees improve performance. Coaching is a better model than counseling because it presupposes that the employee is capable of making improvements. Coaching also helps maintain a good relationships between the manager and employees. However, coaching cannot be a 'pure' coaching relationship when the manager has supervisory responsibilities for the employee. Still, successful coaching can result in a win/win outcome for both the employee and the company, even in a problem situation.

Agnew, Beth. STC Proceedings (2003). Careers>Mentoring


Benefits and Pitfalls of Mentoring  (link broken)   (PDF)

Choosing a mentor or mentee can be a powerful moment in your professional life. Making the mentoring relationship work is not always easy and requires time and dedication from both parties. This article will define and explore the mentoring relationship, listing key factors for success.

Mason, Catheryn L. and Elizabeth Bailey. STC Proceedings (2003). Careers>Mentoring


The Benefits and Pitfalls of Mentoring   (PDF)

A mentoring program encourages employees; can target potential managers and specific employees who need assistance; facilitates implementation of corporate strategies; requires a coordinator to administer the program, usually a person found within HR who spends no more than 1 day per week on mentoring activities.

Bailey, Elizabeth. STC Proceedings (2006). Careers>Mentoring>TC


The Benefits of Having a Mentor   (PDF)

In the first article of a new section of Intercom devoted to students, Brown recounts her experience as a novice technical writer relying on a mentor for professional guidance.

Brown, Alison. Intercom (2001). Careers>Collaboration>Mentoring


Developing a Chapter Career Day Program   (PDF)

In the past few years, our chapter has presented three or four Saturday workshops per year, including the Career Day workshop. (We offer the Saturday workshops as an alternative to the usual monthly chapter dinner meeting.) We developed our Career Day program with two tracks—one for novice technical communicators (and curious laypeople), and another for persons with some experience in the field. Initially, we cooperated with a smaller, nearby chapter with many of the same employment issues.

Thomstatter, John H. Tieline (2000). Careers>Mentoring>Community Building


Developing a Chapter Mentoring Program   (PDF)

In an effort to promote and encourage an interest in the field of technical communication through academic/professional relationships, the New York Metro Chapter has developed a mentoring pilot program with Fairleigh Dickinson University (FDU) in Madison, New Jersey. The chapter, along with Dr. Michael B. Goodman, Director of FDU’s M.A. program in Corporate and Organizational Communication, coordinated their efforts to select members who can serve as role models for students interested in this field.

Epp, Barbara E. STC Proceedings (1996). Careers>Mentoring>Community Building>STC


Developing Effective Mentorships for Technical Communicators  (link broken)   (PDF)

Mentorships can contribute significantly to the career success of technical communicators. Effective mentorships are established and maintained by finding the right persons to be mentors through active listening, careful observation, personal analysis, willingness to be influenced, coached and taught, and allowing mentoring relationships to emerge over time. Such mentorships benefit both individual technical communicators by furthering their selfdevelopment and careers, and they benefit their corporations by enhancing morale and productivity.

Shirk, Henrietta Nickels and Howard T. Smith. STC Proceedings (1994). Careers>Mentoring


Developing Mentoring Programs for Technical Writers  (link broken)

Mentoring is an effective strategy that can contribute significantly to the career development of employees. It provides a cost-effective work-based learning strategy to achieve career development outcomes for individual employees. It is an effective method for the transference of professional, technical and management skills.

Singh, Alok Kumar. Indus (2008). Careers>Mentoring>Writing>Technical Writing


Developing Mentoring Programs for Technical Writers

Technical writers can benefit greatly from mentoring relationships. Effective mentorships can benefit both individual technical communicators by furthering their self-development and careers, and they benefit their organization by enhancing morale and productivity.

Agile Docs (2012). Careers>Education>Mentoring


Electronic Mentoring Benefits for Practicing Communicators   (PDF)

Electronic mentoring establishes relationships that might not otherwise exist. You have the opportunity to participate in professional community service, remain current on communication issues, and develop a future employment pool.

Stertzbach, Lori A. STC Proceedings (1996). Careers>Mentoring>TC


Electronic Mentoring: Benefits and Rewards   (PDF)

Electronic mentoring uses e-mail to bring the academic and business communities together without the boundaries of geography or time. Through an electronic mentoring program professionals gain insights into the academic realm from students and educators as well as give students advice based upon their experiences as communicators in business. This paper is part of the 'Expand Your Learning Community: Electronic Mentoring' panel; it focuses on the benefits to businesses. knowledge?

Dimick, Sharlyn A. STC Proceedings (1996). Careers>Mentoring>Online


Gaining Insight and Inspiration from Veteran Designers

As a designer, there are days when it's tempting to just churn out something that looks nice, without any thought given to the creative process. To keep a fresh outlook on our work and maintain a true sense of purpose, we have to keep up our educational process. A designer should never lose his or her passion for learning.

Farrugia, Ruth. Creative Latitude (2005). Articles>Graphic Design>Mentoring


Group Leader Handbook

This handbook prepares students to lead small discussion groups in large lecture classes. Instructors may also want to access the Group Leader Training Materials, which provide an overview of training new group leaders.

conneXions (2008). Articles>Education>Mentoring>Collaboration


Guidelines for Mentoring Programs   (PDF)

A successful mentoring relationship benefits those involved through increased confidence and a sense of direction. The relationship provides a risk-free learning environment in which to offer career guidance. Mentoring relationships can develop between individuals within an organization, between individuals in two different organizations, or between students and STC professionals.

STC. Careers>Mentoring>Management


Review: The Handbook of Mentoring at Work: Theory, Research, and Practice   (members only)

By using the term 'mentoring at work,' the editors, Belle Rose Ragins and Kathy Kram, suggest that they are putting scholars in conversation with each other in their attempts to figure out what mentoring work is and how mentoring actually works.

Weller, Rebecca L., Suzy D'Enbeau and Patrice M. Buzzanell. Management Communication Quarterly (2008). Articles>Reviews>Mentoring


Helping New Writers Through Their First Year   (PDF)

Are you afraid to hire an entry-level writer? Are you asking yourself questions like: Will an entry-level writer take up too much of my time? Will she be able to work independently? Will she succeed in this organization? Is a new writer worth the risk?

Von Haas, Elaina E. STC Proceedings (2000). Presentations>Management>Mentoring>Writing


Helping New Writers Through Their First Year  (link broken)   (PDF)

Von Haas examines techniques for helping new technical writers achieve success in the profession.

Von Haas, Elaina E. Intercom (2002). Careers>Collaboration>Mentoring


How to Select, Nourish, and Conclude a Mentoring Relationship   (PDF)

A mentor helps you master the unspoken rules of corporate America. If you are energetic and demonstrate initiative, a mentor welcomes the opportunity to assist your growth. To accomplish your mentoring goals, define what you want to achieve and then select a mentor. A successful mentoring relationship requires nourishing to maintain—you must value your mentor's time and demonstrate appreciation. When you no longer require your mentor's guidance, you can end the mentoring phase of the relationship with honesty and appreciation.

Justice, Kendrea L. STC Proceedings (1993). Presentations>Collaboration>Mentoring


Making the Mentor Partnership Work: Part One (for the Mentee)

Few people enter the work world with a ready-made mentor. Instead, you need to actively pursue finding one--and take good care of her once you find her.

Chroust Ehmann, Lain. TECHWR-L (2008). Careers>Mentoring


Making the Mentor Partnership Work: Part Two (For the Mentor)

When you act as a mentor, you're agreeing to serve as an ad hoc advisor and sounding board to someone less experienced in the career world than you.

Chroust Ehmann, Lain. TECHWR-L (2008). Careers>Mentoring


Manual for Writing Mentors

This manual discusses the role of student writing mentors and the processes of consulting on student papers, giving feedback, and grading. The manual provides specific examples of working with students who are assigned to write critical summaries of research articles.

conneXions (2008). Articles>Education>Mentoring>Writing


The Mentor Advantage  (link broken)   (PDF)

There are many advantages to having mentors: They can teach you new skills, impart their knowledge, and help you increase your self-confidence. Having a mentor, or several of them, can help on all fronts. In fact, in a 2000 survey by The Creative Group, 94 percent of executives polled said having a mentor is important for professionals just beginning their careers.

Leonard-Wilkinson, Theresa A. Intercom (2003). Careers>Mentoring


A Mentor's Approach to Managing Technical Communicators

A manager, especially a more hard-nosed type, may pick up a writer's draft and attack the writer, circling mistakes with red ink, demanding rewrites, and peppering the work with negative remarks. If the manager is uptight, it doesn't take very long for subordinates to become uptight also. And being too managerial may end up creating an adversarial relationship, which can thwart the writer's professional growth. On the other hand, a supportive and nurturing fellow worker -- a mentor, in other words -- can help create a positive and productive team environment. Mentors may have to be patient with their writers at times, but that patience should pay off, long-term, in results and accomplishments. When you find ways to make your people look good, they will in turn make you look good.

Sullivan, Bill. Carolina Communique (1998). Careers>Management>Mentoring


Mentoring Another Writer

Some thoughts on what it takes to effectively mentor another technical communicator.

DMN Communications (2008). Careers>Mentoring>TC>Technical Writing


Mentoring as a Two-Way Street

In a profession that does not have clear discipline boundaries or many built-in mentorships with professors and internships, most professionals in technical communication depend on fellow professionals as mentors.

Smith, Andy and Bill Albing. Carolina Communique (2006). Careers>Mentoring



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