Mentorship: The Blueprint

July 20, 2010 | Advocacy, Leaders of Color, Leadership, Women

This is a guest post by Tracy Wright, a crusader and advocate for the anti- sexual violence movement at the North Carolina Coalition Against Sexual Assault

Recently, I celebrated my six-year anniversary working in the anti-sexual violence movement and with the North Carolina Coalition Against Sexual Assault (please hold all applause until the end). In addition to being excited about this milestone of sorts, I began to reflect on how and why I continue to do this work. The answer is simple: sound mentorship.

For the purpose of this blog, the conglomerate of allies, visionaries, advocates and survivors who serve as my mentorship circle will be coined as investors. Essentially, that’s what they are. They cultivated a relationship, believed in a product’s potential, invested time and resources and took risks. Although they don’t anticipate fiscal gains, these investors do require a sound return in work product, ethics, advocacy and sustainability. Keep in mind that working with these investors is no easy feat because they can be overbearing. However, as a product, one has to grasp that their tactics are coming from a place of wanting to see kinetic energy transform to potential energy and that energy manifest into social change. If you, as a product, are in a place where you want to seek investors and their buy in, here are five things I think are key in merging investor and product.

1. Time Commitment. Just as anti-oppression work is a lifelong process, so is mentorship. Both entities have to enter into the realm of mentor and mentee with an understanding that ideals and needs shift but time can’t be a factor in doing the greater good.

2. Critical Thinking. Don’t be misled that mentorship is an utopian relationship. For me, most of that time is spent correcting mishaps, shaping thoughts and sharing information all of which are vital to leadership development. Challenging questions are the core of preparing the product to respond to mistakes and streamlining processes.

3. Push Past Personal Boundaries. Six years ago, to say I was timid and shy would be an understatement. Today I present, spearhead projects and even write articles. Never bragging but indeed humbled by the turn of events. With every opportunity afforded me, I enter into it knowing that I would not be in a place to be receptive of it without my investors. They pushed me my past my constraints through esteem building, access to professional development and believing in my brand.

4. Honesty. My, aren’t my investors honest! When I do something right, they are the first to praise. When I make a mistake, they are the first to correct. That consistency is appreciated. At first it was a tough adjustment because I took their constructive criticisms personally. As I grew as a person, I became more receptive to my investor’s firm hand and insight to do and be better.

5. Willingness to Grow. Investors, or at least the good ones, want to see their product grow and flourish. This is the same for mentors. The relationship is entered into with growth at the forefront. Growth in the form of a willingness to learn, take risks, make mistakes and be the best product possible.

I am no household name. I am sure I won’t end the epidemic of sexual violence. What I do know is that my product is sound and I am in a good place to do good work. Now that I think about it, that is all my investors wanted from me initially. Now I have the task of seeking out products, ensuring they are planted in good ground to change the world; that in itself exceeds anything money can buy.

Tracy D. Wright is the Technical Assistance Provider and Women of Color Leadership Project Coordinator with the North Carolina Coalition Against Sexual Assault (NCCASA) for the National Resource Sharing Project. Her current work provides technical assistance and training to 16 state and territorial sexual assault coalitions. In this capacity, Tracy works with national entities to create a coordinated response to ending sexual violence, addresses emerging issues and carves out initiatives specifically for women of color in the anti-sexual violence movement. Tracy’s initial work in the women’s anti-violence movement began as a project intern with NCCASA where she compiled an analysis of over 75 sexual assault service providers in North Carolina. Fully committed to a life of service, Tracy has served on the boards of the Wake County Commission for Women and the Achievement Academy of Durham. She regularly lends time and talents to Wright Interactions and Reaching Your Goals, Inc. Ms. Wright holds a BA in Mass Communications from Shaw University and a Masters of Science in Print Journalism from Florida Agricultural and Mechanical University. She was also a graduate of the North Carolina Center for Women in Public Service Summer Institute.

Did you enjoy this post? Subscribe and automatically receive new ones!

Subscribe in a reader

Structural Racism: Challenges and Opportunities in the Age of Obama

Tags: Advocacy, mentorship, North Carolina Coalition Against Sexual Assault, Tracy Wright

AJ

Hey Tracy! First, I want to say thanks for the post. I've been secretly hoping Rosetta would tackle mentorship programs (or lack thereof) in the nonprofit sector. Second, I'd like to take this opportunity to briefly question your first of five investor/product relationship tips (however much I do like the business mindset of investor/product, I’ve always hoped that mentoring would break through the business frame and be more about personal relationships that develop amongst the mentor & mentoree). Although I believe you are correct when you say that you cannot put a ‘time limit’ on mentoring, in this day and age, time is of the utmost importance! Perhaps I misunderstood your point, but in my opinion, to say that, "time can’t be a factor in doing the greater good," just doesn't seem true. I believe it’s the opposite. The most important (and realistic) factor in doing greater good is learning how to budget, manage & spend your time wisely. From my limited experience in the nonprofit world thus far, I think the easiest pitfall of social media/networking is poor time management. I’d like to know how a nonprofit professional could/should incorporate a mentorship program into an already busy and demanding work schedule? What’s the most important step in initiating a relationship or proposing the idea to someone to be a mentor/mentoree? I'd like to see more posts about this topic, Rosetta. I look forward to engaging in a dialogue about how to promote mentorship programs in the nonprofit sector. Thanks! .. A.J.
Tracydwright

Hi AJ,
Thanks so much for reading the posted. I am indeed humbled. First, let me start out by saying none of my mentors were acquired through a formalized structure; all are based on personal relationships that took time to develop. My interactions with my mentors is about 80% personal and 20% professional. How did that happen? In my current capacity, I have been afforded alot of access and exposure. I do know that the aforementioned circumstances are rare particually for people of color in the nonprofit sector. Early on I also made a lot of mistakes. As I began to find my niche, I reached out to those who had knowledge, asked alot of questions and pitched alot of ideas.

My statement "time can't be a factor in doing the greater good" stems from the constant requests to link mentors with mentorees. Sometimes people ask for mentorship and are not prepared for the time it may take to develop a relationship. After tons of emails, trainings, endless conference calls, sometimes the last thing I want to do is go to dinner with a mentor to talk about me because at that point I am exhausted. However, I am committed to my greater good, which is doing good work, balancing life and work, and accepting my role as a leader so I make time.

For me, the most important step in initiating a relationship with a mentor is to know what you want and your strengths and weaknesses. This is the GPS of mentorship. I left out what you need intentionally because sometimes I haven't known what that was until I actually needed it. Listening, knowing who I was and what I aspire to be, was imperative to in developing these relationships. It also made it easier to reach out to some of my mentors, who some consider, hard to access. I found people are more willing to help if you can relay why their help is needed.

Its my hope that I offered clarity about my experiences. I, too, look forward to more dialogues about mentorship. Thanks again for sharing your thoughts. Take care and have a great evening.
Tracy D. Wright @wrightinc
AJ

Hey Tracy,

The GPS of mentorship…I was hoping you’d go into detail about that! Thanks for replying to my reply! I’m excited to share some of my feedback with you and pick your brain a bit while I have this opportunity. You mentioned that you made some mistakes early on. What were some of the biggest lessons you learned and how can new mentors/mentorees avoid problems that will inevitably come up?

I’d like to read more about your experiences linking mentors with mentorees…sounds like a real challenge (and quite exhausting). I agree wholeheartedly that knowing what you want to get out of it before you even approach it could be the best way to start a mentorship. I also agree that people are more wiling to help if they have a solid understanding of what is it you’re doing (or trying to do) and how exactly they fit in (however not all things fit nicely together). How have you been able to evaluate your own weakness/strength and how does that correlate to the mentor relationships you build/built? A lot of trial and error?

Thanks for clarifying your experiences on this topic. I’d like to know more about them! Is there a way we can directly message each other? Thanks again, I appreciate it!  .. A.J.
Tracydwright

Hi AJ,
I hope all is well. We are becoming close friends. You can direct message me via Twitter @wrightinc. Thanks so much for asking questions, it’s appreciated. To answer your questions, I will offer some history. While in undergrad, I interned at NCCASA. I developed a strong friendship with the then interim executive director. After graduate school, I was asked to come back to NCCASA as the communications coordinator by my now friend/mentor/sister/parent who is now the executive director. Now working for a friend is a dynamic I am willing to write further about and how it can work but I digress. I was once the worst employee on staff. I am creative but had no concept of time. I was the Erykah Badu of the nonprofit sector. I couldn't do anything until I was moved or the stars and planets had aligned. I was inconsistent. I would do a big project, give it all I had, it would be a success, then coast for the next 3 to 4 months until I was moved to take on something on. I was sensitive and took every correction personal. I wasted a lot of time looking for what I already had. No employer is going for any of that. Had I worked anywhere else I would have been fired. WOW..Love you MJH (that my boss).
The biggest lessons I learned were: 1. I, WE have what we need to be successful; tapping into that is the greatest challenge
2. One of mentors gave me the best advice in the world and it was "do good work, Tracy." For me that's where my interest in branding came from... My brand goal is to be creative and consistent.
I think two of the issues that inevitably come up are understanding leadership from the middle and knowing when its time to leave an organization. My mentors have helped with this tremendously. They know where I want to go; therefore our efforts are the GPS. I have aspirations to be an executive director, start my own business, further develop my nonprofit, national present and get married. So knowing that going in, my mentors suggest trainings to attend, encourage networking, refer me as a presenter to those they know, try to hook me up with their son's friend, donate to my nonprofit, and none of those things would have not be possible without direction.
Evaluating my strengths and weakness did take a lot of trial and error. I had the wrong idea; I wanted to be good at everything. It’s not possible. So after trying to be this one-stop shop and failing, I carved out my lane, committed to staying in my lane and do good work. The role my mentors played in they were honest, critical when I made a mistake and encouraging when I did something well.

This post would be incomplete without me sharing what kind of employee I am now. First I have forgiven myself for my past transgression and not being as effective as I should have. I am focused. I was once a spoiled employee and now I am more mature. I take every opportunity to learn. I understand time and how valuable it is. Everyday is an opportunity to be great. I am more humble. I give my best because I owe it to my boss and most importantly me. I take the time to build relationships. I push myself outside of my comfort zone. I get what I need. I grasp that I am a leader. I acknowledge my privilege. I am in a much better place. Although the road is and was hard, I wouldn't take anything for my journey.

Feel free to contact me at tracydwright@hotmail.com
aokolue

This was a terrific and timely post! I'm in the process of acquiring investors.
Luz

Tracy- You are a phenomenal Sister- keep it up