ABSTRACT
THE PREVIOUS CHAPTERS SET FORTH Good Practices-in recruitment and retention-for adoption by provosts and other administrators, academic divisions and departments, and academic search committees. This chapter focuses solely on the essential steps to be taken by two other key parties: the senior, power-holding mentor and his/her pretenure mentee, who will be considerably less powerful but eager to learn the ropes. Before we start, I offer this working definition. Mentors typically provide to mentees both psychosocial support and instrumental assistance with career advancement; by contrast, advisers just give advice and information, often for the short term.
