Malcolm Gladwell says "Our instinct as humans...is to assume that most things are not interesting." in What the Dog Saw, he challenges that assumption with stories of great interest that come from ordinary individuals. We've seen the redeeming aspect of reality television, in my generous opinion, in the discovery that mundane things ARE interesting. Part of finding a mentor is to be interested in what otherwise may be uninteresting to others, or even to the mentor.

Gladwell distinguishes between the "powerful" and the "knowledgeable." Starting at the top with the "well known" or the "powerful" may prove finding a mentor difficult. However, people in the middle may be willing to share. Gladwell observes "People at the top are self-conscious about what they say (and rightfully so) because they have position and privilege to protect---and self-consciousness is the enemy of 'interestingness'." This is less likely the case for those in the middle.

For the protégé, it is important to be able to verbalize what it is that is being sought from a mentor. Are the keys to the successful mentor in their grasp of technical knowledge? Is the essence of the desired mentor their ability to communicate? Is the ability to inspire at the heart of an effective mentor? Whatever the attributes or character, the protégé should be able to effectively name the trait or traits sought.

What has a potential mentor accomplished that deserves modeling? Admiration for another person is normal, particularly if ongoing encounters have been very positive. A charismatic individual that draws people to them is a gifted person, but the would-be protégé should ask a fundamental question: "What is it that I am looking to develop in my understanding of a discipline and set of skills?" Further, "What is the strength, the quality, I am attracted to?" To be safe, also ask "What am I not particularly interested in?" from a particular mentor.

Such a pursuit can and should result in a list of desired abilities, systems, or styles. More often than not, the traits that are sought in a mentor will be found in the nuances of practice, not in theories. Theories can be objectified, while success accomplishing theories in the work context is often found in a mentor's actions and performance.

Other observations for the protégé include whether or not others are interested in this person, and if so, why? The reasons may range from specific knowledge, to persuasive powers, to rugged doggedness, to the knack for being at the right place at the right time (how does one learn that?).

Is the person consistent, or was it a fluke? This is not meant to discount anyone's significance, but we have learned that opportunities come to some individuals at just the right time of need. Being at the right place at the right time does not discount the need for the right skills at those times and places, but it does need to be taken into account. Another way to look at this question is, "Is the quality desired reproducible?" Be real about your expectations for the relationship.

Stop Now-If there is little to your list, rethink this before you go any further toward a mentor. Ask the following questions:

• Have other protégés come from this mentor?
• What have they said?
• Will I indeed get time with the person?
• What steps do I think I need to take to reproduce that greatness?

If you think you are on the right track, then move forward and DON'T WAiT TO BE ASKED. If the mentor agrees to work with you, then I suggest creating the following environment-building efforts:

• Build Trust-Trust is built one deed, one encounter, one day at a time;
• If you make mistakes, own them, and fix them. This is part of trust building and being "teachable";
• Be transparent-don't keep your life in a closet. The mentor is never sure what they are getting in a protégé, but if they are going to give honest glimpses of themselves, they must be able to trust you with what they share.

According to Elizabeth Collins, "Formal mentoring programs are, at best, a mixed success." She continues, "And even informal mentoring relationships often suffer shipwreck, with one or both parties disillusioned and frustrated." With this warning in mind, steps should be taken to construct a mentoring program that results in a successful experience for both mentor and protégé.

As you seek to find your way as a new teacher, a young choral conductor entering the field, or an emerging leader in your school/organization/profession, let me offer some tips. I encourage ChoralNet readers to add the "secrets of your success" by replying below with your own advice to young teachers and conductors that would like to be you some day.

1. To Lead is to Learn-Grab opportunities to make a training presentation for any new or ongoing initiative, EVEN IF YOU DON'T CURRENTLY HAVE THE EXPERTISE. The point is, GET A PIECE OF IT, and offer to make a presentation on what you know (or will learn).

2. Offer to be recording secretary-No one likes taking minutes, so grab the opportunity to "be at the table." Take the best minutes ever taken, edit them carefully, and distribute them quickly. Further, in all your work, always use spell check, proof read TWICE, and introduce 3 and 4 syllable words into your writing and conversations.

3. Do not be the idea killer-But rather, embrace ideas and seek to improve them with any needed practicality. Treat other idea killers as a positive, and be the one to do more homework to show why the idea could work.

4. Talk in terms of the other person's interests-Hard to do in our profession, but give up on being your only cheerleader. Be their cheerleader. People do not want the arrogant ones at the top-everyone knows they will just use it for their own entitlements.

5. Collect and learn from your mistakes-Mistakes can be one of your silent mentors, IF, you take away the lesson and emerge on the positive side of the lesson learned.

6. Do not go over budget-While your intentions may be noble, going over budget negates all of your good ideas and intentions, and you are viewed as a loose canon.

7. Look sharp and be sharp (sorry for the pun)-Put on your game face, game clothes, and be ready to represent the best the organization has to offer.

8. Stay out of office politics, unless it is the official political structure-Emphasize the "why" of everything, not the human source, positive or negative.

9. Learn the difference between what can be changed, and what cannot-This includes decisions of the past, as well as decisions about future direction.

10. Make this your ongoing vocabulary-"Please", "Thank you", "Good job", "I appreciate you", "I hear great things about your work", "I am glad to be working with you", "I need your help", "You deserve this", "Congrats."