Blooming in Adversity: Leading ANUW’s 2021 Mentoring Program
- Elizabeth Gabel
- Jun 3
- 9 min read
Updated: Jun 7
In a year defined by distance, I had the privilege of helping people reconnect.
From December 2020 through September 2021, I served as chair of the ANUW Mentoring Program, an initiative of the Association of Northwestern University Women (ANUW) that supports the career development and community engagement of women and women-identifying staff at Northwestern University. As of 2025, Northwestern has approximately 8,000 full-time and part-time staff members, and of those, 60–65% are women, bringing the estimate of those supported by ANUW to about 5,700. The mentoring program sits within a larger structure of leadership development, networking, and advocacy efforts designed to help staff grow professionally at every stage of their careers.
The 2021 program took place during one of the most complex chapters in recent history. The COVID-19 pandemic remained at full strength. Isolation, fatigue, and a lack of clear direction weighed heavily on staff across the institution. The usual questions around growth, resiliency, career advancements, and meeting goals became even more urgent.
As a response, during initial program planning and feedback with the new committee cohort for the year, I decided that our theme for the year should be Blooming in Adversity, an intentional framework designed to help participants regain momentum and build resilience in the face of uncertainty. The committee wholeheartedly agreed.
A Strategic Pivot to Virtual Connection
Northwestern University's ANUW Mentoring Program has existed since 2012 and traditionally operates as a structured, in-person program offering one-on-one mentor-mentee relationships, group events, and guided resources. In 2021, under the cloud of the pandemic, the program was brought fully online to remain operational. And, rather than shrink our ambitions for the year, we built on them; we expanded access, improved structure, and focused on streamlining communication and member unity through a now-virtual experience.
As chair, I made it a priority to reinforce consistency, clarity, and goals with set timelines for achievement. I learned this approach from my own mentor, a business, entrepreneurship, and leadership expert who led several major U.S. corporations and later became an influential NU faculty member. Taking his insights as a guide, I led the strategic shift bringing all touchpoints (resources, events, and mentorship communications) into a centralized digital format allowing not only for top-down communication flow, but also for bottom-up feedback and input. I wanted us to be more goal-driven, data-aware, open to connection, and more responsive than past programs.
In pursuit of this, we used weekly emails, created a dedicated MS Teams channel for real-time communication needs, and rolled out a new social platform page to keep members engaged and supported—no matter where they worked.
To keep members aligned with the larger overall mission of the mentoring program, each month of the program aligned to a designated growth theme. This gave mentors and mentees a rhythm to follow to achieve set goals and timelines.
As the months passed, we moved through a series of progressive steps towards achievement:
March: Plant Roots – Orientation, introductions, and initial exploration of desired outcomes for mentors and mentees
April: Nurture – Workshops on exploring ambitions without limit, then planning, and then recalibrating ambitions to realistic attainment
May: Growth – Encouragement to take bold steps and make tangible progress
June: Flower – Keep plugging towards those goals and completing them
July: Blossom – A celebration of progress with digital recognition and peer shoutouts
August: Network and Share – Encouraging continuity and broader engagement within ANUW, NU, and the larger ecosystems of members' lives
To make these phases meaningful, we supported members with SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) goal templates, progress tracking tools, and suggested conversation prompts. Each month brought a virtual event, bi-monthly themed newsletter, and guided resources to reinforce shared objectives.
Preserving What Worked to Better Empower What Was Next
What was already working well in the program, I left intact. My goal wasn’t to overhaul everything and start from scratch. The wheels turning smoothly didn’t need much oil, and my committee members, many of whom had served or participated in previous cohorts, naturally stepped into roles they already understood. I made sure each person led initiatives that matched their strengths and interests. That’s where the best support, insight, and consistency came from.
While I was somewhat familiar with the program upon stepping into the role, I had not been a prior official mentor or mentee their prior experience, and the guidance of the 2020 chairs, helped inform my decisions and got me up to speed quickly. When I "took the reins," in 2021, I did so with the insight and backing of those who had come before me.
The early planning stages for my program began in January, with info sessions held on January 26 and 28. February focused on training, application review, and our three-step matching process: mentors submitted their profiles, mentees selected their top five preferences, and the committee finalized pairings based on alignment and balance. This matching process, which ANUW has honed over time, takes into account learning style, communication preferences, time of day availability, and areas of interest including identity and background. At the same time, the system intentionally left room for unexpected connections, allowing pairings to surprise and challenge participants in meaningful ways.
By March, as the Kickoff Mixer launched the mentoring year, we had a team structure and mentor-mentee pairings in place that reflected both consistency and intentional growth. The groundwork laid in the first three months set the tone for the entire program; steady, collaborative, and ready to bloom.
The Power of Ten: A Committee Structure To Cover the Bases
During my nine-month tenure, I led a ten-person committee known as the “Power of Ten,” with each member managing a different part of the program. From application logistics and mentor matching to communications and recognition, every piece of the puzzle was designed with care. The application team, helmed by two experts-in-the-process members, reviewed applications individually, aligned pairings based on shared values and career interests, and provided tools to make each mentoring relationship successful.
My role as chair included managing the calendar, overseeing internal operations, and supporting the full committee’s output. I also directly handled the program’s communications strategy. This included writing and editing the weekly mentoring email series, contributing to ANUW’s monthly newsletter, and ensuring our messaging stayed cohesive and relevant.
We supplemented core programming with tools to help participants stay engaged:
A mentoring resource website
Weekly mentoring emails with timely prompts
A monthly newsletter highlighting participant stories
A new Facebook group page for timely knowledge-sharing, tips, alerts, and support
Biweekly MS Teams discussions and help sessions
Unexpected Challenges: Becoming the "Power of Nine" and Adapting to Realities
These support tools, and the Wildcats behind them, became what we called the “Power of Nine.”
Midway through the program, one of our committee members had to step away due to illness and family obligations. In response, I rebranded our organizing team as the Power of Nine and communicated the change to our full cohort of approximately 100 mentors and mentees.
Behind the scenes, I realigned staffing across the committee to ensure every initiative remained on track. Our team stepped up without hesitation, filling in the gaps and delivering on every milestone without disruption.
I’m glad to share that our former committee member was able to continue her full-time role at Northwestern and recovered her health over the course of the year. Personally, this moment challenged me to grow as a leader in real time. It also gave our team the chance to demonstrate that we weren’t just committed in principle in name only. We followed through under pressure. We adapted, supported one another, and delivered on our mission during a year that tested every assumption even as other challenges arose. One of those challenges was not reaching a few goals we had originally set as a committee. While we initially aimed to build a fully automated, web-based badge achievement system to track member progress and issue digital rewards, the technical lift turned out to be far greater than we could support. Though the committee members leading that effort were disappointed to let it go, I saw it as an opportunity to pivot. We adjusted the rewards system in simpler, more feasible ways to celebrate progress.
We also hoped to secure sponsorships and branded swag for our final celebration event. While we did acquire some thoughtful gift items and delivered something meaningful, our original vision for branded materials and outside support wasn’t fully realized. In the end, this didn't affect the overall quality of the program for our members.
My takeaway here: setting goals and falling short is far better than not setting any at all. There is far more disappointment in not trying. Also, check in with members early and often, especially if they’re leading ambitious deliverables.
Most programs will also have budget considerations. Luckily, because our events were fully remote due to the pandemic, I was able to keep overhead at exactly zero dollars which helped us focus resources on time, attention, and participation.
Mentorship With Real Change
The 2021 cohort included more than 100 participants, with mentor-mentee matches built from layered data and application preferences. Our pairing process allowed for up to five ranked choices per mentee, and matches were created with attention to career goals, department alignment, and personal growth interests.
The feedback we received showed our efforts paid off. Mentees shared stories of career clarity, renewed confidence, and cross-departmental relationships that continued well beyond the official end of the program. Mentors reported the experience helped them reflect more deeply on their own growth while giving back to the university community.
The program's impact wasn’t confined to individual transformation. It contributed to a broader culture of support at Northwestern. By creating structured mentorship experiences encouraged vulnerability, accountability, and follow-through, we helped build a professional culture which valued connection as much as competence.
More Than a Standalone Program
The mentoring program functions as one piece of ANUW’s larger ecosystem. Members benefit from a wide range of events and leadership initiatives throughout the year, including the Fall Breakfast, Pathways to Success, the Winter Speaker Panel, and Conversations with an Executive. These events, along with committee leadership opportunities, allow staff to build skills, expand networks, and find advocates in unexpected places.
Mentorship acts as a gateway into deeper involvement. Many mentees go on to become mentors, committee members, or speakers. The progression feels natural because the infrastructure encourages continued participation. Once someone feels the impact of personalized support, they often want to pass such an experience on to others.
Lasting Results
By the end of the 2021 cycle, we had delivered:
One-on-one mentorship pairings for about 100 participants
Five themed virtual events with strong attendance featuring subject-matter-expert guest speakers
A structured, month-by-month goal system
A full suite of mentoring tools and digital support
Consistent communication that fostered clarity and momentum
Participants gained skills in leadership, negotiation, feedback, peer guidance, and professional communication. Even more importantly, they felt seen. They had a space where personal and career growth could happen without pressure to perform, and with the freedom to define success on their own terms.
Knowledge Gained: Reflecting on My Leadership Experience
Chairing the ANUW Mentoring Program was both a strategic and emotional leadership experience. It required organization, collaboration, and constant adaptability. I saw my strengths in coaching, operations, and inclusive communication come together in a tangible way. I also saw how important it is to create programs which meet people where they are and to invite them to grow. While great mentors and mentorship programs lay clear ground rules for goal setting and achievement, they do so with the mentee in mind, first and foremost.
In a time when uncertainty was everywhere, our 2021 program offered clarity. When isolation was the default due to the pandemic, we provided connection. And when growth felt out of reach, we created space for it in a network of our NU peers. For me, and for so many others, this is what made this year unforgettable; despite the strangeness, newness, and challenge of it all, we met it together.
To learn more about ANUW and future mentoring opportunities, visit anuw.northwestern.edu or reach out at anuw@northwestern.edu.
How to Lead a Better Mentorship Program: 17 Tips for Future Program Leaders
If you’re building or improving a mentorship program, here are some lessons from my time as chair that may serve you well:
Make it one-to-one. Personal, individualized mentor-mentee pairings are where real growth happens.
Set clear expectations. Use firm timelines, monthly milestones, and SMART goals. Not everyone will hit every mark, but those who are ready will thrive with structure.
Prioritize communication. Consistent, thoughtful comms keep momentum alive. Don’t skimp here.
Adapt to the format. Remote programs work... if you plan for clarity, accessibility, and connection.
Create social connection points. Support doesn’t only happen in check-ins. Use chat platforms and groups to build peer energy.
Track what matters. Good data helps you measure impact, match effectively, and improve next time.
Tell a story. A strong theme gives people something to hold onto and relate to.
Build a real team. A committed committee makes the difference. No one leads alone.
Stay agile. You will face curveballs. Be ready to adjust without losing direction.
Delegate wisely. Great leadership shares responsibility. Trust your team and make space for others to lead.
Make it memorable. Name things, add color, have fun. Energy and creativity build culture that evokes a feeling.
Ask those who came before. Previous chairs and team members often hold key insights/context which can save you time and help you lead with confidence.
Don’t fix what isn’t broken. Preserve what already works well. Improvement doesn’t have to mean reinvention.
Set ambitious goals. Aiming high encourages creativity and focus. Falling short still moves you forward. Not aiming at all does nothing.
Stay flexible with deliverables. If something becomes too resource-intensive, find simpler ways to honor the spirit of the idea. Progress matters more than perfection.
Check in early and often. When a teammate owns a big initiative, don’t wait for the deadline. Support them along the way so small issues don’t become blockers.
Be realistic about capacity and budget. Keep your vision big, but ground it in the resources available. Some of your best work will come from creatively working within constraints.
Mentorship works best when it’s equal parts structure and spirit. Lead with both, and your program will leave a lasting impact on you and your members.
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