Emelia J. Benjamin, MD, ScM No industry relationships to disclose 2R01HL092577 N01-HC 25195 1 P50 HL120163 01 – FDA & AHA How to Create Effective Mentor-Mentee Networks Mentoring
Dec 23, 2015
Emelia J. Benjamin, MD, ScM
No industry relationships to disclose2R01HL092577N01-HC 25195
1 P50 HL120163 01 – FDA & AHA
How to Create Effective Mentor-Mentee Networks
Mentoring
• By the end of session all participants develop and commit to 3 ways to enhance their developmental networks
Learning Objective
Mentoring
1. What are the value and roles of mentors?
2. What are strengths & opportunities to improve your mentor network?
3. What are barriers / challenges to effective mentoring relationships
4. Develop and commit to 3 ways to enhance your developmental network
Session
Mentoring
What is a Mentor?Domains Value
Role Model InspirationEthicist Moral compassContent ExpertisePersonal Work-life integrationStrategy Political managementCoach Foster realistic self-appraisal & independenceSponsor Advocate in the systemNetworker Connecting to collaboratorsBooster Cheer-leader
Developmental NetworkIs your Network Robust
• Size– How many developers?
• Diversity– Is there variety in your network?
• Density– How interconnected is your network?
• Tie Strength – How intimate are your connections?
• Multiplexity– How many types of support do developers provide?
©Kathy Kram 2014
Mentoring Dimensions
• Formal • • • • • • • • • • Informal• Episodic • • • • • • • • • Relational• Hierarchical• • • • • • • Peer• Functional • • • • • • • Broad-based• Career • • • • • • • • • • Psychosocial• Dyadic • • • • • • • • • • Network
Vicki Parker, PhD 2012
Self- & Peer-Mentoring Good Questions to Ask
1. What do you want?2. How are you responsible for this situation?3. If you knew you could not fail, what would you do?4. What are you afraid of?5. If you knew the answer, what would it be?6. What is hardest or most challenging about this situation?7. What is the best & worst that could happen if you do…..?8. What will you say “no” to in order to say “yes”?9. What do you notice in your body right now?10. What do you know to be true?11. How are you getting in your own way?12. What else? Kathy Kram 2011
Developmental Relationships
• What are the strengths of & opportunities to improve your mentor network? – 3 strengths– 3 opportunities
©Kathy Kram, 2014
For Mentees For Mentors For Organizations
Career/job satisfactionSalaryPromotionJob performanceSelf-confidenceClear professional identityOptimismNew Knowledge & SkillsLower stressLess work-family conflictCultural Adjustment
Career/job satisfactionGenerativity SalaryPromotionJob performanceReputationEmployee loyaltyOrganizational commitmentNew Knowledge and SkillsCross-cultural Learning
Talent management (succession planning) RetentionRecruitingPerformanceStronger NetworksSocial equity and diversity
Potential Benefits of Mentoring
©Kathy Kram 2014
Programming for SuccessDue Diligence on Potential Mentor
• Reputation– With your prior advisors/mentors
• BU Profiles– Publications
• Web of Science Author Finder• Google Scholar• Cited in Reviews?
– Grants• NIH Reporter
• Check out prior mentee’s experience– Independence – Publications & Grants– Well-being
• Opportunities for Networking– National meetings– Local meetings– After presentations– Posters– Anywhere
Programming for SuccessMentor Network
Programming for SuccessMentor Network
• Strategies for Networking– Mentor introduction– Make connection based on place/topic– Email before event and create connection
• Clarify intention/expectations (be limited)– Plane– Taxi– Play chauffer– Walk them to next meeting/office/car– Business cards – NIH bio sketch– Informational interview; make them feel good
Mentoring Triumphs & Tragedies
Reflect on your best & worst experience as a mentor or mentee.• What made it work when it worked?
– What did you learn?
• What elements were unsuccessful?– What did you learn?
Obstacles to Successful Relationships Unclear or unrealistic expectations Time pressure Poor interpersonal skills Difficulty with feedback Managing differences
nationality gender race
Organizational context politics change
©Kathy Kram, 2014
Strategies for Improving the Quality of Developmental Relationships
• Follow the 5 Relationship Principles– Active listening– Curiosity– Feedback– Self-management– Accountability
• Do not rely on great chemistry and identification; it takes work to build a good relationship
• Treat the relationship as an opportunity for mutual learning
©Kathy Kram, 2014
Mentee’s JobArticulate expectationsAgenda• Topic, timelines, deliverablesMeetings • Frequency• Length• SchedulingCommunication preferencesRespect mentor’s timeConfidentiality
Programming for SuccessMentor(s)
Programming for SuccessPrimary Mentor(s)
MentorArticulate expectationsShort vs. long term goalsActive listening• Full attention • Understand mentee's intent• Understand mentee’s feelingsAccountability• Constructive, specific, timely feedbackRespect mentee’s timeConfidentiality
Programming for SuccessPrimary Mentor(s)
• Maintenance– Periodic re-evaluation
• What is/isn’t working• Independence
– Reciprocity• Professional socialization • Institutional orientation • Enhanced productivity• Professional satisfaction
Is your supervisor your mentor?
Downsides How to make it work
http://leadership-effect.com/articles/when-the-mentor-is-the-bos/
Is your supervisor your mentor?
DownsidesPresent vs long-term focusConflict of interestTemptation to Fix• Disempower• Get it wrong• Missed learningPeer jealousy
http://leadership-effect.com/articles/when-the-mentor-is-the-bos/
Is your supervisor your mentor?
Downsides How make it workPresent vs long-term focus Specific mentoring timesConflict of interest Transparency RE scopeTemptation to Fix Encourage mentor diversity• Disempower• Get it wrong
Avoid mini-me• Mentees goals
• Missed learning Mentor post-supervisionPeer jealousy Coaching vs. mentoring
http://leadership-effect.com/articles/when-the-mentor-is-the-bos/
Programming for SuccessPrimary Mentor(s)
• Transitioning the Relationship– Life course– No fault– Graceful– Appreciative– Consult with respected person