Making the Most of Your Mentor: A Mentee s Guide

Transcription

1 Making the Most of Your Mentor: A Mentee s Guide Nancy Rigotti, MD Professor of Medicine, Harvard Medical School Director, Office of Women s Careers, MGH Associate Chief, General Medicine Division, MGH With thanks to Judy Zerzan, MD, the Society of General Internal Medicine and my mentees

2 Agenda Mentoring: a two-way street Characteristics of a good mentee Managing up Stages of mentoring

3 Mentoring: the Ideal Professional Development Personal Development Dynamic Career advancement and enjoyment Two Way Street Collaborative Reciprocal

4 Roles Mentor Mentee Guide, coach Teacher Professional skills Supporter Career opportunities Personal development Usually more experience, higher rank

5 A good mentor Is available and accessible Recognizes a mentee s potential Inspires a mentee to take appropriate risks and grow Helps a mentee identify and overcome obstacles Provides timely, actionable feedback on mentee s work Shares professional expertise Shares personal information, when appropriate Gives credit appropriately Is a good communicator Can let go when it is time to do so

6 Roles Mentor Guide, coach Teacher Professional skills Supporter Career opportunities Personal development Usually more experience, higher rank Mentee blank slate Takes an active role Helps to set agenda Active learner Listens carefully Asks for, accepts feedback Follows through Appreciates opportunities Manages up

7 A good mentee Has self-knowledge Personal strengths, weaknesses Goals Well organized - plans and sets agenda for meetings Open to, listens to mentor s ideas and suggestions Follows through on agreed-upon actions Asks, accepts & uses feedback to improve performance Takes initiative appropriately Is respectful of mentor s time Appreciates the mentor s efforts and lets him/her know

8 Stages of Mentoring Initiation Recruiting a mentor Cultivation Building the relationship Separation Plan for independence Redefinition Collegial relationship

9 Initiation: Know Yourself Clarify Values Clarify Your Needs Set A Clear Vision What energizes you? What values do you respect? Do you prefer hands on or gentle guidance? Knowledge Skills Confidence level Opportunities What do you want a mentor for? Write down goals One month Three month One year Be specific Even if you don t know try!

10 Securing A Mentor The Goal A good mentor not a perfect one You can have more than one Junior and senior mentors Where to Look Target those you know & respect Look inside and outside your dep t Ask for recommendations Getting Started Conduct informational interviews 1 st meeting ~ 1 st date Put your best foot forward

11 At the Initial Meeting Come prepared - have an agenda Clearly say what you are looking for What do you need? What do you value? Share backgrounds People love to talk about themselves Have a specific small ask Feedback on a specific idea

12 After the Initial Meeting Follow up with an List specific action steps Give positive feedback about how helpful Ask permission for more help later Be accountable: follow up & stay engaged

13 Cultivation: Agree on Structure & Goals Confidentiality Mutual expectations & goals Meeting frequency and structure Relationship A High Priority Communication styles Measuring progress & success

14 Cultivation: Managing Up Let your mentor know what you need Set your own goal schedule and stick to it Be responsive and available Be straightforward, bring up issues Directly ask how success will be judged Understand yourself and your mentor

15 Communication Set a regular schedule of contacts Frequency, length of meetings 1 hr every 2 wks? and phone in addition to meetings? Be flexible about limited mentor schedule changes Ask directly about mentor s preferred style Detailed facts/figures vs. overview Send in advance of the meeting or not?

16 Communication Set the agenda for meetings Explain your progress and any obstacles Encourage feedback on progress Know what is expected of you and do it on time If/when you disagree, do so respectfully Explain your position, ideas Avoid defensiveness

17 Expectations and Assessment Directly ask how success will be judged What can you offer to the mentor? How can I help you? Ask for feedback periodically How do you think things are going?

18 When things do not go well SGIM mentoring survey 84% unsatisfactory mentoring relationship 23% terminated mentoring relationship Most common complaints Mentee did not follow through Mentee did not use mentor s time effectively Poor fit with work style and/or personality

19 Separation Planned move to independence Termination of the relationship Conflict and moving to another mentor