Learning objectives 1.Be able to establish and maintain a productive mentoring relationship 2.Develop skills to identify and connect with mentors and strategic leaders 3.Polish your elevator speech and “the ask”

Mentoring & Networking Emelia J. Benjamin, MD, ScM No industry relationships to disclose 1R01HL R01HL N01-HC P50 HL You are the Expert

How’s it Going?

What is a mentor? DomainsValue Role ModelInspiration ContentExpertise PersonalWork-life integration StrategyPolitical management CoachingFostering realistic self-appraisal & independence SponsorAdvocate in the system Networker-in-ChiefConnecting to collaborators BoosterCheer-leader

Mentoring Triumphs & Tragedies Break into pairs and describe best & worst experience as a mentor or mentee. What made it work when it worked? – Mentor actively listens and is present in the moment when – Mentor is approachable – Life course phenomenon – different styles for different stages in mentee’s career What elements were unsuccessful? – Mentor is too directive and forcing ideas on mentee – Criticism without being constructive – Mismatch with regard to context of the relationship – No chemistry – Mentor doesn’t give mentee time What did you learn? – Need to be clear about grounds of mentoring relationship – Establish peer mentors for mentees

Programming for success Primary mentor(s) Approaching potential mentor Who You AreWho They Are Agenda Due diligence Biosketch or CV Expertise Career Goals Mentoring record Elevator speech Time Objective Role in field /university Theirs & yours

Programming for success Primary mentor(s) Mentee Articulate expectations Agenda Topic, timelines, deliverables Meetings Frequency Length Scheduling Communication preferences Respect mentor’s time Confidentiality

Programming for success Primary mentor(s) Mentor Articulate expectations Short vs. long term goals Active listening Full attention Understand speaker's intent Understand feelings Accountability Constructive feedback Respect mentee’s time Confidentiality

Programming for success Primary mentor(s) Maintenance – Be explicit about expectations – Periodic re-evaluation What is/isn’t working Independence Separation – Reciprocity Professional socialization Institutional orientation Enhanced productivity Professional satisfaction

Is your supervisor your mentor? DownsidesHow make it work Present vs long-term focusSpecific mentoring times Conflict of interestTransparency RE scope Temptation to FixEncourage mentor diversity Disempower Get it wrong Avoid mini-me Mentees goals Missed learningMentor post-supervision Peer jealousyCoaching vs. mentoring

Programming for success Primary mentor(s) Moving on – Life course – No fault – Graceful – Consult with respected person – Step by step – discussed about how to make it work – Have achieved the goal of the relationship – Expressing gratitude and how the mentor provided the support that made the next step possible

Developmental Network Map In groups of two discuss for 6 minutes (3 each): What did you learn? Where are the gaps? Strategy to enhance your network map Report out Ahaas…

Programming for success Mentor Network Opportunities for Networking – National meetings – Local meetings – Collaborating on projects – Through children’s school community – After presentations – Posters – Airplane to meeting – Anywhere

Programming for success Mentor Network Strategies for Networking – Keep an open mind – the connection can happen anywhere – Mentor introduces – Make connection based on place/topic – Look up contacts – before event and create connection; Clarify intention/expectations (be limited) afterward to follow up – Taxi – Walk them to next meeting/office/car – Business cards (see Educational Media)Educational Media – NIH bio sketch NIH bio sketch – Informational interview; make them feel good

Programming for success Mentor Network Due Diligence – Research Profiles – Publications Web of Science Author Finder Google Scholar – Grants NIH Reporter (shows grants) NIH Reporter

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 positive impacts accrue to you from this action or perspective? 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

Learning Communities Identify one senior leader you admire, who you want to add to your mentoring network. – Strategize contacting, scheduling, etc. – Role play the first 3 minutes – Report back January 27 Update on AFA projects

Mentoring dimensions Formal Informal Episodic Relational Hierarchical... Peer Functional.... Broad-based Career Psychosocial Dyadic Network Vicki Parker, PhD 2012