1. 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

2. Mentoring You are the Expert How many people have a mentor? How many people are a mentor?

3. By the end of session all participants develop and commit to 3 ways to enhance their developmental networks Learning Objective Mentoring

4. 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

5. What is a Mentor? DomainsValue

6. What is a Mentor? DomainsValue Role ModelInspiration EthicistMoral compass ContentExpertise PersonalWork-life integration StrategyPolitical management CoachFoster realistic self-appraisal & independence SponsorAdvocate in the system NetworkerConnecting to collaborators BoosterCheer-leader

7. Developmental Network Is 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

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

9. 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

10. Developmental Relationships What are the strengths of & opportunities to improve your mentor network? – 3 strengths – 3 opportunities ©Kathy Kram, 2014

11. For MenteesFor Mentors For Organizations Potential Benefits of Mentoring ©Kathy Kram 2014

12. For MenteesFor Mentors For Organizations Career/job satisfaction Salary Promotion Job performance Self-confidence Clear professional identity Optimism New Knowledge & Skills Lower stress Less work-family conflict Cultural Adjustment Career/job satisfaction Generativity Salary Promotion Job performance Reputation Employee loyalty Organizational commitment New Knowledge and Skills Cross-cultural Learning Talent management (succession planning) Retention Recruiting Performance Stronger Networks Social equity and diversity Potential Benefits of Mentoring ©Kathy Kram 2014

13. Programming for success Primary mentor(s) Finding a mentor – How do you do due diligence?

14. Programming for Success Due 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

15. Programming for Success Mentor Network Opportunities for Networking

16. – National meetings – Local meetings – After presentations – Posters – Anywhere Programming for Success Mentor Network

17. 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 NIH bio sketch – Informational interview; make them feel good

18. 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?

19. 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

20. 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

21. Programming for Success Primary Mentor(s) Mentee’s Job

22. Articulate expectations Agenda Topic, timelines, deliverables Meetings Frequency Length Scheduling Communication preferences Respect mentor’s time Confidentiality Programming for Success Mentor(s)

23. Programming for Success Primary Mentor(s) Mentor’s Job

24. Programming for Success Primary Mentor(s) Mentor Articulate expectations Short vs. long term goals Active listening Full attention Understand mentee's intent Understand mentee’s feelings Accountability Constructive, specific, timely feedback Respect mentee’s time Confidentiality

25. Programming for Success Primary Mentor(s) Maintenance

26. Programming for Success Primary Mentor(s) Maintenance – Periodic re-evaluation What is/isn’t working Independence – Reciprocity Professional socialization Institutional orientation Enhanced productivity Professional satisfaction

27. Is your supervisor your mentor? DownsidesHow to make it work http://leadership-effect.com/articles/when-the-mentor-is-the-bos/

28. Is your supervisor your mentor? Downsides Present vs long-term focus Conflict of interest Temptation to Fix Disempower Get it wrong Missed learning Peer jealousy http://leadership-effect.com/articles/when-the-mentor-is-the-bos/

29. 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 http://leadership-effect.com/articles/when-the-mentor-is-the-bos/

30. Programming for Success Primary mentor(s) Transitioning the Relationship

31. Programming for Success Primary Mentor(s) Transitioning the Relationship – Life course – No fault – Graceful – Appreciative – Consult with respected person

32. Exercise Commit to 3 ways to enhance your developmental network

33. Summary What are the big take home messages?

34. Summary Multiple potential roles for a mentor Program mentoring relationship for success Due diligence Clear expectations, organized in approach Solicit & make good use of feedback Reciprocity Graceful transitions Vital to have a rich mentoring network

35. How’s it Going?

38. Developmental Relationships Primary purpose is learning (task and personal learning) Range from episodic to long term Multiple functions (career, psychosocial) A variety of roles in and out of organizations Variations in strength of ties ©Kathy Kram, 2014

40. ©Kathy Kram Developmental Relationship Comparison SPONSORCOACHMENTOR PurposeAdvocate for protégé’s promotion Improvement on task or professional goal(s) Personal & professional development FocusIncreasing protégé’s visibility & opportunities Immediate challenges and opportunities Both immediate and long-term issues RoleInternal leaderInternal or externalLeader at any level; usually not direct report MethodsExpand protégé’s perceptions of capabilities; mobilize network on her behalf Professional development, facilitate transitions, remediate derailing behavior Holistic discussions that support career development and personal growth ResultsPromotionGenerate actionable learning; performance Objective and subjective career success Duration6 months – 1 yearFlexibleLonger-term

41. Networking Homework Identify one potential person to network with you admire. – Strategize contacting, scheduling, etc. – Ask for an informational interview – Rehearse the first 3 minutes Commitment

42. T ogether E veryone A chieves M ore

43. Who sets the mentor mentee expectations Can you socialize with your mentor? If someone asks a question that is covered later, go with it. – Person is questioning then – Inhibits other people from asking Qs.