1. Tangible Outcomes of Mentoring Hospital Medicine Nancy Redfern

2. The evidence 6 day course - 1 day per month for 6 months Participants - hospital consultants - general practitioners - general dental practitioners - managers Developing Doctors as Mentors Connor, Bynoe, Redfern, Pokora, Clarke Medical Education - in press Qualitative study focus groups - postal questionnaire 86% response rate

3. What does the training programme provide? Skills listening empathic challenging developing wider vision goal setting & testing commitment developing strategy planning better understanding of ourselves ability to learn together & aim for a more positive future Experience of Mentoring and being mentored

4. with individuals - colleagues & juniors educational planning appraisal with patients - worries/complaints meetings - move from problemplan culture to problem ideal/better goals commitment strategy BEST PLAN! as mentors - co-mentoring supporting those with difficulties Where do we use the skills?

5. Personal and professional development Mentoring knowledge and skills Career development Being part of a network of senior doctors & dentists What is the value for the individual and the organisation?

6. Personal and professional development ‘Better ability to do my job’ Move forward on job-related and personal issues (73%) Better team worker Recognise the value of reflection and balance What is the value for the individual?

7. Mentoring knowledge and skills realising that my impact as a role model is greater than I realised’ In discussions, now start with other person’s perception of a problem (79%) Help juniors with career decisions (84%) Use skills in their clinical work (72%) and in meetings at work (76%) What is the value for the individual?

8. Career development ‘The knowledge that I must put myself forward for roles in the Trust despite my other commitments’ Developing confidence (61%) Achieve their potential in medicine (64%) Able to be strategic with regard to their own development with a clearer understanding of their own strengths and weaknesses What is the value for the individual?

9. Being part of a network of senior doctors ‘Good interactions with people/better working relationships’ More able to support other colleagues (83%) Realising colleagues are a resource to be used rather than a threat. Meeting and interacting effectively with hospital consultants and dentists as well as fellow General Practitioners’

10. manage change assist in personal & professional development planning, helping people to achieve their full potential manage and support those facing difficulties (e.g. complaints, deficiencies in training) deal more effectively with challenges such as underperformance What is the value for the organisation?

11. Do Delivering Clinical Governance Review Consult Evidence Plan ‘a framework through which NHS organisations are accountable for continuously improving the quality of their services and safeguarding high standards of care by creating an environment in which excellence in clinical care will flourish’

12. opportunities for regular contact available and accessible but not imposed formalsed relationships naturally occurring mentoring co-mentoring Do doctors need mentoring?

13. in the early years at times of change newly appointed staffnewly promoted staff newly appointed women consultants senior isolated from support by their position in the hierarchy when the person feels able to work on his/her own development needs during work time If so, who needs it and when?

14. Personal and professional development ‘Better ability to do my job’ Move forward on job-related and personal issues (73%) Better team worker Recognise the value of reflection and balance Career development ‘The knowledge that I must put myself forward for roles in the Trust despite my other commitments’ Developing confidence (61%) Achieve their potential in medicine (64%) Able to be strategic with regard to their own development with a clearer understanding of their own strengths and weaknesses What is the value for the individual?

15. co-mentoring regular/over specific issues used is supporting juniors and colleagues used in specific roles (e.g. programme director, medical/clinical director, educ supervisor) used in department meetings - What do we want? networking - trained mentors always stand out, whatever the forum!!! What really happens

16. Do Delivering Clinical Governance Review Consult Evidence Plan

17. Mentoring and Clinical Governance Clinical Governance Life-long Learning/CPD Prof. Self Regulation National Institute for Clinical Excellence Commission for Health Improvement