1. Your Mentors: What you need and how to get it? David T. Felson MD, MPH Professor of Medicine and Epidemiology Boston University

2. Mentor »First described by Homer as a “wise and trusted counselor” »Someone who takes a special interest in helping another person develop into a successful professional

3. Why Be Careful About Choosing a Mentor? They can be life-long advocates or life-long adversaries They can steer you to a perfect first project or start you on a career-ending path They can help you form good habits or bad They can be very hard to leave and harder to get over

4. Mentors The most important determinant of your success as a fellow Choose more than one There are many kinds of “mentoring” –Peer mentoring –Dual mentoring (mentor for content, mentor for methods) –Mentoring you ‘absorb’ from the culture

5. When is a Mentor not important? Many people have succeeded without a mentor, or after a bad “mentoring” experience Many people have failed despite having a great mentor, and a stellar mentoring experience

6. Choosing the Right Mentor A productive clinical researcher A mentor for others who have succeeded at your goals Someone with integrity (critical) Someone you like Someone with enough time/commitment for you Someone whose expectations of you match (or exceed) yours

7. Quality Measures of Mentors Professional rank (adjusted for age and field) Track record with trainees –Academic appointments and professional rank of former trainees –Publication record of former trainees –Number of current trainees PI of mentoring award (K24, T32, foundations)? Word of mouth reputation as a mentor

8. “Quality Measures” of a Research Environment Weekly conferences/journal clubs Stable research staff that are well treated Dedicated and adequate research space Good mix of MDs, PhDs, methodologists Positive spirit of competition Evidence of collaborative opportunities High status of group in institution

9. Advisor-shares career experience and knowledge Supporter-provides emotional and moral encouragement Tutor-gives specific feedback on performance Sponsor-seeks opportunities Model-exemplifies the kind of person one should strive to be Mentor’s Multiple Roles Morris Zelditch An effective mentoring relationship is characterized by mutual trust, understanding, and empathy.

10. Advisor-shares career experience and knowledge Time management-ensures protected time Develop research ideas Suggests scholarly activities Outlines trade-offs Helps with job search Mentor’s Multiple Roles Tangible Examples:

11. Supporter-provides encouragement Your papers will be rejected. Your grants will be rejected. Mentors provide the broader context that facilitates an objective evaluation of your “successes” and “failures” Mentor’s Multiple Roles Tangible Examples:

12. Tutor-gives specific feedback on performance Manuscripts Grants Abstracts Oral presentations Mentor’s Multiple Roles

13. Sponsor-seeks opportunities Funding sources Networking Job contacts Circle of influence Mentor’s Multiple Roles Tangible Examples:

14. Creates Opportunities What objective criteria affirm that your work/contribution has made a difference??

15. Mentor’s Goal: to advance the educational and personal growth of the student Your mentor’s primary responsibility is to you –Your education –Your professional development –Your recognition –Your career “In the end, they establish an environment in which the student’s accomplishment is limited only by the extent of his or her talent.”

16. Qualities of a Good Mentor Listens Is Accessible Provides Constructive feedback Encourages confidence and independent thinking Serves as Role model Builds network Encourages multiple mentors Avoids dictating choices or controlling behavior

17. The Good Mentor Checklist Ensures that you get academic credit for your intellectual contribution Nominates you for every conceivable award Ensures that your evaluators are cognizant of your terrific work Facilitates introductions and networking to launch your academic career

18. Barriers to being a good mentor 1.TIME, TIME, TIME 2.Content area 3.Intellectual generosity

19. Recognize Negative Mentoring Ambivalent, inattentive Inaccessible Insecure Lack of mentoring skills Lacks intellectual generosity-perhaps the most difficult……it is challenging to “let go”. SEEK HELP ELSEWHERE

20. Common problems with mentor (2) Mentor does not give great advice  not knowledgeable about your focus Solution: seek out advice from those who are knowledgeable. Add a different mentor?

21. Being proactive with your mentor  Be explicit early on about your expectations and goals  Do not be passive when it comes to YOUR career  Do your homework…….Be prepared…….

22. Meetings With Mentors Come prepared with a list of questions Present your research findings Ask mentor what you’re missing At end, let them guide you further

23. What you want out of mentor meetings A prioritization of your goals. Decisions about projects and the questions of focus Deadlines for abstracts/papers/grants Advice on whom to turn to for help

24. Mentor/Mentee Meetings Scheduled at least q 2 weeks You (mentee) bring the agenda and the questions Ask for feedback about: –Direction/goals –Prioritization –Which projects worth pursuing/which NOT worth pursuing

25. A Single mentor may not be so important… More than one mentor may provide complementary help. Team mentoring may be more effective than one mentor: alternate meetings. There are many places to get mentoring: –Peers –Professors from distant institutions

26. Later, mentors help with Moving toward INDEPENDENCE

27. National Academy of Sciences National Academy of Engineering Institute of Medicine National Academy Press, 1997

28. Carol B. Muller, Ph.D., Founder, MentorNet Ex: Chemical engineer at Dow Chemical Company mentor for engineering student at Carnegie Mellon University