Making the most of mentors
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This document discusses effective strategies for mentees to maximize the benefits of mentoring relationships in academic medicine. It recommends that mentees: 1. Prepare by clarifying their values, work style, knowledge gaps, and career goals to effectively communicate their needs to potential mentors. 2. Find multiple mentors by networking, asking for referrals, and being persistent. Qualities to look for in mentors include availability, encouragement, and helping mentees develop their own agenda. 3. Cultivate the relationship by managing up - taking ownership, setting clear expectations, following through on tasks, and asking for feedback. Managing up makes the mentor's job easier and leads to a more successful relationship.
Making the most of mentors
- 1. Faculty Mentoring Making the Most of Mentors: A Guide for Mentees Judy T. Zerzan, MD, MPH, Rachel Hess, MD, Ellen Schur, MD, Russell S. Phillips, MD, and Nancy Rigotti, MD Abstract Effective mentorship is likely one of the most important determinants of success in academic medicine and research. Many papers focus on mentoring from the mentor’s perspective, but few give guidance to mentees forging these critically important relationships. The authors apply “managing up,” a corporate concept, to academic medical settings both to promote effective, successful mentoring and to make a mentor’s job easier. Managing up requires the mentee to take responsibility for his or her part in the collaborative alliance and to be the leader of the relationship by guiding and facilitating the mentor’s efforts to create a satisfying and productive relationship for both parties. The authors review the initiation and cultivation of a mentoring relationship from the perspective of a mentee at any stage (student through junior faculty), and they propose specific strategies for mentee success. Acad Med. 2009; 84:140–144. Mentoring, a lifelong process particularly important for career development in academic medicine, is essential for a mentee to develop confidence in his or her work. It facilitates career selection, career advancement, publication productivity, and achievement of grant funding.1–3 Mentoring is a symbiotic relationship aimed at advancing careers and career satisfaction for both the mentor and the mentee.4,5 Ideally, it is a dynamic, collaborative, reciprocal relationship focused on a mentee’s personal and professional development.6 Mentoring can develop either spontaneously, based onmutual interests, or be set up institutionally.7,8Mentees benefit from multiplementors to gain exposure to a variety of styles, opinions, and experiences. Previous research has focused primarily on the importance ofmentoring andmentors’ activities.1,2,9We focus on the active role a mentee (at any level: student, resident, fellow, or junior faculty)might take to promote success in amentoring relationship. In addition, we discuss common pitfalls and how to avoid them. One classic definition of mentor is someone of advanced rank or experience who guides, teaches, and develops a novice.9 Mentors in academic medicine can help with day-to-day tasks, such as manuscript editing, or they can help guide more substantial decisions, such as career planning. Some mentors are on-site; others are at a distance.9 Mentors are peers, near their mentee’s level of training; sounding boards who listen to their mentees process a decision; or role models who provide inspiration. They provide emotional and career support, facilitate insight and change, and/or help mentees avoid burnout. Good mentors value mentoring as part of their professional role and avoid focusing on their own professional needs and agendas, instead helping mentees develop theirs.10–12 Good mentors take an interest in the mentee, provide both professional and personal support, prompt a mentee to take risks, and help open doors to opportunities.5,10 Because all mentors have different strengths and may not perform all these roles and embody all these qualities, establishing a complement of multiple mentors capable of making diverse contributions is useful for mentees. Whereas mentees benefit through their personal and professional development, mentors benefit by gaining professional stimulation, personal enrichment, satisfaction, and a sense of giving back to their profession.8,13 Thementee is not an empty vessel receiving thementor’s advice and wisdombut, rather, an active participant, shaping the relationship. The idealmentee aspires to self-assessment, receptivity, initiative, responsibility, honesty, and appreciation for his or hermentor.4,14 One particularly effective way formentees to get themost out of amentoring relationship is “managing up.”Managing up is a common corporate concept for an employee/supervisor relationship that we believe to be highly applicable tomentoring relationships in academicmedicine. The principal concept is that thementee takes ownership of and directs the relationship, letting thementor know what he or she needs and communicating the way his or hermentor prefers. Ideally, amotivated menteemanages the work of the relationship by planning and setting the meeting agenda, asking questions, listening, completing assigned tasks, and requesting feedback.4,5Managing upmakes it easier for amentor to help amentee, which makes the relationshipmore satisfying and more successful for both. We focus on initiating and cultivating a mentoring relationship, assigned or chosen, fromthementee’s perspective.We propose Dr. Zerzan is assistant professor, Division of General Internal Medicine, Department of Medicine, University of Colorado Denver School of Medicine, Denver, Colorado. Dr. Hess is assistant professor, Division of General Internal Medicine, Department of Medicine and Epidemiology, University of Pittsburgh School of Medicine, Pittsburgh, Pennsylvania. Dr. Schur is acting instructor, Division of General Internal Medicine, University of Washington, Harborview Medical Center, Seattle, Washington. Dr. Phillips is chief, Division of General Medicine and Primary Care, and professor of medicine, Beth Israel Deaconess Medical Center, Department of Medicine, Harvard Medical School, Boston, Massachusetts. Dr. Rigotti is professor of medicine, Massachusetts General Hospital, Harvard Medical School, Boston, Massachusetts. Correspondence should be addressed to Dr. Zerzan, University of Colorado Denver, Division of General Internal Medicine, 12631 E 17th Ave., B180, PO Box 6511, Denver, CO 80045; telephone: (303) 724-2244; fax: (303) 724-2270; e-mail: (Judy.Zerzan@ucdenver.edu). 140 Academic Medicine, Vol. 84, No. 1 / January 2009
- 2. using the strategy ofmanaging up to guide thementee’s actions during these stages (List 1).6 Initiation Preparing self Before a mentee seeks a mentor, a few introspective steps are necessary.4,15 First, a mentee must clarify his or her own values: What motivates him? What values and attributes does she respect in relationships? Are there personal preferences such as gender or race congruence, personality, emotional needs, or work habits important to the mentee? Next, a mentee should consider his or her personal work style and how it fits with mentoring approaches. Remembering their work styles in past academic environments, mentees might ask the following questions: “How do I learn best—by reading or listening?”15 “Do I need structured, directive guidance, or do I prefer gentle supervision?” Finally, mentees must clarify their needs. What are their knowledge and skill gaps? Specifically, what domains do they want to gain or cultivate from the relationship: personal (creating work–life balance, building confidence), professional development (networking, establishing goals, choosing fellowships or jobs), skill development (communicating, managing time, increasing clinical skills), academic guidance (learning administrative skills, understanding department values, developing collegial relationships), or research (collaborating, developing methodology, drafting manuscripts, and writing grants)?5,7,16 Once amentee has thought about his or her values, work style, and needs, thementee should develop a clear vision of career goals using these values and needs. Creating specific, written goals for threemonths, one year, and five years is helpful.17 If amentee does not know what he or she wants to be doing in a year, establishing a possible direction provides a starting point. Goals should relate to the knowledge and skill gaps identified, but otherwise they can be specific (e.g., publish a paper) or broad (e.g., improve clinical examskills), medically related, work related, or personal.11 Setting goals helps amentee present his or her needs to potential mentors. Amentee who clearly assesses skill and knowledge deficits and sets goals can effectively seekmentoring and become List 1 Checklist for Mentees to “Manage Up” to Create Successful Mentoring Relationships responsible for his or her own growth.9 It is important to refine and rewrite goals periodically.17 Finding a mentor . . . or two . . . Finding a mentor may be the most difficult step in establishing a mentoring relationship. Institutions may assign mentors, but often multiple mentors are helpful for specific needs, so a mentee may need to look for other mentors beyond those officially assigned. There are several ways to approach the process. Mentees may start by meeting with Getting ready N Clarify your values N Identify your work style and habits N Identify knowledge and skill gaps C Personal C Professional development C Skill development C Academic guidance C Research N List specific opportunities sought — e.g. grant writing, presentation N Write down goals: 3 months, 1 year, 5 year Finding a mentor . . . or two N Meet with people you know N Get recommendations N Ask people you meet with who else they recommend N Be persistent N Find multiple mentors, both junior and senior people Things to look for in a mentor N Is available and accessible N Provides opportunities and encourages mentee to take risks N Helps mentee develop own agenda N Has prior mentoring experience The first meeting N Tell your mentor how he or she has already helped you N Share your background, values, and needs N Send a thank-you note after the meeting Cultivating the mentor–mentee relationship N Agree on structure and objectives of relationship N Plan and set the meeting agendas N Ask questions N Actively listen N Follow through on assigned tasks N Ask for feedback N Manage up C Set goals and expectations C Be responsive and flexible C Direct the flow of information C Follow a regular meeting schedule with agenda Separation N Talk about when the relationship should end N Talk with your mentor about next steps N Talk about future mentors Faculty Mentoring Academic Medicine, Vol. 84, No. 1 / January 2009 141
- 3. faculty they already know both inside and outside their department, school, and/or hospital in order to talk about what guidance and support they seek and to get recommendations of potential mentors who might be a “good fit.”10 In these meetings, a mentee should ask about potential mentors’ reputations and experiences mentoring successful mentees. Another strategy for identifying mentors suggests the mentee consider people who have positively impacted him or her. The official mentoring relationship can start positively if it is based on previously established admiration, trust, and compatible background and interests. Once the mentee has a list of recommendations, he or she should meet with the selected faculty and conduct informational interviews seeking compatible interests and work styles. Finally, during these meetings, mentees should ask who else the mentor might recommend to advise them, and in this way the initial list grows into a network of contacts. One common difficulty during the initiation stage is a perception by the mentee that people are too busy or unavailable to be mentors. Knowing that mentoring is time- and energy-intensive and that a potential mentor may say no, a mentee may be uncomfortable requesting mentorship and fear rejection. One remedy for these difficulties is persistence in approaching potential mentors. Additionally, a mentee should be clear in expressing needs, thus providing potential mentors a sense of the commitment sought. When people are too busy or overcommitted, they can gracefully decline and suggest others for the mentee to approach. Another impediment to approaching mentors, even after considering needs and listing potential mentors, is that a mentee may be indecisive regarding his or her career and, therefore, have difficulty knowing whom to approach.16 If a mentee does not yet have a clear career direction, he or she can seek out mentors who are good at guiding exploration of career options. Mentees should begin seeking mentoring early and in multiple places. A mentee benefits from cultivating mentors at both junior and senior levels. Junior-level mentors complement senior faculty mentors because they may have more time and are closer to the mentee’s career stage. Senior mentors are helpful in connecting a mentee to other prominent scholars, providing research datasets, and giving long-term career planning advice. Multiple mentors are necessary to get needed guidance across the spectrum of work and personal goals.5,10 Also, identifying and cultivating multiple mentors is advantageous for the mentors because providing mentorship becomes less demanding and time consuming, and the mentor can keep focused on what he or she knows and does best. Strategies for making multiple mentors successful include clear roles and expectations for each mentor, a good relationship among mentors, and mentors with complementary experience.18 Potential problems arise when there are unclear expectations, disagreement, or competition among mentors. A risk of multiple mentors is erosion of a close mentoring relationship because the dyad spends less time together. Cultivating the relationship and managing up, discussed in the next section, will help address these problems. Meeting for the first time When a mentee first meets with a prospective mentor, whether chosen or assigned, the mentee must have a plan.19 Mentees should consider how to market themselves; with busy and overcommitted mentors, it helps if a mentee can recruit a mentor. In fact, it may be best to schedule a brief meeting when considering a potential mentor, and only after the mentee has engaged the potential mentor and demonstrated organization and ability should he or she formally ask whether a person will mentor. The meeting may start with both individuals sharing their backgrounds, followed by the mentee clearly articulating his or her needs and values.20 Amentee demonstrates early success to prospectivementors by having predefined goals and needs. Other tips for the initial meeting include telling thementor how he or she has already been helpful, asking for feedback about a research idea, or specifically discussing how thementormay be helpful. Amentee should ask the mentor’s permission to contact himor her for future guidance and explicitly state the likely purpose. Finally, amenteemust be accountable to his or her prospective mentor and should follow up with a thank-you note or e-mail summarizing the discussion and thementee’s plans to proceed, thereby keeping thementor engaged. At the next meeting, the mentee can ask for more advice. Finding a suitable mentor requires effort and persistence, allowing brief interactions to grow into learning partnerships and long-term alliances.9,10 Cultivation Once amentee has engaged amentor, the relationship needs cultivation. At this stage, thementoring dyad agrees on both objectives and a relationship structure such asmeeting frequency (e.g., often an hour every two to four weeks), key responsibilities and needs of each party (such as thementor’s availability outside of meetings, and networking opportunities for thementee),mutual expectations and goals (e.g., thementor will review writing; the mentee will ask for feedback), and concrete measures of progress and success (e.g., the mentee will eventually present an abstract at ameeting). It is important for each individual tomake the relationship a priority, set aside time for the relationship, and agree on confidentiality.4 Managing up Managing up is one way of cultivating the mentoring relationship.15 Managing up means the mentee takes ownership of the relationship, letting the mentor know what he or she needs and organizing information in the form the mentor prefers. A mentee must express his or her needs in a direct manner and take responsibility for setting and sticking to a goal schedule. Managing up makes it easier for mentors to help a mentee, and it makes the relationship more satisfying and more successful for both parties because the mentor can target help and the mentee gets exactly what he or she needs most. A mentee must ask directly how the mentor will judge success and be responsive to the mentor’s suggestions and tasks. A mentee should be available and flexible if a mentor’s time or schedule changes. A mentee must communicate in a straightforward way by addressing issues of potential conflict (e.g., authorship on a paper) as they arise and asking when he or she does not understand something. A mentee’s understanding of him- or herself and the mentor is key to making the relationship successful. The mentee must know the work styles and personal styles, strengths and weaknesses, blind spots, and trigger points of both Faculty Mentoring 142 Academic Medicine, Vol. 84, No. 1 / January 2009
- 4. participants.4,21 A mentee will observe these over time, but he or she may also ask about them, either directly or through other peers and supervisors. A mentee can use the information gleaned from his or her own self-assessment to develop and manage a healthy working relationship compatible with each person’s work style and expectations and, most importantly, in a way that meets his or her critical needs.21 Managing up requires the mentee to take responsibility for managing information flow.15 A mentee should ask directly about the mentor’s preferred communication style—Does the mentor like to know the detailed facts and figures, or is a broad overview with specific problems better? Does the mentor like to communicate by e-mail, phone, or both? Is the mentor a “listener” or a “reader”?21 If the mentor is a listener, the mentee should provide a verbal brief first and follow up with a short written summary of the details. If the mentor is a reader, than the mentee should provide written material in advance and follow up by talking about the issues in person at the arranged meeting. It is essential to communicate frequently and effectively according to the mentor’s preferred format and frequency of information exchange.4 Amentee needs to ask questions to get new insight, verify or clarify ideas, show interest, and listen actively. Although amentee should put forth his or her own ideas, it is critical that he or she not get defensive or argumentative when thementor disagrees or provides constructive feedback. The relationship’s ultimate goal is to help thementee succeed, and thementor has the mentee’s best interests inmind. If amentee disagrees with amentor, he or she should try to understand thementor’s perspective but discuss both opinions because, although thementor hasmore experience than thementee, thementee brings a new and potentially valuable view to a situation.4,12 If amenteemust disagree, he or she should do so respectfully and start by asking clarifying questions to find outmore about the basis for thementor’s suggestions.Whenmentees learn from disagreements, they grow. Mentees should take responsibility for managing the meetings. They should start by agreeing with their mentors on a regular schedule that is both feasible, considering time commitments, and adequate, allowing them to reach their intended goals. One suggested structure for each mentoring meeting begins with a social opening, followed by agenda negotiation, goal setting, discussion of two to three topics, and a closing, including a summary and plans for the next two to four weeks.22 A mentee should write an agenda for each meeting, even if it is simply for his or her own personal organization, to keep track of goals and progress. Some mentors may like to receive a written agenda and questions ahead of time; others just like to arrive and talk. At each meeting, a mentee should inform the mentor of his or her progress since the last meeting and ask what is expected in terms of tasks before the next meeting.4 A mentee should use a mentor’s time wisely by keeping meetings as short as possible or cancelling an appointment in advance if there is neither anything new to report nor new issues to discuss. Mentees should keep in mind, however, that nothing new to report can represent a road block they have encountered, and mentors may be able to help navigate this problem. Challenges Dissatisfaction and problems are common to every relationship, including mentorships. Finding a successful mentoring relationship is like dating: one cannot expect a perfect fit every time, and a good relationship takes work. Dissatisfactionmay occur fromamismatch of goals, commitment, or expectations; froma reluctance of thementee to own and pursue his or her own development; or fromamentee’s reluctance to ask for personal help.5,13 There can be power issues (over ownership of authorship or resources), generational tensions (over differences in work schedule expectations), or personality clashes (over differences in communication or work style). Occasionally, amentor enters amentorship in search of a clone, encouragingmentees to be dependent rather than to cultivate their own ideas.8When problems occur, either thementee ormentor can suggest a change, and the approach to the problem depends on thementee’s andmentor’s styles. Often, another person outside the mentoring relationship can offer advice about disagreements or concerns. Commonmentor complaints are that the mentee did not follow through, thementee did not use thementor’s time effectively, or there was a poor fit with work style and/or Faculty Mentoring personality.19 If amentee is aware of potential difficulties early, knows his or her values and needs, andmanages up, then many of these problems can be avoided.12 Long-distancementoring relationships, becomingmore common as bothmentees andmentorsmove institutions or as a mentee seeks specific expertise, inspire their own unique set of potential problems, including ineffectiveness because there is no direct observation or accountability, and misunderstandings due to phone and e-mail communications.18,23 Some ways tomake long-distancementoringmore successful include establishing the relationship in a face-to-facemeeting and then continuing it at a distance, having occasional face-time at conferences, and having clear expectations set up about roles and goals.18 Separation All relationships naturally change and evolve, and this is true of mentoring.9 Ideally, there will be a planned separation as mentees advance their careers, attain their goals, and become more collegial with their mentors. Mentorship needs evolve over time, and managing up helps smooth the transition of ending the mentoring relationship and moving toward more equal standing. Often, both the mentor and mentee recognize that their mentoring relationship has fulfilled its purpose, and both are ready for a change. Occasionally an insurmountable problem may occur such as differences in communication, respect, or resource use that leads to the sudden end of a mentoring relationship. Ideally, to promote productive future interactions, the mentor or mentee should directly address the transition, rather than letting the relationship dwindle away or avoiding talking about a problem. Part of the mentoring relationship is to communicate about any issues so that, as one mentoring relationship evolves, a mentee begins thinking about next steps and potential future mentors, if needed. In Sum Mentoring is an evolving relationship that requires time and attention to develop and includes successes and challenges. We outline the strategy, managing up, which may be helpful to improve mentoring relationships but that has not yet been empirically tested in Academic Medicine, Vol. 84, No. 1 / January 2009 143
- 5. academic medicine. Nevertheless, following these tips is likely to improve communication and the experience of both mentor and mentee. Next steps for research in this area include testing the success of this strategy in groups of mentees, so we are planning a phased, randomized study at a single institution. When a mentee knows him- or herself, knows his or her values and needs, manages up, makes the relationship a high priority, and shows appreciation, he or she will most likely become successful. By implementing these specific tasks, mentees can nurture and improve a relationship that may ultimately become a productive and enjoyable force in the careers of both the mentor and the mentee. Acknowledgments This work was presented in part as a workshop at the National Meeting of the Society for General Internal Medicine, Los Angeles, California, April 2006, and in Toronto, Canada, April 2007. This work was supported by the Office of Research and Development, Department of Veterans Affairs, and the Robert Wood Johnson Clinical Scholars Program at the University of Washington. Disclaimer The views expressed are those of the authors and do not necessarily reflect the views or opinions of the supporting programs. References 1 Ramanan RA, Taylor WC, Davis RB, Phillips RS. Mentoring matters. Mentoring and career preparation in internal medicine residency training. J Gen Intern Med. 2006;21:340 –345. 2 Sambunjak D, Straus SE, Marusic A. Mentoring in academic medicine: A systematic review. JAMA. 2006;296:1103– 1115. 3 Steiner JF, Lanphear BP, Curtis P, Vu KO. Indicators of early research productivity among primary care fellows. J Gen Intern Med. 2002;17:845– 851. 4 Chin MH, Covinsky KE, McDermott MM, Thomas EJ. Building a research career in general internal medicine: A perspective from young investigators. J Gen Intern Med. 1998; 13:117–122. 5 Ramanan RA, Phillips RS, Davis RB, Silen W, Reede JY. Mentoring in medicine: Keys to satisfaction. Am J Med. 2002;112:336 –341. 6 Healy CC, Welchert A. Mentoring relations: A definition to advance research and practice. Educ Res. 1990;19:17–21. 7 Leslie K, Lingard L, Whyte S. Junior faculty experiences with informal mentoring. Med Teach. 2005;27:693– 698. 8 Pololi L, Knight S. Mentoring faculty in academic medicine. A new paradigm? J Gen Intern Med. 2005;20:866–870. 9 Carr PL, Bickel J, Inui T, eds. Taking Root in a Forest Clearing: A Resource Guide for Medical Faculty. Boston, Mass: Boston University School of Medicine; 2003. 10 Jackson VA, Palepu A, Szalacha L, Caswell C, Carr PL, Inui T. “Having the right chemistry”: A qualitative study of mentoring in academic medicine. Acad Med. 2003;78: 328–334. 11 Rose GL, RukstalisMR, SchuckitMA. Informal mentoring between faculty andmedical students. AcadMed. 2005;80:344–348. 12 Detsky AS, Baerlocher MO. Academic mentoring—How to give it and how to get it. JAMA. 2007;297:2134 –2136. 13 Keyser DJ, Lakoski JM, Lara-Cinisomo S, et al. Advancing institutional efforts to support research mentorship: A conceptual framework and self-assessment tool. Acad Med. 2008;83:217–225. 14 Saha S, Saint S, Christakis DA, Simon SR, Fihn SD. A survival guide for generalist physicians in academic fellowships part 2: Preparing for the transition to junior faculty. J Gen Intern Med. 1999;14:750 –755. 15 Drucker PF. Managing oneself. Harv Bus Rev. 1999;77:64 –74,185. 16 Aagaard EM, Hauer KE. A cross-sectional descriptive study of mentoring relationships formed by medical students. J Gen Intern Med. 2003;18:298 –302. 17 Watkins M. The First 90 Days: Critical Success Strategies for New Leaders at All Levels. Boston, Mass: Harvard Business School Press; 2003. 18 Luckhaupt SE, Chin MH, Mangione CM, et al. Mentorship in academic general internal medicine. Results of a survey of mentors. J Gen Intern Med. 2005;20:1014 –1018. 19 Bhagia J, Tinsley JA. Thementoring partnership.Mayo Clin Proc. 2000;75:535–537. 20 Bickel J, Brown AJ. Generation X: Implications for faculty recruitment and development in academic health centers. Acad Med. 2005;80:205–210. 21 Gabarro JJ, Kotter JP. Managing your boss: A compatible relationship with your superior is essential to being effective in your job. Harv Bus Rev. 1980;58:92–100. 22 Rabatin JS, Lipkin M Jr, Rubin AS, Schachter A, Nathan M, Kalet A. A year of mentoring in academic medicine: Case report and qualitative analysis of fifteen hours of meetings between a junior and senior faculty member. J Gen Intern Med. 2004;19:569– 573. 23 Lewellen-Williams C, Johnson VA, Deloney LA, Thomas BR, Goyol A, Henry-Tillman R. The POD: A new model for mentoring underrepresented minority faculty. Acad Med. 2006;81:275–279. Faculty Mentoring 144 Academic Medicine, Vol. 84, No. 1 / January 2009