Mentorship Elise De MD Massachusetts General Hospital Harvard

Mentorship Elise De, MD Massachusetts General Hospital Harvard Medical School Early Career Session ICS June 28 2018

Medical School University of Massachusetts

Residency – Boston University

Fellowship O. Lenaine Westney MD Gazala Siddiqui MD John Hairston MD

ICS

Is Mentoring Organized Parenting?

Is it Proximity? https: //gamedev. stackexchange. com/questions/33409/predicting-physics-trajectory-for-pool-billiards-games

Timing and Stage • • • 1 st Day of Internship New Job as an Attending New Practice New Role in Organization Limits of Role (funding, Visa) Change in Family Life

Need input from all 4 archetypes • • Traditional mentor Coach Sponsor Connector JAMA Internal Medicine February 2018 Volume 178, Number 2 p/175 -176

Archetype 1: The Traditional Mentor • Formal, dynamic, reciprocal relationship between mentor and a novice (mentee) aimed at promoting the career growth of both • 1. Choose mentees using a series of small tests • 2. Create a mentorship team to support growth while inoculating against mentor malpractice • 3. Setting expectations about communication and productivity • 4. Dealing with rifts.

Archetype 2: The Coach • A coach teaches people how to improve in a particular skill or subject • Coaches come in various forms – Methodologists with deep statistical expertise – Gifted writers – Senior department leaders renowned for navigating career decisions or job negotiations

Archetype 3: The Sponsor is committed to the development of a program, project, or individual. • First, sponsors use their influence in a field to make mentees more visible (panel). • Second, sponsors risk their reputations when recommending junior colleagues. Sponsors pursue high-potential individuals who will not disappoint when given the opportunity. • Third, sponsors may not be directly visible to the mentee; that is, mentees may not know when sponsors have supported them.

Archetype 4: The Connector • Connectors pair mentors, coaches, and sponsors with mentees. • Connectors are less invested in individual mentees. • Instead, their main interest lies in ensuring that the field attracts, retains, and grows promising faculty at all stages of development

Barry Kogan MD Albany Medical Center One thought that is hardly ever written about (and very hard to evaluate) is to find a mentor with good self esteem. That way it is easy for them to support the mentee, as they don’t feel it detracts from their personal success.

Close Your Eyes • Trust • Mistrust

Fear Irwin Hirsch MD Hardy Hendren MD

Kindness Yegappan Lakshmanan MD

Example Subbarao Yalla MD

Chris Payne MD • Don’t look for one mentor for everything. • Take the best of each person you encounter. • Don’t limit yourself to a mentor who looks like you. Good advice comes in all kinds of packages. • If you want/need a mentor be ready to make it worthwhile. • Mentoring should be earned by hard work.

Rena Malik MD • I’ve found the most valuable trait in a mentor is providing graded autonomy and allowing you to struggle but always being available to assist. Provide valuable feedback (positive or negative). • Provide concrete deadline and expectations. There is nothing worse than feeling you’ve let someone down but you had no idea that was their expectation in the first place.

Alissa Mitchell BS • Clear expectations are important. There is nothing worse than being part of a relationship and trying to guess what the other individual expects of you, even if it might seem obvious.

Mentees • • • • Jenny Rotschild Farzeen Firoozi Anne Suskind Emma Bendena Kathleen Kieren Bilal Chughtai Sara Spettel Himanshu Aggarwal Igor Sorokin Roger Xu Amy Dobberfuhl Alex Rehfuss Alissa Mitchell Brian Mc. Intyre Sara Mozafarpour John Espey

Stories • • • Real Estate Tour Changing Jobs Selecting Fellowship Cleveland Clinic Conference Fellowship Interviews

Main Points • Assess your own work style • Menu of offerings – what do you need? • Look at mentor’s prior success (publications) • Mentor’s interest, commitments • Strategy (schedule)