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

2. Medical School University of Massachusetts

3. Residency – Boston University

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

5. ICS

7. Is Mentoring Organized Parenting?

8. Is it Proximity?

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

10. Need input from all 4 archetypes Traditional mentor Coach Sponsor
Connector
JAMA Internal Medicine February 2018 Volume 178, Number 2 p/

11. 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.

12. 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

13. Archetype 3: The Sponsor
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.

14. 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

15. 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.

16. Close Your Eyes
Trust
Mistrust

17. Fear
Irwin Hirsch MD
Hardy Hendren MD

20. Kindness
Yegappan Lakshmanan MD

21. Example Subbarao Yalla MD

22. 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.

23. 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.

24. 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.

25. 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 McIntyre
Sara Mozafarpour
John Espey

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

27. 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)