Learning objectives1. Be able to establish and maintain a

productive mentoring relationship

2. Develop skills to identify and connect with mentors and strategic leaders

3. Polish your elevator speech and “the ask”

Mentoring & Networking

Emelia J. Benjamin, MD, ScM

No industry relationships to disclose

1R01HL0925771R01HL102214N01-HC 25195

1 P50 HL120163 01

You are the Expert

How’s it Going?

What is a mentor?Domains Value

Role Model InspirationContent ExpertisePersonal Work-life integrationStrategy Political managementCoaching Fostering realistic self-appraisal &

independenceSponsor Advocate in the systemNetworker-in-Chief Connecting to collaboratorsBooster Cheer-leader

Mentoring Triumphs & TragediesBreak into pairs and describe best & worst experience as a mentor or mentee.• What made it work when it worked?

– Mentor actively listens and is present in the moment when – Mentor is approachable– Life course phenomenon – different styles for different stages in mentee’s

career• What elements were unsuccessful?

– Mentor is too directive and forcing ideas on mentee– Criticism without being constructive– Mismatch with regard to context of the relationship– No chemistry– Mentor doesn’t give mentee time

• What did you learn?– Need to be clear about grounds of mentoring relationship– Establish peer mentors for mentees

Programming for successPrimary mentor(s)

• Approaching potential mentor

Who You Are Who They AreAgenda • Due diligenceBiosketch or CV • ExpertiseCareer Goals • Mentoring recordElevator speech • TimeObjective • Role in field /university• Theirs & yours

Programming for successPrimary mentor(s)

MenteeArticulate expectationsAgenda• Topic, timelines, deliverablesMeetings • Frequency• Length• SchedulingCommunication preferencesRespect mentor’s timeConfidentiality

Programming for successPrimary mentor(s)

MentorArticulate expectationsShort vs. long term goalsActive listening• Full attention • Understand speaker's intent• Understand feelingsAccountability• Constructive feedbackRespect mentee’s timeConfidentiality

Programming for successPrimary mentor(s)

• Maintenance– Be explicit about expectations– Periodic re-evaluation

• What is/isn’t working• Independence• Separation

– Reciprocity• Professional socialization • Institutional orientation • Enhanced productivity• Professional satisfaction

Is your supervisor your mentor?

Downsides How make it workPresent vs long-term focus Specific mentoring timesConflict of interest Transparency RE scopeTemptation to Fix Encourage mentor diversity• Disempower• Get it wrong

Avoid mini-me• Mentees goals

• Missed learning Mentor post-supervisionPeer jealousy Coaching vs. mentoring

http://leadership-effect.com/articles/when-the-mentor-is-the-bos/

Programming for successPrimary mentor(s)

• Moving on– Life course– No fault– Graceful– Consult with respected person– Step by step – discussed about how to make it work– Have achieved the goal of the relationship– Expressing gratitude and how the mentor provided

the support that made the next step possible

Developmental Network Map

In groups of two discuss for 6 minutes (3 each):• What did you learn?• Where are the gaps?• Strategy to enhance your network map

Report out• Ahaas…

Programming for successMentor Network

• Opportunities for Networking– National meetings– Local meetings– Collaborating on projects– Through children’s school community– After presentations– Posters– Airplane to meeting– Anywhere

Programming for successMentor Network

• Strategies for Networking– Keep an open mind – the connection can happen anywhere– Mentor introduces– Make connection based on place/topic– Look up contacts– Email before event and create connection;

• Clarify intention/expectations (be limited)• Email afterward to follow up

– Taxi– Walk them to next meeting/office/car– Business cards (see Educational Media)– NIH bio sketch– Informational interview; make them feel good

Programming for successMentor Network

• Due Diligence– Research

• Profiles– Publications

• Web of Science Author Finder• Google Scholar

– Grants• NIH Reporter (shows grants)

Self- & Peer Mentoring Good Questions to Ask

1. What do you want?

2. How are you responsible for this situation?

3. If you knew you could not fail, what would you do?

4. What are you afraid of?

5. If you knew the answer, what would it be?

6. What is hardest or most challenging about this situation?

7. What positive impacts accrue to you from this action or perspective?

8. What will you say “no” to in order to say “yes”?

9. What do you notice in your body right now?

10.What do you know to be true?

11.How are you getting in your own way?

12.What else?Kathy Kram 2011

Learning Communities

• Identify one senior leader you admire, who you want to add to your mentoring network.– Strategize contacting, scheduling, etc. – Role play the first 3 minutes– Report back January 27

• Update on AFA projects

Mentoring dimensions

• Formal . . . . . . . .Informal• Episodic . . . . . . .Relational• Hierarchical . . . Peer• Functional . . . . Broad-based• Career . . . . . . . .Psychosocial• Dyadic . . . . . . . .Network

Vicki Parker, PhD 2012