Mentoring is very important in all organizations and institutions. It is also very important in Medical education, training and practice. There are different types of mentoring. this includes supervisory, mentoring circle and peer mentoring. There are many qualities of good mentors. This includes the knowledge base, availability, honesty and the ability to inspire. Mentors are generally Role models. Good mentors include Challengers, cheerleaders, educators, coaches, connectors and others. There are many benefits of good mentoring. Bad mentors may be unavailable and bad role models. Some of them are nay-sayers, bloviators, puppeteers, hoarders and others.

1. B C Ekeh: FMCP( Neuro)
A talk at the MWAN Stethoscope
ceremony 5TH July 2018

2.  Dr Bertha Chioma Ekeh; B, Med Pharmacology, MBBS, FMCP (Neuro)
 Senior Lecturer/Consultant Neurologist
University of Uyo/University of Uyo Teaching Hospital
Adjunct Consultant Neurologist, Ibom Specialist Hospital Uyo
Nigeria
Author
Public Speaker
webpage https://www.amazon.com/Dr-Bertha-Chioma-Ekeh/e/B07D442KRX
Blog https://medicalinfoblog.net
I HAVE NO CONFLICTS OF INTEREST

3. Introduction
Definition
Benefits
Types of Mentors
Qualities of a mentor/mentee
Wrong mentors
Summary and Conclusion

4. “To see afar, you
stand on the shoulders
of giants”
Isaac Newton

6. In the Odyssey Mentor was a trusted friend
of Odysseus, whom he entrusted with the
care of his house and the education of his
son, Telemachus, when he set out for the
Trojan War.
From this epic arose the use of the word
mentor as a wise and faithful counselor.

7.  Mentoring is a process for
 the informal transmission of knowledge, social capital, and the
psychosocial support
 perceived by the recipient as relevant to work, career, or professional
development;
 mentoring entails informal communication, usually face-to-face
 and during a sustained period of time,
 between a person who is perceived to have greater relevant
knowledge, wisdom, or experience (the mentor)
 and a person who is perceived to have less (the protégé, mentee,
mentoree)".

8. “Mentoring is a learning relationship
which helps people to take charge of
their own development, to release their
potential and to achieve results which
they value.”
Connor and Pokora, 2007

11. Has existed since at least Ancient Greek
times
Since the 1970s it has spread in the United
States mainly in training contexts
Has been described as "an innovation in
American management"

12. The guru–disciple tradition practiced in
Hinduism and Buddhism
Elders- youth system
The discipleship system practiced by
Rabbinical Judaism and the Christian
church, and apprenticing under the
medieval guild system

13. The apprentice system in trading and skills
acquisition :practiced well by the Ibos
The Mallam- Almajiri system

14. Two broad types: formal and informal

15.  No structured recruitment, mentor training
and matching services
 Develop naturally where a more experienced
individual meets a new employee, and the
two strike up a rapport
 Has been well practiced in Western Nigeria

16. There are also peer, situational and
supervisory mentoring relationships.
These still tend to fall under the categories
of formal and informal mentoring
relationships.

17.  Set up by an administrative unit
 Solicit and recruit qualified individuals willing
to mentor
 Training for the mentors
 Match the mentors up with mentee
 Allow the mentee to have an active role in
choosing the mentor
 Formal mentoring programs which simply
assign mentors to mentees without giving
these individuals a say have not performed
well

18. Medicine is apprenticeship
Mentorship has been mostly informal like
in Western Nigeria
Formal mentorship is novel
Formal mentorship is now recommended
world wide

20.  Allows the mentor to "give back“
 Reminds the mentor how to listen actively
rather than passively
 Encourages the mentor to share knowledge
 Increases the mentor's sense of self-worth

21. Strengthens the mentor's relationship skills
Teaches the mentor about other
areas/departments within the organization
Helps re-energize the mentor's career
Leads to more personal satisfaction on the
mentor's behalf

22.  Increases the mentee's self-confidence
 Learns to take better control of his or her career
 Learns how to speak up and be heard
 Educates the mentee on how to accept feedback
in important areas, such as communications,
technical abilities, change management, and
leadership skills

23. Improves the mentee's relationship skills
Provides an important networking contact
for the mentee
Helps the mentee better understand the
organization's culture and unspoken rules,
both of which can be critical for success

24. Conveys the fact that management is
willing to invest in its employees
Shows the outside world that the
organization values its employees
Fosters more loyal employees

25. Creates a more positive work environment
Fosters leadership skills in mentors
Encourages the mentee's growth to future
leader
Promotes a sense of cooperation and
harmony within the organization

26. Knowledge and Expertise
Availability
Experience
Good Conduct/Examples
Committed to the idea of mentoring
Capacity and capability to encourage and
motivate
Inspiring

27.  Thirst to learn
 Humility
 Good conduct
 Committed
 Respectful
 Responds well to constructive criticism
 Inquisitive
When the student is ready, the
teacher will appear ( Chinese saying)

28. The Challenger
The Cheerleader
The Educator
The Ideator
The Coach
The Librarian
The Connector

29. Push the mentee to put in the hard work,
to sweat the details that matter, to hit key
milestones
Ask the tough questions that ultimately
prevent costly errors
Give impossible deadlines

30. Gives the motivation and energy needed to
persevere
Also found in a supportive spouse, parent,
siblings or in good friends
It really helps to have someone with
relevant experience and credibility say,
“You can do this.”
Not a flatterer !!!

31. The Educator is willing to sit down and
teach him/her when needed.
From basics to complex ideas and
practices
Breach knowledge gaps
Help avoid the costly mistakes that can be
caused by being too proud to ask for help
or advice.

32. The ideator is the thought partner
Are you dreaming big enough? Are you
being as creative as you can be?
Taking the time to pause and survey the
bigger picture is critical
Opens up your thought processes

33. Help you go through difficult problems
Doesn’t solve the problems but helps help
you see both the problem and your role a
bit more clearly.
Suggests strategies for solving problems
Prioritize
Shows “bigger picture”

34. Has a wealth of information on your
community, clubs, organizations and
support systems
knows a resource for almost any need
They are aware of where to go to get
questions answered or to get things done.

35. Remember the old adage, “It’s all about
who you know?” Well, it’s who you know,
who they know, and to whom they are
willing to introduce you to.
Willingly opens up his/her network
Staking their credibility and take a risk on
an unproven entity
One of the most valuable mentoring assets
a startup can have.

36.  A truly great mentor often embodies more than one of
these personality profiles.
 It’s about mentoring dexterity — having mentors who
know when to push, when to caution or correct, when
to teach and when to inspire
“COMPOSITE MENTOR.”
 But as each mentee naturally has his/her own unique
combination of personality attributes, in the end, it’s
about finding the right mentor-mentee combination —
at the right time — that matters most.

37. A new and upcoming trend is having
multiple mentors.
This can be helpful because we can all
learn from each other.
Having more than one mentor will widen
the knowledge of the person being
mentored.
These different mentors have different
strengths.

38. Meet on a regularly scheduled basis with
each Resident, at least once every quarter
to offer professional mentorship.
 Advise and assist the Resident in the
definition and resolution of interpersonal
and system problems that may arise.

39.  Identifies and evaluates strengths and
weaknesses in his/her clinical abilities and
training on an ongoing basis.
 Oversee and guide the Resident’s overall
educational and professional progress.
 Follow up on suggestions and
recommendations and document any actions
taken

40.  Don’t be afraid to reach out
 Sometimes far out Mentorship can be found
in an infinite number of places
 Use the full spectrum
 Mentors exist at all stages of the medical
career—not just at the top.
 Mentors at all stages, including those just
beginning their careers and those who are
very well accomplished in your area of
interest

41. Sub-specialize your mentors
Too many balls to juggle viz: clinical
pursuits, research personal development
activities and personal life
Quality control
Quality is more important than quantity.
First quality is availability.
Inspirational through their example and
advice.

42. Return the favor
It is never too early to become a mentor.
You can be a good peer-mentor to your
fellow residents and medical students (also
known as a good friend)
A teacher and confidant for your junior
colleagues

44. Periodic evaluation
Outcome measures are:
Progress and career development
Networking

45. Unavailable
Know-all
Disrespectful
Uninterested
Arrogant
Autonomous
Lazy
Poor conduct
Un-trainable etc

46. The Naysayer
Thinks of all the reasons a venture might
fail, rather than the ways it might succeed
Discourages new ideas and ventures
“A good mentor never tramples on big
dreams.”

47. The Bloviator
Unwilling to listen intently and are quick to
wax lyrical about their own war stories,
whether relevant or not.
The Hoarder
Unwilling to share knowledge, skills,
information etc

48.  The Puppeteer
 Expects that every piece of advice they hand
down will be followed
 Take offense if an alternate path is taken
 Create a ‘mini me’
 “The greatest good you can do for another is not just to
share your riches but to reveal to him his own.” —
Benjamin Disraeli

49. The Vulture
Sees mentoring primarily as an opportunity
to advance a personal agenda
They are users: data collection, private
practice, sexual relationships etc
 Little or no gain for the mentee

50. The Compromiser
Bends rules
Uses Short cuts
Compromises
Covers up; which eventually blows up
Condones wrong

51. Mentors are trained
Mentors support and challenge
Mentors should have professional
boundaries
Mentors need recognition
Mentoring is a work in progress
Do not expect hero worship

52. MIM non-profit organisation in New York
To inspire and equip disadvantaged and
low-income students to become health
care professionals
Women in Medicine
USAID PEER Women in Science ETC

54. Medicine/ Residency is tough call
Mentoring gives a smoother ride
Every resident needs a mentor
The composite or multiple mentors are
recommended

57. When you were made a leader, you
were not given a crown; You were
given the responsibility to bring
out the best in others
 Jack Welch former CEO General Electric

58. To see afar , you stand on the shoulders of
Giants!!
 Isaac Newton
You will only be a Giant when you let
someone stand on your shoulders to
see afar
 Bertha C Ekeh

60. https://www.kaptest.com/blog/residency-
secrets/2016/06/29/finding-mentors-in-
your-medical-career-2/