BUILDING EFFECTIVE MENTORING RELATIONSHIPS

Irma BilgramiWestern Health

2016

1. Mentoring- an overview

2. Mentoring across differences- gender biases

3. Making mentorship work

MENTORINGAN OVERVIEW

Accessed 5 May 2016 at http://www.sccm.org/Communications/Critical-Connections/Archives/Pages/Finding-Your-Match-in-Mentorship.aspx

At its simplest, mentorship occurs when one individual (the mentor) who

possesses more or different experience, supports another individual (the

mentee) in their personal and/or professional development.

ICU mentoring guide. Educational and organizational development 2013. Alfred Health

MENTOR MENTEE

Productive research careersBetter preparation in making career decisions

Networking within a profession Aids stress managementWE ARE ALL MENTORS!

WHY DO WE NEED TO TALK ABOUT MENTORING?

JAMA, May 16, 2007—Vol 297, No. 19

EFFECTIVE MENTOR

MENTOR MENTEE

Mentoring with Backbone and Heart

Career advancement

ICU mentoring guide. Educational and organizational development 2013. Alfred Health

MenteeMentor

MENTEE

EFFECTIVE MENTEE

ICU mentoring guide. Educational and organizational development 2013. Alfred Health

Accessed 5TH May 2016 at https://staff.unimelb.edu.au/__data/assets/pdf_file/0006/583305/Mentoring-Types.pdf

Unplanned

No or little organizational involvement

May not be measured

Natural relationship requiring little or no training

No standards set for selection of mentors and mentees

Planned

Organizational involvement

Measured and monitored

Training for all participants usually provided

Assessment and selection for mentors and mentees

INFORMAL MENTORING FORMAL MENTORING

Conflicts in roles- supervisor as mentorsMaintaining boundariesHaving multiple mentorsChallenging personalitiesMENTORING ACROSS DIFFERENCES

CHALLENGES IN MENTORING

MENTORING ACROSS DIFFERENCES

Men

Women

Parents

Single mums

Single dads

Across generational differencesRacial/cultural groups

LGBT

Are Mentoring Programs Gender Biased?

The Australian Institute of Health and Welfare report 2014

WOMEN IN ICU WORKFORCE

16.6% Fellows

35% Trainees 4/18 CICM board1/15 ANZICS board

AMA victoriaCICMMentoring programs in hospitalsInformal mentoring

MENTORING PROGRAMS

EFFECTIVE??Mentoring for change http://www.universitiesaustralia.edu.au/resources/486

Informal mentoring

Mentoring advice given to women

Female mentors

Challenges faced in cross gender mentoring relationships

Formal mentoring

INFORMAL MENTORING

MENTOR MENTEE MENTOR MENTEE

Accessed 6th May at https://hbr.org/2010/09/why-men-still-get-more-promotions-than-women

MENTORING ADVICE TO WOMEN

Mentors, predominantly male,

helped women to understand ‘ways they might need to change as they move up the leadership pipeline’

while helping men to ‘plan their moves and take charge in new roles, in addition to endorsing their authority publicly’

Ibarra, Carter and Silva

Why Men Still Get More Promotions Than Women

VENUS MARS

MENTORING ADVICE TO WOMEN

Mentoring for change http://www.universitiesaustralia.edu.au/resources/486

Men mistakenly expect women to think, communicate and react the way men do.

Women mistakenly expect men to feel, communicate and respond the way women do.

We have forgotten that men and women are supposed to be different

The behavioural styles that are most valued in traditionally masculine cultures- and most used as indicators of

potential are often unappealing or un-natural for high- potential women, whose sense of authenticity can feel

violated by the tacit leadership requirement

Mentoring seems intended to assimilate women into the dominant masculine corporate culture

Ibarra, Carter and Silva

Why Men Still Get More Promotions Than Women

Accessed 6th May at https://hbr.org/2010/09/why-men-still-get-more-promotions-than-women

On Confidence, Competence, and Women in Emergency Medicine

Accessed 6th May 2016 at https://sluckettg.org/2016/04/07/on-confidence-competence-and-women-in-emergency-medicine/

“You came off as a bit of a bitch”

FEMALE MENTOR

MENTOR MENTEE

CROSS GENDER MENTORING

MEN IN NURSING

Faster promotionsHigher salaries

Higher representation in senior level positions

WHY ARE FEMALES HITTING THE GLASS CEILING?

Perceptions around

Capability

Capacity

Credibility

Gender disparities are natural and inevitable

“ Women are too busy with families”

“Women are not natural leaders”

Journal of Strategic Leadership, Vol. 3 Iss. 2, Winter 2011, pp. 1-12.

Leadership styles: transformational, participative, and inclusive

Emotional intelligence

Establishing a collegial environment through displaying nurture, empathy, loyalty, respect, and a team spirit.

Communal qualities of compassion, affection, and gentleness,

Honesty

Advocating for one’s principles under political pressure, negotiating compromises, keeping government honest, and representing the interests of the people.

Greater inclusiveness, empathy, and communication to the exercise of leadership

Ethical

MENTORSHIPTHAT

WORKS

1. Mentoring is important for career progression and well being

2. We are all mentors (consciously or unconsciously)

3. The glass ceiling and mentoring biases- for women and minority groups

4. HOW TO DO A BETTER JOB AT MENTORING

HOW I CAN DO A BETTER JOB OF MENTORING

Manage Me Manage Mentee

Manage Organisation

Manage Me Manage Mentee

Manage Organisation

I am a mentor

Reflect and learn from my mentoring relationship

Having insight into any implicit or explicit assumptions

Are all my mentees getting the same mentoring opportunities,

Am I actually treating my mentees equally

Am I treating my mentees the way THEY want to be treated

Am I ‘choosy’ when it comes to selecting mentees

Strategies to overcome biases

Make changes at an organisational level

EMPATHY

ParentsSingle mums

Single dads

Across generational differences

Racial/cultural groups

MENTORING

and

MY FIRST MENTOR