Young GI Angle: What makes for a good mentor?

Abstract

The benefits of a positive mentoring relationship were felt by all of us who had the privilege of being mentored by a good mentor. The professional benefits of such a relationship to career development have been demonstrated by several studies. Yet, the characteristics that contribute to the success of a mentor–mentee relationship, and the requirements from the partners, are still vague. These will be discussed in this article, representing the personal views of two faculty members who had outstanding mentors, and did their best to be good mentors to others. While the factors contributing to a robust and mutually beneficial mentorship are subjective, complex and difficult to define, certain common requirements can be proposed. A good mentor is inspiring. This applies to scientific knowledge and achievements, institutional success, professional recognition and personal characteristics. However, the mentee may wish to adopt some, but not all, of the characteristics that made the mentor an inspiration and a leader. Thus, being an inspiration should not result in pure imitation. The mentor should affect the personality of the mentee, but they are not to become a ‘spiritual clone’. This critical point may be secured from the scientific standpoint, if partners attempt to create a distinct track or field of expertise for the mentee, showing creativity and independence. A good mentor is respectful. The qualities, values, time and wishes of their mentee should matter. A good mentor will not deliberately encourage mentees to compete with their colleagues, ignore their aspirations or neglect them. An ‘open door’ policy, ensuring time is dedicated to laboratory meetings and scheduled appointments, as well as emotional support, are vital to the feeling of being respected. A good mentor is empathetic. Empathy, understanding and a willing involvement in the mentee’s professional life all contribute to a fruitful working relationship. Additionally, a good mentor has the role of the ‘responsible adult’ in the relationship and should use his or her experience to guide effective decision-making and behavior. A good mentor values reciprocity. The mentee benefits from wisdom, exposure to skills, qualities and personal connections that are unavailable without the mentor. The mentor benefits from the challenge of intellectual exchange, the rejuvenation of fresh and sometimes unconventional ideas, and the reassurance of a mentee’s feedback and success. The latter is critical: a good mentor will always be pleased, never threatened, by their mentee’s success and will invest effort in promoting them. Similarly, the mentee will always appreciate and promote their mentor’s reputation and success, and will never seek to compete. And what sort of a colleague is a good mentee? A good mentee is intellectually curious and willing to learn actively. While respect for the mentor’s character, prestige and authority go without saying, a mentee who challenges their views and suggests alternatives in a positive manner demonstrates maturity and independence. A good mentee is willing to accept criticism and aspires to constant improvement. A good mentee works well in a team and is a constructive, co-operative presence in the mentor’s group. In summary, an effective mentorship is one of the most important relationships in a physician’s or researcher’s career, with potentially vast implications for their professional and personal lives. Making this interaction mutually productive and enjoyable is the responsibility of both partners and if done well will serve both throughout their careers, for decades to come.