• know how (clinical expertise)
• know why you are doing what you’re doing
(goals, values)
• know whom (manage key relationships, build community)
• know when (adaptable, take risks)

•Getting AHEAD (influence, prestige)
•Getting SECURE (sense of order and reciprocity)
•Getting FREE (autonomy)
•Getting HIGH (excitement, challenge)
•Getting CONNECTED ( relationships
•Getting BALANCED (flexibility)

•What was affirmed in you?
•What was revealed to you?
First reflect, then share your insights in pairs.

For each of your areas of effort, specify:
• Last year’s goals and accomplishments
• This year’s goals
• What resources, collaborators, new skills and time do you need?
• What competing commitments interfere? How can you address?
•What is your learning agenda?
•What is your “business plan”?

Department
Academic
Environment
Align Goals
Do you know the criteria for promotion?

Are You Doing
What Matters Most to You?
• Are all your responsibilities in concert with your goals?
• Are your choices aligned with your values ?
• How can you improve your what’s rewarded by your institution?
focus on what’s most important to you—and

TIME FOR REFLECTION
AND “BUZZ GROUPS” [find a partner]
1) What are your goals for this year?
2) What needs to happen for you to accomplish these goals?
3) What do you need to STOP doing?

• How can I stay true to my values with there so many pressures to compromise them?
• Why do I feel guilty no matter how hard I try?
• Why does 24 hours seem more like a limitation than a gift--the “present”?
• What is balance?

“God, grant me:
*the serenity to accept the things I cannot change
*the insight to prioritize what I want to change
*the patience to resist trying to control everything I could if had the time
*and the courage and skill to change the things I have chosen to change”

*a scaffold for sharing expertise that could otherwise only be attained from experience
*a continuum: not “all or nothing”
*differs by context and role—task-centered guidance and support.
*about life-long co-learning
NB: the “Godfather” model becoming outdated
Source: Pololi, L.H., Knight S. Mentoring faculty in academic medicine. JGIM. 2005; 20:866-70

• Assessment – data and insights about yourself, strengths and weaknesses
• Challenge –push you beyond your comfort zone, point out problems
• Support – encouragement, respect, inspiration
• Advocacy -- open doors to new learning experiences, resources, people

• Develop a mind-set that allows you to learn from everyone around you.
• Don’t limit your mentors and “learning partners” to people who think like you.
Remember:
• Mentoring is most needed during major transitions.
• Different types of advice/support are required at different stages
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Mentors know big picture Mentors know their own niche
Mentors are masters
Mentors have all the answers
Mentors make mistakes too
Mentors have great questions
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“Career Development Advisory Committee”
Main Mentor/Boss
Cheer
Leader
Political Strategist
Experts
Coach?
Learning partners
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underestimate of potential failure to respect protégé’s goals failure to promote independence taking credit for protégé’s work inappropriate praise or criticism conflicts avoided expecting protégé
To defer ethical violations physical intimacy
(or appearance of)

• Present at every national meeting
•Set up appointments before the meeting
• Write yourself notes on new acquaintances and stay in touch with them
• Look for ways to acknowledge the contributions of others (strengthens alliances)
• Even if you’re an Introvert, socialize and discuss your work with enthusiasm
• Go to lunch!

– What has become clear since we last talked?
– What’s your big issue right now?
– What lessons are you learning these days?
– What’s been keeping you awake at night?
– What’s the most important decision you’re facing?
– Heard any great talks or read any great books lately?

Look for dialogue and thinking partners who:
• can see many sides of complex issues
• ask great Qs
• offer new lines of sight
• challenge and expand your mental models
• free from conflict of interest

1) What is your greatest challenge in obtaining career guidance and finding mentoring?
2) How can you be expanding your network of colleagues and thinking partners?

developing a pattern of interaction with your boss that produces the best results.
Seek to understand her:
1.
“Big picture” ie, goals, pressures
2.
Strengths, blindspots
3.
4.
Myers-Briggs Type Indicator
Preferences re communications

• How do you communicate information?
• How do you handle disagreements?
• How do you show respect?
• Do you keep the boss informed?
• Use boss’s time well?
Solicit and use feedback?
• Bring solutions to problems?

• What constitutes persuasive data?
*Published research
*Opinion of particular experts
*Vivid stories/examples
*Comparisons, analogies
*A new twist
• Influenced by appeal to:
* what others think or do ( consistency )?
effectiveness )?
appropriateness
* what is in line with self-image
(
* what will achieve goals/results
(
)?

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Common Faculty Derailers
• Accelerating demands and deteriorating support lead to cynicism/burn-out
• Lack of alignment between individual’s goals and organization’s reward structures
• Continuously increasing competition for research funding
• Insufficient opportunity/motivation for necessary skill-building
• Lack of useful feedback/mentoring/career advice
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• lack of emotional intelligence
• not reflecting on what drives you
• not producing results
• seeking job security
• unable to adapt to change
• fails to build an effective team
• lack of integrity/ethics

• Avoids risks, stays in comfort zone
• Isolation
• Arrogant or Defensive
• Betrays trust
• Overdependence on one mentor
• Overdependence on a single skill
• Political naivete
• Ignores feedback

?


cognition: free of denial, arrogance, nostalgia
 strategies: experimenting with alternatives, simultaneous projects, building community


 risk-taking: avoiding safe ruts, inventing options spirit: living your values reflection and renewal: giving yourself
“green” time

Take Responsibility: You are the CEO
•Articulate your goals and a plan for achieving them; annually update
•Focus: Devote your best to what’s most important to you and your org
•“Manage” your boss and other key relationships
•Build your community—inside and outside of your department and field
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Career development is like hiking:
Muscles: basic skills
Boots: self-efficacy
Map: advancement “howtos”
Walking stick: supports
Trail guide: mentors
Pack: responsibilities