CMSA Today - Issue 4, 2013 - (Page 28)

CMSA Ethics Casebook Some Thoughts on Mentoring BY JOHN BANJA, Ph.D. It very much behooves mentees to take the reins of the mentoring relationship early and shape them accordingly without depending on the mentor to do so. A t Emory University, where I’ve worked for the last 30 years, mentoring is taken very, very seriously. We have over 300 graduate and post-doctorate students and scientists, each of whom, presumably, has a mentor – often their boss as well. While I suspect the majority of these mentoring relationships work out acceptably well – some spectacularly so – not all do. And when they don’t, the distress on both the mentor and mentee can be considerable, although most of the distress likely falls upon the mentee. This raises an important point: When a mentor is assigned a mentee, what kind of training has the mentor had to take on in mentoring responsibilities? When the mentor-mentee relationship develops problems, what strategies do mentors use to mend the relationship, and are they effective? Just because someone is a great scientist or a great case manager doesn’t mean 28 CMSA TODAY he or she is a great mentor. So, when senior case managers are assigned new hires to mentor, what kinds of mentoring skills do they have? What do they understand their mentoring objectives to be? And how do they evaluate success, both with regard to the mentee’s learning the requisite skill set as well as to the mentor-mentee relationship itself? Issue 4 • 2013 • DIGITAL One very important thing I’ve learned about mentoring in the academe, which I think can be generalized to all mentoring, is this: It very much behooves mentees to take the reins of the mentoring relationship early and shape them accordingly without depending on the mentor to do so. This is important because human nature frequently leads mentees to assume that if the mentor says very little to them as the weeks and months go on, they must be doing fine. However, that might not be the case at all, especially if the mentor isn’t a good communicator or is overwhelmed with other work. For example, in scientific research, mentoring problems frequently arise http://www.naylornetwork.com/cms-nxt

Table of Contents for the Digital Edition of CMSA Today - Issue 4, 2013

2012-2014 President's Letter
Message From CMSA's President-Elect
2011-2012 President's Letter
Association Department
Ready to Launch: An Update on Career and Knowledge Pathways
Collaborative Care Team and the Benefits of Communicating Across Disciplines
View From Capitol Hill
Case Management and the Law
Ethics Casebook
Mentoring Matters
CMSA Corporate Partners
Index of Advertisers

CMSA Today - Issue 4, 2013

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