Mentoring final copy
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1. Mentoring is important for career progression and personal development, but biases can exist in mentoring relationships. 2. Effective mentoring requires reflecting on one's own assumptions and treating all mentees equally, based on their individual needs and goals. 3. Overcoming biases in mentoring requires empathy, establishing trust, and making changes at both the individual and organizational levels.
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Mentoring final copy
- 2. 1. Mentoring- an overview 2. Mentoring across differences- gender biases 3. Making mentorship work
- 4. Accessed 5 May 2016 at http://www.sccm.org/Communications/Critical-Connections/Archives/Pages/Finding-Your-Match-in-Mentorship.aspx
- 5. 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
- 6. Productive research careers Better preparation in making career decisions Networking within a profession Aids stress management WE ARE ALL MENTORS! WHY DO WE NEED TO TALK ABOUT MENTORING? JAMA, May 16, 2007—Vol 297, No. 19
- 7. EFFECTIVE MENTOR MENTOR MENTEE Mentoring with Backbone and Heart Career advancement ICU mentoring guide. Educational and organizational development 2013. Alfred Health
- 8. MenteeMentor
- 9. MENTEE EFFECTIVE MENTEE ICU mentoring guide. Educational and organizational development 2013. Alfred Health
- 10. 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
- 11. Conflicts in roles- supervisor as mentors Maintaining boundaries Having multiple mentors Challenging personalities MENTORING ACROSS DIFFERENCES CHALLENGES IN MENTORING
- 13. Men Women Parents Single mums Single dads Across generational differencesRacial/cultural groups LGBT
- 14. Are Mentoring Programs Gender Biased?
- 15. The Australian Institute of Health and Welfare report 2014 WOMEN IN ICU WORKFORCE 16.6% Fellows 35% Trainees 4/18 CICM board 1/15 ANZICS board
- 16. AMA victoria CICM Mentoring programs in hospitals Informal mentoring MENTORING PROGRAMS EFFECTIVE?? Mentoring for change http://www.universitiesaustralia.edu.au/resources/486
- 17. Informal mentoring Mentoring advice given to women Female mentors Challenges faced in cross gender mentoring relationships Formal mentoring
- 20. 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
- 21. 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
- 22. VENUS MARS MENTORING ADVICE TO WOMEN Mentoring for change http://www.universitiesaustralia.edu.au/resources/486
- 23. 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
- 25. 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
- 27. 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”
- 28. FEMALE MENTOR
- 29. MENTOR MENTEE CROSS GENDER MENTORING
- 31. MEN IN NURSING Faster promotions Higher salaries Higher representation in senior level positions
- 32. WHY ARE FEMALES HITTING THE GLASS CEILING?
- 34. Perceptions around Capability Capacity Credibility Gender disparities are natural and inevitable “ Women are too busy with families” “Women are not natural leaders”
- 36. 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
- 39. 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 1. HOW TO DO A BETTER JOB AT MENTORING
- 40. HOW I CAN DO A BETTER JOB OF MENTORING Manage Me Manage Mentee Manage Organisation
- 41. 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
- 43. MENTORING and
- 44. MY FIRST MENTOR
Hinweis der Redaktion
- Historical background
- Exactly how many female doctors work in intensive care in Australia? The Australian Institute of Health and Welfare report workforce data derived from a survey associated with AHPRA medical registration (response rate 89%). They reported 507 doctors employed as specialist intensivists in 2014, of whom 16.6% were women. There were 554 doctors working as ICU trainees, of whom 35% were women. The Medical Training Review Panel report collects data directly from specialty colleges regarding their fellows and trainees. In 2013, 16.8% of CICM fellows and 32.7% of CICM advanced trainees were female. In comparison, 52.8% of domestic and 49.1% of international 2014 medical graduates were women. There are even fewer women in leadership positions within intensive care medicine. 4 out of the 18 members of the CICM board are women. There is one woman sitting on the 15 member ANZICS board. The fact that the proportion of female trainees is higher than the proportion of female CICM fellows is promising. However we need to work to ensure this translates to more female fellows in the future, and improved female representation in leadership positions within our specialty.