Learning About Mentoring
Employees soak up mentoring advice from six who know
Tuesday, August 22, 2006
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Durham, N.C. -- When an announcement went out that six successful people at Duke would be discussing with employees ways to move their careers forward, it took only a few days for the 200 tickets to be snapped up.
During the Aug. 17 panel discussion at the Searle Center, a predominantly female audience listened attentively, asked questions of the panelists, shared ideas and took lots of notes. They nodded in agreement when panelist Kevin Sowers, chief operating officer for Duke University Medical Center, said, “You interview for your next job every day.”
The event, which included President Richard H. Brodhead, evolved from recommendations by the Women’s Initiative, established in 2003, which identified a critical need for mentoring. The panel presentation, and a networking lunch that followed, was the first in a series of events to promote mentoring. There was no fee for the event, although Brodhead warned the crowd, “I’ll talk to you later about the price of exiting.”
Joining Brodhead and Sowers on the panel were Dr. Brenda Armstrong, associate dean for medical education and director of admissions for the medical school; Benjamin Reese, vice president for the Office for Institutional Equity; Judith Ruderman, vice provost for academic and administrative services; and Deborah Roth, chief operating officer for Duke Clinical Research Institute. Clint Davidson, vice president for human resources, moderated the discussion.
Panelists answered questions about the most influential person in their lives, to what they attribute their success, and recommendations for finding a mentor. They also told inspirational stories about their different paths to success.
Armstrong said she sets a five-year plan and advised employees to be prepared to make sacrifices. Ruderman said she follows a five-day plan and recommended heavy doses of energy, enthusiasm and play in the work environment.
Reese said he relies on his sense of values and the flexibility to see different perspectives. Roth added she benefits from other people’s feedback on her strengths and vulnerabilities, along with her ability to perform an honest self-assessment. And Sowers told of trying to turn down his boss’ order to do something he didn’t feel qualified to do and learned that “sometimes the organization needs you to do something you don’t want to do.”
In a talk filled with humor, Brodhead said the key to his success was doing what he loves and believing in it.
“People know whether you care,” he said.
Following the talks, the participating employees ate lunch and participated in small-group discussions led by Duke managers and administrators. The table leaders answered questions about mentoring and drew out some of the quieter people. Employees afterward deemed the event a success.
Christine Pritz, who recently marked 10 years as a staff specialist in the oncology unit, said she was surprised and encouraged by how “down to Earth” the panelists were. She signed up for the session because she thought having a mentor would help her career.
“I want to learn more and advance,” she said. “After 10 years, you need to grow.”
Keith Bahan, a network administrator for Duke Health Technology Solutions, said he wanted to learn how to select a mentor and what to expect from the relationship. The program gave him a better idea of what questions to ask a mentor, he said.
The senior leader at a nearby table, Women’s Center director Donna Lisker, was pleased with the range of opinions presented by the panelists, and by the practical information they imparted: Work hard. Network. Accept constructive feedback. Don’t build artificial obstacles.
“So much of what they said was intuitive,” Lisker said, “but it still needs to be said.”
As for Brodhead’s exit price? He charged those who had come seeking mentors to look for others who they, in turn, could mentor.
“It’s never too early to be a mentor to others,” he said.
