Sarah Patterson's Presentation: The Importance of Mentorship http://bit.ly/MHwomenleaders12

1. Lead Sponsor
Luncheon Sponsor Reception Sponsor Refreshment Sponsor

2. Sarah Patterson
Vice President/
Chief Operating Officer
and Partner
Virginia Mason Medical
Center

3. The Impact and Importance
of Mentorship
Modern Healthcare
Women Leaders in Healthcare Conference
August 7, 2012
Presentation by:
Sarah Patterson
Executive VP & COO
Virginia Mason Medical Center, Seattle, WA
© 2012 Virginia Mason Medical Center

4. Virginia Mason Medical Center
• Integrated health care system
• 501(c)3 not-for-profit
• 336-bed hospital
• Nine locations
• 500 physicians
• 5,000 employees
• Graduate Medical Education
• Research Institute
• Foundation
• Virginia Mason Institute
© 2012 Virginia Mason Medical Center

5. Our Strategic Plan
© 2012 Virginia Mason Medical Center

6. © 2012 Virginia Mason Medical Center

7. What is mentoring?
Not This But This
© 2012 Virginia Mason Medical Center

8. Impact of Mentoring
Reinforces the importance of career development
Provides opportunities for mentees to gain knowledge from more senior leaders or colleagues
Fosters partnerships and social networks
Increases the ability to develop strategies to address job-related issues
Provides access to resources outside of mentees’ typical circle
Provides the ability for mentors to improve leadership skills, such as: inspiring others, persuading and
encouraging others to move in a desired direction, and showing commitment to staff development
© 2012 Virginia Mason Medical Center

9. Mentor Responsibilities
Act as a role model
Challenge the mentee
Hold mentee accountable
Help identify development areas
Provide honest feedback
Provide safe risk-taking
environment
Share expertise
Commitment
© 2012 Virginia Mason Medical Center

10. Development Philosophy
10 % 20 % 70 %
Training
Feedback Full
Reading Role Development
& Job
Workshops Modeling in Role
Coaching Change
Videos
Coaching Stretch
Project
Assignment
Knowledge Copy a 360°
Transfer/ Taskforce
Skill or Feedback Start-up
Awareness Membership
Behavior
Turn-
and Get Boss/
Culture Temporary around
Feedback Mentor
Setting Account-
Relation- Staff to Line
ability
ship Line to Staff
Education Relationship Experience
Based Based Based

11. Mentors Offer High Levels of Support
and Challenge
Growth is achieved when the mentor challenges and supports the mentee.
Balance high levels of Challenge (to stretch your mentee) with a high level
of Support (to encourage your mentee).
(Source: Daloz, 1999)
© 2012 Virginia Mason Medical Center

12. Fewer women than men
have mentors
© 2012 Virginia Mason Medical Center

13. © 2012 Virginia Mason Medical Center

14. Virginia Mason Mentoring Toolkit
Mentoring Agreement
Background & Meeting Schedule Notes
Share relevant background information (education,
interests, job information, etc.)
How often will we meet and for how long?
When and where will we meet? Check-In Schedule
How will unplanned changes be handled? Are there Meetings & Objectives
any foreseen changes in professional responsibilities
and/or workload in the near future? Are there any
The First Meeting
other changes anticipated? Objective(s): Establish goals for mentorship.
Notes:
Expectations Notes
What are the mentee’s goals and how do they tie
into his/her development plan?
Are any topics of urgent interest?
What is the desired outcome of our mentorship?
3-month Check-in
Objective(s): Refer back to goals. Mentee to conduct 1:1 with manager on progress.
What are the benefits for each of us? Notes:
What are the ground rules for our discussions? (e.g.
confidentiality, openness, candor, truthfulness, etc.)
Mentor/Mentee Log
Are any topics “off limits”?
What do we each see as our key responsibilities in 6-month Check-in
the mentorship?
Objective(s): Review goals and success measures. Where are you? What more do you need
to get there?
How will we keep the mentee’s manager informed?
Notes:
If problems arise, how will we resolve them?
How long do we think the mentorship will last (at
least six months)? And, how will we know when the
mentoring partnership has served its purpose?
Any additional areas/issues we have discussed and 1-year Check-in
agreed to:
Objective(s): Determine whether or not to continue or end the official mentorship. This will
be a joint decision, but the mentee initiates the conversation. Typically, the mentorship is
nearing an end if: 1) the mentorship goals have been met, 2) mentorship becomes a less
central part of the mentee development plan, or 3) mentee finds him/herself relying on the
mentor less for developmental guidance. Even though the formal mentorship may end, an
informal partnership can still exist.
Notes:
© 2012 Virginia Mason Medical Center

15. Where have I found my mentors?
• My boss
• Partners/colleagues at work
• Peers on Boards, professional
associations
• The soccer field
© 2012 Virginia Mason Medical Center

16. Advice that has helped me
• Be true to yourself/follow your passion
• Opportunities can be hidden
• Choose the people you work with carefully
• Keep things in perspective
• Self awareness is key
• Being a working parent requires managing
your guilt
© 2012 Virginia Mason Medical Center

17. Questions?
© 2012 Virginia Mason Medical Center