Commentary

What is mentoring?

Young physicians in our current environment integrate large amounts of information, tactile skill, and constant practice to become superb practitioners. To help them attain their goal, good mentors with qualities of openness, humility, commitment, patience, receptive listening, and confidentiality can help them efficiently guide their careers toward chosen goals.

This article reports the lessons learnt from a period of retraining and from discussion with others who have been involved in a similar process. The conclusions are that retraining should only be undertaken once there is full agreement between all parties involved that it is necessary and feasible. There must also be agreement in advance of the criteria which will constitute successful retraining, and the actions which will be taken to ensure the rapid return of the retrainee to the type of practice which is being offered and has been accepted. The process of retraining requires especially close supervision and is very stressful for the retrainee. It is likely that this should only be undertaken in units specially staffed and funded to accommodate this type of work

If the public are to be assured that surgeons are safe, then there must be some form of competence assessment on which a licence to practice is based. However, the assessment and the licence needs to be both appropriate to the training received by the surgeon and to the requirements of the post they propose to take up. The ‘key-concept’ described in this paper attempts to address this problem

Mentoring is an essential catalyst for a successful medical career in science or clinical practice. In recent years, tools have been developed to measure the impact of mentoring on career achievements, and numerous models have been developed to improve mentor training. Sid Gilman, M.D., F.R.C.P., Chair of Neurology for 26 years at the University of Michigan, is well-recognized as a role model for mentors in neurology across the country. We report the result of a survey of his former trainees on the valuable aspects of his mentoring style. A review of the current mentoring literature, including suggested training programs for mentors, is also provided.

The Heart Transplant Mentor Programme (HTMP) was initiated to augment patient care by providing patients and families with information and support from a peer perspective. We assessed program effectiveness with a pilot study of semi-structured interviews of 63% (10/16) of the mentored patients and an open-ended inquiry that rated the program on a 5-point scale (1, poor, to 5, excellent) and that selected descriptors of the program. Qualitative and quantitative analyses indicated that participants found the information and support provided by their mentors positive (3.8 and 4.0, respectively), discussion focused on medical rather than psychosocial topics, pre-transplant dissatisfaction with the program was caused by late or little mentor contact, and post-transplant dissatisfaction was attributed to difference in clinical course between mentor and patient. Although findings indicate that HTMP augments patient care, recommendations to increase patient satisfaction include earlier introduction of a mentor and individualizing mentors according to demographics and clinical course.