This article delves into the critical role of mentorship in the field of sports medicine, particularly for those embarking on a career in orthopedic surgery. It underscores mentorship as an essential element for professional development, offering insights into the dynamics of effective mentor–mentee relationships. This article highlights the mutual benefits of these relationships, where both parties gain valuable knowledge and experience. Key strategies for identifying and cultivating these relationships are discussed, emphasizing the importance of aligned goals, respect for time, and a commitment to growth and learning.
Key points
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Mentorship in sports medicine is crucial for career development, offering guidance, technical skill enhancement, and professional network expansion for orthopedic surgeons.
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A successful mentor–mentee relationship is symbiotic, providing benefits to both parties, and is pivotal in shaping professional identity and ethical practice in sports medicine.
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Identifying and cultivating a mentor–mentee relationship requires deliberate effort, with emphasis on compatible goals, respect for time, and mutual growth and learning.
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Mentorship encompasses various roles, including coach and sponsor, aiding in personal and professional development, and offering opportunities for research and career advancement.
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Transitioning from mentee to mentor is a natural progression, emphasizing the importance of imparting skills and experiences to the next generation of orthopedic surgeons.
Introduction
As you embark on the exhilarating journey of a career in sports medicine, one crucial element that can significantly influence your path is mentorship. The early years of practice are a formative period, filled with learning opportunities, challenges, and decisions that will shape your career. In this dynamic phase, mentorship is not just beneficial—it is essential.
Mentors act as guides, offering their wisdom, experience, and support to help you navigate the complex landscape of sports medicine. They provide insights that only come with years of practice, helping you avoid pitfalls and seize opportunities that might otherwise go unfulfilled. By drawing on their extensive knowledge and networks, mentors can open doors that accelerate your professional growth and development.
The trajectory of your career in sports medicine can be significantly influenced by the mentors you choose. A mentor’s role extends beyond mere knowledge transfer; they play a pivotal part in shaping your professional identity. Through their guidance, you can learn not just the technicalities of the field but also the subtleties of ethical practice, patient communication, and personal resilience.
Mentorship helps in molding your approach to treatment, decision-making, and professional interactions. It also offers a platform for you to explore different specialties within sports medicine, helping you find your unique niche. Moreover, a mentor’s endorsement can be a powerful tool in building your reputation in the field, creating opportunities for collaboration, research, and advancement.
In the following sections, we delve deeper into the benefits of mentorship, how to find and cultivate a mentor–mentee relationship, and how to maximize this experience. We also explore the challenges that may arise and how to transition from being a mentee to becoming a mentor yourself.
Benefits of mentorship
The word “mentorship” is traditionally thought of as one individual (the mentor) providing guidance to another individual (the mentee), with the primary benefactor being the mentee. However, as has been stressed in many commentaries on mentorship, the relationship is more symbiotic with benefits for both the mentor and the mentee. These benefits transcend vast arenas, as highlighted in Table 1 from Burgess and colleagues. Here, we discuss the benefits to the mentee.
| Mentees | Mentor | Organizations |
|---|---|---|
| Increased job satisfaction Feeling of empowerment Increased research grant opportunities Enhanced productivity Increased protected time for scholarly activities, for example, publications Improved academic “self-efficacy” Greater networking opportunities Career advancement | Personal fulfillment (“giving back”) Assistance on projects Development of leadership and coaching skills Increased recognition Renewed interest in personal career Potential financial reward Career advancement | Increased work performance Enhanced strategic planning Improved communication and organizational culture Professional development of employees Retention and distribution of organizational knowledge Reduced turnover Accelerated training Cost-effectiveness |
Consideration must be given to understanding the benefits that stem from a mentor functioning also as a sponsor and/or a coach. With the tutelage of a mentor, the mentee gains assistance with personal and professional development, and in the early stages of a career, this can manifest as guidance on building a practice, optimizing work–life integration, or strategizing for personal and professional goals, to name a few. , When a mentor coaches, the mentee benefits from the mentor’s accrued experience and wisdom to help the mentee hone technical skills, approach difficult or nuanced surgical cases, achieve performance goals, overcome instances of imposter syndrome, cultivate research endeavors, and so forth. In a sponsorship capacity, the mentor’s position as a respected, established, and connected professional in the field introduces the mentee to opportunities for network expansion as the mentee creates new first-degree connections with individuals previously known closely only by the mentor. This then opens the door for accessing additional resources and opportunities, whether they are related to research, academia, career positions, technical skills, and so forth. In this manner, a mentor can bolster the mentee’s professional development—one of the commonly cited tenants of successful mentoring. Additionally, as a sponsor, a mentor’s political advocacy for the mentee can facilitate the mentee’s advancement within the field at organizational and institutional levels. Dr Ibarra’s infographic ( Fig. 1 ) on developmental relationships with regard to mentorship and sponsorship highlights the spectrums of connections a mentor makes with a mentee to produce the various aforementioned benefits. Understanding these nuances can help a mentee identify a mentor.
Finally, mentorship may offer pearls regarding the more peripheral aspects of a career and life in orthopedic sports surgery. One of these aspects includes the business side of medicine such as running a private practice, negotiating contracts, and billing accurate current procedural terminology (CPT) codes to capture one’s hard work. This can expand to more tangential conversations around handling the transition from a resident to an attending salary, which may be likened to an unpaid collegiate athlete becoming a professional athlete where large financial gains are obtained with little preceding education on financial health throughout training. In ESPNs “30 for 30” series episode titled “Broke,” they indicate that over 70% of professional athletes are financially strained shortly after retirement. Despite years of higher education and training to become a medical professional, the young orthopedic surgeon stands to learn from a mentor’s mistakes and successes in wealth management. Other arenas where mentorship benefits both parties are social and mental health. In a surgical subspecialty where suicide rates are the highest and fueled by burnout and depression, a mentorship connection can indirectly or directly mitigate stressors before they snowball into a life-altering consequence. Finally, mentorship can be instrumental for those surgeons in less-represented demographics of orthopedic surgery; for example, in recent years, orthopedic surgery residents have been 14% women, 4.1% African American, and 2.7% Hispanic. Connecting through professional organizations, such as the Ruth Jackson Orthopaedic Society (RJOS), J. Robert Gladden Orthopaedic Society, American Association of Latino Orthopaedic Surgeons, and among others, opens doors for the young orthopedic sports surgeon to identify a mentor with potentially similar background and experiences.
The benefits of mentorship, depending on its depth and breadth, can be vast and multifaceted in direct effects on career trajectory and technical performance and indirect effects on life outside of work.
Finding the right mentor
Ample research exists on the success of mentorship programs, though many would argue that the most genuine and successful mentorship relationships develop organically. , Identifying a mentor requires some legwork from the mentee. As noted previously, mentors can excel in different areas (eg, research support, clinical skill assessment, network advancement, and professional development) with varying degrees of investment (eg, speaking on behalf of the mentee, listening closely to the mentee, and critically appraising the mentee). Therefore, it behooves the mentee to seek a mentor who excels in the specific arenas that the mentee desires to have fulfilled with the mentorship relationship. LeClere and Bishop’s article “How to Be a Mentee” highlights Zachary and Fischler’s step-wise criteria-based process for identifying a mentor. As reproduced in Table 2 , the steps include prioritizing the mentee’s desired qualities of their mentorship relationship and subsequently rating and ranking potential mentors’ compatibility with the qualities.
| Step 1 | Identify your goal |
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| Step 2 | Create a list of criteria |
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| Step 3 | Determine what qualities are “must haves” (musts) |
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| Step 4 | Rank the remaining criteria (wants) |
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| Step 5 | List possible options |
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| Step 6 | Eliminate options that do not meet the “musts” |
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| Step 7 | Rate each option against “wants” |
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| Step 8 | Make the decision |
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While the criteria-based model quantifies the process of selecting a mentor, the qualitative aspects must not be lost on the mentee. A mentorship cannot be forced and the relationship requires cultivation to firstly confirm the best fit mentor has been identified and to nurture the relationship thereafter. Traditional steps of any relationship should be incorporated. These include short, introductory meets with a potential mentor stating the mentee’s goals and expectations. During these initial meetings, the mentee should plan to connect personally with the mentor. Certain communication styles, learning methods, and personal interests resonate differently between both parties in the mentorship dyad. , Finally, the mentee should send a timely thank you message and plan for follow-up from meetings to show the mentor his/her appreciation and successes secondary to the mentor’s guidance.
Building the mentor–mentee relationship
Once a mentee identifies a mentor, the mentee should recognize that now the real work begins. Four key aspects to consider in building a mentorship relationship include establishing goals, respecting time, defining roles, and allowing growth.
Goals
Remembering that a mentorship is a bidirectional process, the mentee should consider themselves responsible for building the framework to facilitate the productivity and successes of a mentorship. This begins with communicating clear expectations and goals. , This applies to individual meetings with the mentor, so as to have clear targets and ensure efficient conversations. The identified and agreed upon goals should be SMART—specific, measurable, attainable, relevant, and time-bound.
Time
The significance of effectively managing time, transitioning from broad periods to specific intervals, is crucial. While the mentee should aim to underpromise and overdeliver when it comes to the time-bound aspects of their goals, the mentee should be disciplined about requesting regular, appropriately spaced meetings. , As opposed to succumbing to a casual “Let’s talk soon” conclusion to a meeting, the mentee should confer with the mentor to set up a realistic deadline and check-in for action items established at the present meeting. A mentor’s time is valuable; thus, convenient times—mindful of time zones, meeting duration—depending on the anticipated agenda and both parties’ availability should be considered prior to planning for the next check-in.
Roles
It is clear at the onset who fills the mentor role and who fills the mentee role. However, there is an ideal trajectory where the mentee and the mentor evolve to an equality of roles as colleagues and then ultimately progress to a reversal of roles as the “mentee” may teach newer techniques and practice strategies to the “mentor.” , As such, mutual respect is vital to the relationship at all stages, and typically, this deepens throughout. A key component to bestowing this respect includes active listening from both the mentee and the mentor. During the initial meetings, the mentee may anticipate listening for 70% of the conversation as the mentee gets to know the mentor. Additionally, depending on whether the mentor is employing coaching versus mentoring support, the mentee may find themselves listening versus sharing more, respectively. Finally, remember the role of an active listener at any stage of the mentorship relationship includes paying attention to assimilate, withholding judgment to avoid misplaced bias, reflecting to show receipt of the information, clarifying as needed, summarizing to confirm understanding, and sharing to augment or to apply to tasks ahead.
Growth
In order for the mentee to maximize the mentee–mentor relationship, the mentee must be prepared for growth. This begins with the mentee being open and receptive for critical feedback. , Avoiding a defensive stance and recognizing information provided as wisdom bestowed instead of criticism helps a mentee improve and grow, and this may be in a more efficient manner than the mentor had the privilege for himself or herself. Being flexible to implement the provided insights and feedback permits the mentee to hone technique, research endeavors/projects, professional pursuit strategies, or whatever goal the mentee set forth. Along these lines, thanking the mentor for the constructive feedback and sharing the downstream successes with the mentor generates positive feedback for encouraging additional guidance from the mentor. Simultaneously, though, the mentee should strive to objectively assess feedback to avoid the “halo effect,” where the mentee does not ever question the mentor’s opinion. Such a balanced position of the mentee takes time and recurrent opportunities to hone this critical appraisal.
Maximizing the mentorship experience
Once the benefits of a mentorship are embraced, a mentor is identified, and the elements for nurturing a relationship are implemented, a young surgeon considers how to maximize the mentorship experience. Tying back to the goal setting basics of building the relationship, the mentee should consider molding both short-term and long-term goals with the mentor’s input. If the mentee considered the mentor’s career path during the mentor selection process as something desirable to emulate, the relationship is primed to facilitate the mentee’s selected goals.
As the mentee and mentor deepen the relationship, the mentee should be attentive to opportunities to collaborate on professional initiatives, research projects, or other cooperative undertakings. Through these joint endeavors, the mutualism of a mentorship experience flourishes, and the maturation of the mentorship relationship can transform into the mentee becoming the mentor and vice versa. Furthering the transformation, the mentee should remain an active learner outside the mentorship by engaging in conferences, seminars, and workshops. Bringing learned information back to the mentorship augments the conversations and develops the progression of the relationship.
Finally, as reflection is essential to any endeavor, the mentee should proactively seek feedback. Akin to receiving feedback about the mentee’s individual efforts, this requested feedback pertains to the mechanics of the mentorship experience. Being amenable to fine-tuning the mentorship based on these reflections facilitates a long-lasting and mutually agreeable relationship.
Potential challenges in mentorship
Mentorship–mentee relationships are key to the success of any young surgeon; however, there are potential pitfalls that often must be navigated. The lack of time or incentive for mentors is a prevalent issue that leads to failed mentorships. The lack of support from the mentor’s institution can dampen enthusiasm and lessen desired time allotted for mentorship. In an effort to counteract this, mentees may wish to structure time with their mentors within the framework of established departmental or organizational constructs that acknowledge the time mentors are spending.
There are additional challenges that may arise. The mentee may encounter advice or guidance from a mentor that they do not feel is suitable. A mentee may ask for guidance regarding a surgical procedure or career move and receive an unexpected answer from a mentor. Although this may be jarring, the mentee must remember that each mentor provides only a single opinion based on their experiences. It is essential that mentees consider the experiences of the mentor before disregarding their opinion. It can be helpful to ask a mentor for clarification when doing this. Oftentimes, a phone call (rather than email or text message) can be beneficial to expand upon a more challenging situation that requires clarification. If a difference of opinion remains, the mentee may elect to reach out to a different mentor and consider other options. Although a mentor often provides sage advice based on experience, it is not expected that the mentee blindly follow all advice received.
Although mentors can provide many exciting professional opportunities, a young attending may become inundated. With the potential to join committees (both local and national/international), teach students and residents, become involved in practice politics, team coverage, research, along with the baseline responsibilities of clinical work and home life, there may simply not be enough time to take part in every experience that a mentee is offered. Although saying “yes” is typically a “good” policy, the young surgeon also needs to learn when to say “no.” It is important for a young surgeon to grapple with the truth that being spread too thin with too many responsibilities will deteriorate the quality of the individual’s work. At times, he or she must respectfully decline opportunities that are less integral to one’s career goals. By doing so, the individual is not failing, but rather shuttling their energy to foster the success of other more desired endeavors. It should also be noted that any declining of offers should be done graciously and promptly.
A mentee must be accountable, ask for feedback, and respond to feedback to foster a relationship with a mentor that is productive. , Similarly, a mentor must be able to provide constructive feedback. , Mentorship–mentee models require commitment from both parties.
Lastly, mentorship–mentee relationships, by virtue of being open and honest, are vulnerable to potential misunderstanding between parties. Addressing any misunderstanding or conflicts expeditiously is the best way to preserve these relationships. As noted previously, an in-person or telephone conversation may be beneficial to avoid any lack of clarity between those involved. In addition, “sitting on” an email or phone call for 24 hours before reacting rashly can prevent an emotional response that may disrupt the mentor–mentee relationship. Writing down thoughts, then reading them the next morning can be a helpful tool to gauge the tone of a message or line of discussion. Honesty and clarity are the cornerstones of any resolution of misunderstandings that may occur. A mentee must also understand the limits of mentorship. Following advice is not a guarantee of success or a replacement for self-directed work.
Transitioning from mentee to mentor
As an early attending in practice, there is a period of overlap where an individual is still very much a mentee but also is becoming a mentor to others. Typically, students and residents look to young attendings for a “fresh perspective” on questions about early practice. A young sports surgeon needs to be honest with those who inquire what their strengths are. While a brand-new attending may not yet be ready to turn over an entire surgical case to a mentee/resident, it is still possible to mentor surgical skills. For example, this individual may feel more comfortable teaching knot tying in a laboratory setting—passing along mentorship and skills to a trainee without the unpredictability of the operating room setting. Mentorship comes in many forms: stating clearly to interested mentees what a young mentor can (and cannot) offer builds a more solid relationship.
Becoming an outstanding mentee lays the groundwork for evolving into an effective mentor. A mentee’s emphasis on accountability and follow-through not only benefits their own development but also serves as foundational qualities for future mentorship roles. Opportunities for mentoring, ranging from high school and college students to medical trainees and beyond, abound within committees and organizations at local, national, and international levels. These avenues provide an excellent starting point for young attendings to embark on their journey as mentors.
The early-career surgeon also needs to work actively to avoid “imposter syndrome.” A young attending has a lot to offer and should not be hesitant to share their experiences in a candid manner with those in training. A welcoming person who has recently been through the experience of training can be an invaluable resource to an applicant/trainee.
Real-life testimonials
Introduction to Real-Life Testimonials of Mentorship in Sports Medicine
Here, we turn our focus to the heart of mentorship’s impact: the real-life experiences of sports medicine professionals. These testimonials offer a unique and personal perspective on how mentorship has shaped careers, particularly in the crucial initial 5 years of practice. Each story is a testament to the transformative power of a guiding hand and an attentive ear during the formative stages of a medical career.
These accounts come from a diverse array of professionals who have navigated the early challenges and triumphs of sports medicine with the support of mentors. Their experiences shed light on the practical realities of implementing the concepts and strategies discussed previously in this chapter. Through their narratives, you will gain insights into the tangible benefits of mentorship, from expanding professional networks to enhancing clinical skills and developing a resilient approach to the ever-evolving field of sports medicine.
What You Will Learn from These Testimonials
These testimonials are more than just stories; they are reflections of real-world scenarios, challenges, and victories. You will learn.
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The power of guidance: How mentors provided direction and advice in critical moments, influencing key decisions and career paths.
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Overcoming challenges: Insights into how mentorship helped these professionals tackle difficult situations, whether clinical, ethical, or personal.
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Career advancement: Examples of how mentor–mentee relationships led to significant opportunities, such as collaborative research, publication, or advanced training.
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Personal and professional growth: Accounts of how mentorship contributed to personal development, confidence building, and a deeper understanding of the sports medicine field.
Each testimonial serves as a crucial component of a broader narrative, demonstrating the indispensable role of mentorship in the professional journey of those in sports medicine. As you delve into these stories, you will be encouraged to contemplate your own career trajectory, pondering how actively seeking and nurturing mentorship relationships can profoundly enhance your path in the field.
Testimonials
Mentorship in early practice is critical to both personal and professional growth. Initially, mentorship is focused on more concrete practice management questions: how to approach a case, or what surgical technique to use. However, with continued communication, these mentors can transform into colleagues, providing a platform for advice, but also professional partnership. This has allowed me to grow my experiences within professional societies, community programs, and more —Benjamin J. Levy, Assistant Professor, Department of Orthopaedic Surgery, Montefiore Einstein
When I was a resident, we were lucky to have two world class experts, Charlie Rockwood and Jessee DeLee, come across town to see patients and discuss cases on a regular basis. Both would later have a significant impact on my career—co-authoring papers and textbooks and starting me on my way to a fulfilling career in academic medicine. I hope that in some way I have passed that on to others—it has been a pleasure and an honor to help others in this amazing career field that we share. Despite all of the challenges, never lose sight of that —Mark D. Miller, MD, PE, Col USAF (Ret), S. Ward Casscells Professor Emeritus, Division of Sports Medicine, Department of Orthopaedic Surgery, University of Virginia
My early orthopaedic sports medicine mentors—including Walt Curl, Bill Garrett, Frank Bassett, John Feagin—were amazing. Those mentorship relationships were tremendously impactful because these people were willing to give their time and share their wisdom, and because I, as a mentee, made an effort to seek their mentorship. I could see a possible future in what they were doing and was fascinated by the possibilities. They helped me in innumerable ways, many of which I am still unaware. And over time they became more than mentors; they became sponsors, advocates, coaches, counselors and friends. Their example continues to serve me as I aspire to match an exceptional standard for mentorship that they set Dean C. Taylor, MD, Professor of Orthopaedic Surgery, Duke University, President, American Orthopaedic Society for Sports Medicine
I believe that mentorship is vital in fostering the career and personal growth of physicians. As an early career sports medicine specialist, I received guidance on how to build my clinical practice, develop infrastructure to conduct research and most importantly how to balance it all with my personal life. With the help of my mentors, who gave their own time to share their experiences with me, I was able to effectively navigate through the challenges that young surgeons frequently encounter. Their efforts allowed me to succeed in my career development and it is paramount that we continue to support mentorship for our future generations —Alan Zhang, MD, FAAOS, FAANA, Professor In Residence, University of California, San Francisco, Medical Director, UCSF Orthopaedic Institute, Director, Hip Preservation Center Fellowship, Director, Sports Medicine & Shoulder Surgery
I was extremely fortunate to have had timely and meaningful mentorship early in my career. My mentors helped to identify several opportunities for me that really helped to open doors for my academic and professional career. Additionally, modeling the best qualities of my mentors has allowed me to successfully make the most of these opportunities and become the best possible version of myself. These relationships are invaluable and continue to benefit me even today —Lutul D Farrow MD, Executive Director of Sports Medicine, Cleveland Clinic
Sports medicine is defined by relationships and mentorship is essential to success. I have been blessed with outstanding mentors at each stage of my career that have helped me approach challenges, make connections, and effectively strategize next steps. I believe we never outgrow the need for mentors, and in-turn, should actively seek to mentor those coming behind us. —Eric Bowman MD, MPH, Assistant Professor, Vanderbilt Orthopedics, Sports Medicine
My first mentor in orthopaedics was Ed Bartlett. He was a brilliant guy and recently retired orthopaedic surgeon specialized in sports medicine. He embraced my interest in orthopaedic research and guided me through completing my first orthopaedic research project. He suggested I submit the abstract to the anterior cruciate ligament (ACL) study group. At the time I had no idea what that meant, but when the abstract was selected he insisted I present the study. He bought me a plane ticket. I presented at the meeting in Sardinia. He introduced me to so many people whose names I had only read in print. He treated me like I belonged at the meeting even though I was just a fourth year med student. It was a formative experience for me to complete a project start to finish and present it at an international meeting, and I will never forget how much he believed in me. An important part of mentorship is meaningful investment in your mentee. When you invest your time and energy in your mentee you show them that they are worth investing in and that you believe in them. – —Jocelyn Wittstein, MD, Associate Professor of Orthopedic Surgery, Duke University School of Medicine
I have been blessed in my career to have Dr Bill Levine as my mentor and champion. He has tirelessly advocated for me to be in academic settings and opportunities throughout my career. There have also been countless other people that have guided me, from residency and beyond. I still at 18 years of practice feel that I am constantly learning and growing from my mentors and have evolved into a mentor role for many. It feels good to pay it forward. – —Sara Edwards
My early career was defined by a distinct lack of mentorship on the job. I felt like I had different goals than traditional in the group and no real role models; career advancement was stalled and I was an afterthought. Through peer mentorship in the Forum, and invitations to contribute to my community from ASOSM inspirations, I was able to get perspective and confidence to take more control of my situation. It was a tremendous boost. First example, Jim Andrews introduced his youth sports injury prevention and said, ‘go out in your community and create education about this for your athletes.’ I did this through my hospital and the program grew stronger over 12 years, and gave me a role in my community as a leader. Balancing family and work was always a constant struggle and the support of the Forum was huge if not for ideas but for encouragement. – —Chris Morganti, MD, Director, Bone Health, Luminis Health
As the first female in my residency program—mentorship was paramount to my success. Having someone else believe that I was in the right place allowed me to maintain a humble confidence in order to succeed. There were many challenges—first female to share the call room, first female in the male locker room, etc—although my mentor never said the challenges would be easy—there was never any doubt that with some guidance and mentorship, I would overcome them all. – —Elizabeth Matzkin, MD, FAAOS, Chief of Women’s Sports Medicine, Mass General Brigham, Associate Professor, Harvard Medical School
Mentorship has been helping me constantly throughout training and now in practice. The time spent listening, the non-judgemental appraisal of my challenges, and the wisdom-beyond-years advise afforded to me by numerous mentors have collectively guided, shaped, and bolstered my early career in orthopedic sports medicine from the operating room, to the clinic, at the sidelines, and outside work to my family life. One of my most impactful mentors has coached, mentored, and sponsored me in my early years of practice by allowing me a space to share my perceived insurmountable challenges of operating independently fresh out of training, helping me navigate the nuances of sideline sports medicine athletic care in a unique political climate, nominating me for membership to a professional society and promoting me for additional networking/academic opportunities. It is rare to realize all these components of mentorship from a single mentor. Nonetheless, whether it is one person or multiple people, I have learned that all these aspects of mentorship—coaching, sponsoring, mentoring—are vital to cultivating the early years of an orthopedic sports medicine practice and subsequently sustaining its growth. – —Sheeba Joseph, MD, MS, Associate Professor, Department of Orthopedics, Michigan State University
Having a mentor at all stages of a career is critical for personal growth and career advancement. Early on, as a medical student, mentorship was important in helping me understand what field I wanted to pursue. As a surgeon early in my career, mentorship helped me with setting goals and advancing my career. However, I think that mentorship is critical throughout one’s career and not just early on. Currently, I have a group of friends from different careers outside of the medical field. We meet monthly to discuss successes and challenges in each other’s lives and this mentorship and friendship provides unique perspectives for my own personal growth.– —Dustin L. Richter, MD, Director, Sports Medicine Fellowship, University of New Mexico
Summary
Mentorship is a critical component of an orthopedic surgeon’s early career. Although being a mentee is most discussed as a student and trainee, the young attending surgeon is still in a formative stage of their career with much to gain from mentors. Transitioning from trainee to attending surgeon brings with it unique challenges that go beyond what is necessary to complete residency and fellowship. Reliable mentors provide security, perspective, and experience that can allow a newer surgeon to thrive in their new role. Whether this relationship focuses on discussion of specific cases and surgical approaches, or more general philosophies of practice management these relationships provide a support system for new surgeons to grow and expand their horizons more than they would individually.
Academicians with mentors are more likely to be involved in meaningful research work and teaching. Mentors from training, organizations, committees, or within the surgeon’s practice group are all valuable resources for furthering the success of young surgeons. Having a team of mentors, with different skill sets, is paramount to a young surgeon’s trajectory.
Resources for further reading
Orthopedic organizations play a crucial role in nurturing the careers of early-career attending surgeons, particularly through mentorship programs. The American Orthopedic Society for Sports Medicine (AOSSM) stands out in this aspect. It provides an array of resources and opportunities specifically designed for the nascent sports medicine surgeon. This includes the Emerging Leaders Committee, which focuses on aiding those at the start of their practice. The AOSSMs initiatives encompass a wide range of activities such as webinars tailored for early career surgeons, committee memberships, traveling fellowship applications, and grant opportunities for research. Importantly, the AOSSM also extends support to young researchers through mentoring and grants such as the Steven P. Arnoczky Young Investigator Grant. Similarly, other orthopedic organizations, such as the American Academy of Orthopedic Surgeons, the American Orthopedic Association, the Arthroscopy Association of North America, and several others, offer parallel resources aimed at supporting attending surgeons in the early stages of their careers. Additionally, groups such as the RJOS are instrumental in enhancing diversity within the field through their mentorship programs.
To further explore the concept and practice of mentorship, the authors recommend the following reading materials for additional insights.
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“Essentialism: The Disciplined Pursuit of Less” by Greg McKeown
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“Coaching, Mentorship and Leadership in Medicine: Empowering the Development of Patient-Centered Care”: Edited by Dean C. Taylor MD
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“Insights on Coaching, Mentorship, and Leadership from Business to Health Care” by Sanyin Siang, MBA
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“The Mentoring Manual: Your Step-by-Step Guide to Being a Better Mentor” by Jennifer Starr
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“The Mind of the Leader—How to Lead Yourself, Your People, and Your Organization for Extraordinary Results” by Rasmus Hougaard and Jacqueline Carter
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“Leadership for Health Professionals—Theory, Skills, and Applications” by Geral Ledlow and James Stephens
Clinics care points
Pearls:
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Mentorship is essential for navigating the complexities of a sports medicine career, enhancing both professional growth and personal development.
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A mentor’s role transcends knowledge transfer, encompassing guidance in ethical practices, patient communication, and resilience.
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Mentor–mentee relationships should evolve organically, with a focus on mutual goals, respect, and a commitment to active listening and feedback.
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Diverse roles of a mentor, including coaching and sponsorship, open doors for network expansion, research opportunities, and career advancement.
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Transitioning from a mentee to a mentor is a natural progression, allowing the sharing of learned skills and experiences with upcoming professionals.
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Pitfalls:
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Inadequate understanding of the mentor’s roles and expectations can lead to unfulfilled mentorship experiences.
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Failure to establish clear, SMART goals (specific, measurable, attainable, relevant, time-bound) can hinder the productivity of the mentor–mentee relationship.
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Overcommitment by mentees, due to an eagerness to seize opportunities, may lead to burnout and reduced quality in work.
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Misalignment of mentor–mentee goals and interests can result in a lack of effective guidance and support.
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Potential conflicts or misunderstandings in the relationship require prompt and honest communication to maintain a productive mentorship.
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