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What You Need to Know About Mentoring Doctors

Dermatology TimesDermatology Times, February 2022 (Vol. 43. No. 2)
Volume 43
Issue 2
Pages: 3

Defining the goals of the mentoring relationship can be useful to clarify expectations.

Being a mentor to other doctors is one of the responsibilities that you may hold at various points in your career. Most doctors have had one or more informal mentors, but few have had a prescribed or long-term mentor who has been a consistent guide for many years. There has been an increase in formal mentoring courses for physicians, and sometimes physician mentoring is structured as a systematized process.

Many hospitals have adopted programs for physician mentorship, pairing up senior physicians with junior-level doctors. And professional physician coaches offer programs as well. If you are considering mentoring other physicians, it’s helpful to clarify what type of guidance you intend to provide and to communicate your availability to your mentee, whether you are participating in a formal program or providing informal guidance.


Physicians may look to mentors for a variety of needs. For example, you might have a skill set or you may have reached a position other doctors would like to achieve. It’s important to recognize your own strengths and to use these strengths to provide guidance in the area you are familiar with.

Defining the goals of the mentoring relationship can be useful to clarify expectations. If you will spend time guiding a medical student, resident or junior physician, you might be happy to do so casually as they navigate their new role. Or you might consider it worth the effort only if they will move forward to progress in a specific way. Knowing your own style will help you determine what type of mentoring you are capable of. And if goal setting is important to you as a mentor, then be clear about your expectations and provide the junior physician you are mentoring with next steps you expect them to take before your next meeting.


Another important aspect of setting expectations involves the frequency of your meetings. With an informal mentoring process, you might not necessarily feel the need to provide a set structure. One drawback of this approach is that the physician you are mentoring might hesitate to contact you—or could end up contacting you more than you would like. Finding a common ground for the frequency and formality of your meetings can be helpful.

If you will be checking in and getting updates on their progress, it can be a good idea to schedule your next meeting and to agree on the frequency and intervals of your meetings. This can help you define your own responsibilities and help the junior physician understand what they should expect from you.


Mentoring another doctor can be a process that lasts for years, but sometimes it isn’t possible to continue mentoring someone after they have reached an advanced level in their career. You might not be equipped to guide someone beyond a particular goal post that is your niche. After they have reached a given point, you may become more of a peer than a mentor, and you may remain friends for the long term.


Mentoring other physicians can feel flattering, but it’s best to acknowledge when you aren’t the right person to deliver what a potential mentee needs. If a young doctor looking to you for guidance is highly ambitious, it’s important that they aren’t under the impression that you are more successful than you actually are. And if a young doctor is looking for moral support, you might be able to provide that type of encouragement only if you are a deeply confident person yourself.

If you are feeling overwhelmed or intimidated in your job as a physician, consider whether it is the right time for you to take someone else under your wing. As they say on airplanes, put on your own oxygen mask before you help someone else with theirs. Sometimes bowing out of a responsibility that you can’t carry out is the most fair and honest thing to do.

This was originally posted by our sister publication Medical Economics.

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