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towards a programme where these are filled.” She explains that there is a stringent application process in which practitioners need to prove that they meet the relevant competencies to become a mentor, “You need to show how many procedures you’ve done, how many complications you’ve managed, what the outcomes were, the clinical pathway used; you’ve got to have a very good audit trail to become an accredited mentor.” While this is one option specifically for BACN members, Wales acknowledges that mentoring doesn’t necessarily need to involve such a formal process. He says, “I think one of the most important things is for the mentor and the mentee to agree ways of working together when they start. You ideally want to have a terms of reference document, which addresses what you both hope to get out of the arrangement and how you will measure its effectiveness.” Turner Traill notes that her early experience of mentorship was very informal but ‘invaluable’ to her development as it enabled her to observe numerous specialist treatments and techniques. She explains, “I worked with a maxillofacial surgeon who I would go and watch in theatre whenever I could.” Establishing a successful working relationship As Wales mentioned previously, discussing the goals of both the mentee and mentor is imperative to a successful relationship. “As much that can be agreed upfront the better,” he says, noting, that some people will have very specific ideas in mind in terms of time frames and work processes, while others may be very relaxed and happy to adapt to each situation as it comes. “I’ve known mentors and mentees who’ve
Aesthetics
worked together for more than three years – they may not see much of each other but they know that there’s somebody there at the end of the phone or to spend time with when necessary,” he says. Turner Traill agrees, explaining, “Mentoring can be an ongoing process because learning should be ongoing. Practicalities can change; for example, you may agree to mentor someone for two full days in clinic but you identify, as you go on, that their goals aren’t quite being met. As the mentee is critically evaluating their performance as well, they will often agree that perhaps they need longer.” The biggest obstacle of mentoring is time, says Turner Traill, with Wales agreeing that finding diary space can be hard. However, they note that with careful planning, this can of course be overcome. Wales also highlights the importance managing a mentee’s expectations, “You could spend three months with Richard Branson, but that doesn’t mean that after three months you’re going to come away with the same success as Richard Branson.” He explains, “You’re likely to pick up some useful skills but it’s important to highlight that no matter how much you admire someone, they’re not you and you’re not them. You can get some great ideas, tips and techniques, but you’ve got to find a way of making them work for you.” Turner Traill concludes by emphasising the value of mentoring to everyone involved, “Everyone’s got something they can bring to it. Every day’s a school day – you can always learn from somebody.” REFERENCES 1. Royal College of Nursing, Mentorship (UK: RCN, 2008) <https://www.rcn.org.uk/library/subjectguides/mentorship>
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Reproduced from Aesthetics | Volume 4/Issue 11 - October 2017