Category: Blogs

In our last post, we noted the disproportionately high rate of teen pregnancy in the Latino population. According to the latest data gathered in 2013 approximately 1 in 3 Latina teens had one pregnancy before the age of 20. This is one and a half times the national teen pregnancy rate across races.[1]  This raises questions about what is uniquely happening in this population and how can healthcare providers begin to address the issue.

 Many in healthcare recognize access to affordable healthcare as a cornerstone issue. The 2010 census found that 28.2% of the 50.5 million Hispanics in the U.S. live in poverty. Many low-income families live in areas that are either rural and lack healthcare clinics or densely populated areas that lack enough specialist to go around. Lack of transportation to available providers is also a significant barrier[2].

For low income populations, telehealth, which includes both provider education and clinical care, can bring significant change in education and access to care.  In July 2015, the American Academy of Pediatrics (AAP) released a policy statement about the use of telemedicine to “improve access to care, provide more patient- and family-centered care, increase efficiencies in practice, enhance the quality of care, and address projected shortages in the clinical workforce”[3].

Telemedicine uses telecommunications technology to deliver health services to patients who live in remote areas and to facilitate information exchange between medical providers and patients, as well as between medical providers. This technology can include video conferencing from the privacy of a patient’s home, receiving medical services over the phone or internet, and by using technology in remote areas so a medical provider can be virtually present in the room.

Telehealth services have also been seen to combat barriers especially present in teen populations such as fear of embarrassment and transportation difficulties[4].  As higher risk teens become more educated about how their bodies work, the risks of pregnancy, prenatal care, and birth control planning, we hope to see a marked decrease in teen pregnancy.

Telemedicine has the potential to bring real change to the healthcare industry for teen patients, providers, and the community at large. This is a fascinating frontier, join us next month as we expand on the impact the new technologies and policy shifts can bring.

[1] Curtin, S. C., Abma, J. C., & Henshaw, S. K. (2016, December). https://www.cdc.gov/nchs/data/databriefs/db136.htm. Retrieved from cdc.gov: http://www.cdc.gov
[2] Hispanic Health. (2010). http://hispanichealth.weebly.com/barriers-to-health-care-for-hispanics.html. Retrieved from Weebly: http://hispanichealth.weebly.com/
[3] American Academy of Pediatrics. (2015, June). http://pediatrics.aappublications.org/content/early/2015/06/23/peds.2015-1253. Retrieved from AAP News and Journals Gateway: http://pediatrics.aappublications.org
[4] Brakman, A., Ellsworth, T. R., & Gold, M. (2017, June 1). https://www.ahcmedia.com/articles/140636-telehealth-improves-access-to-reproductive-health-education-and-services-for-rural-adolescents. Retrieved from ACH Media: https://www.ahcmedia.com/

Happy New Year friends! If you’re anything like us, the beginning of a new year fills you with excitement, anticipation, and the sudden urge to organize everything. It also brings up that age-old question about resolutions…

Resolutions are goals that are often personal in nature—changing up what you eat, increasing how often you exercise, mastering a new language, etc. But what about your professional life? You spend so much time at work and so much energy building your career that your professional life can also benefit from its share of annual reflection.

With that idea in mind, we’ve put together a 6-step guide to help you set (and keep!) professional goals. We call them the 6 Vowels of Goal Setting.

1.     A – Analyze the Past

At the start of a new year, it’s easy to look ahead. But it can be more productive to look backward first, especially when it comes to goal-setting. Don’t limit yourself to just the last year either! Consider your entire professional career or go back to your college days to see what goals you set for yourself and how you performed in meeting them. Now, look at those goals in light of today. What was important about them then, and is that still true today? Do they still align with your career path, or have you pivoted? How have industry changes affected your goals?

As you look back, take special care to identify past successes – celebrate them now by remembering how you felt and why that particular achievement fulfilled you. Now take that feeling into this goal-setting exercise as motivation!

2.     E – Evaluate Your Present Values 

Now that you know what the past holds, let’s take a look at the present. What was important to you in previous years may not be important to you now. Your values may have changed, and therefore your goals should too.

*Quick note: While we’re focusing on setting professional goals, let’s remember that values are very personal. Your professional life is impacted by your personal life, and vice-versa, so it’s totally okay to have some crossover here.

You can identify your present values by asking yourself some questions like:

·       What do I enjoy or despise doing? Ex: “I don’t like attending meetings”

·       What do I want more or less of? Ex: “I want more time with family” 

·       What do I want to do more or less of? Ex: “I want to do more volunteering”

Look at those answers and start to think about how your new goal could help you live the way you want to live today. You don’t like meetings? Applying for the open management position may not be a good fit. Do you want more time with your family? Perhaps a remote position or finding a workplace closer to home would interest you. Do you want to do more volunteering? Think about working for a company that aligns with that service-based mentality or finding a part-time position.

Obviously, these are just examples, and your specific values may not be clear immediately. Give yourself the space to think about these questions and allow clarity enough time to surface. If you feel stuck, try a visualization exercise — there are so many techniques to choose from!

3.     I – Identify the Facts

You’ve done a lot of self-reflection and soul-searching. That’s awesome. Now it’s time to see what facts you can dig up. It’s easier to work in alignment with your natural strengths than to work against your natural weaknesses, so you need to identify them. You can do that with online tests like StrengthsFinder, or a free alternative. You can also register for a free Cloverleaf account if you’d like to try a variety of assessments specifically for the workplace.

You can also have a discussion with a manager or mentor. Ask them about their perceptions of your work and strengths. What are the tasks they hand over to you without a second thought? What are you known for around the office? What specific skills or expertise do others turn to you for? The answers to these questions will help you identify the things you are already good at.

4.     O – Outline Your Goals

Whew! If you’ve taken the time to really dive deep into the first three steps, give yourself a pat on the back. Now grab something to write or type with, and let’s use the SMART goal setting system to take all that knowledge and craft a new goal.

You’ve probably heard of SMART goals before. SMART goals are specific, measurable, achievable, relevant, and time-bound. Let’s review each section:

·       Specific: What are you aiming to achieve? Vague goals will only frustrate you. Be as specific as possible so that you know exactly what you’re aiming for.

·       Measurable: What will you measure so that you know whether or not you have achieved your goal? If a goal is unmeasurable, it is likely too vague.

·       Achievable: Can you accomplish this goal? Your goal should be ambitious, but realistically doable.

·       Relevant: Why is the goal important to you? Your goal should align with the information you gathered in the previous steps, especially your values.

·       Time-bound: How long do you have to complete this goal? Setting a deadline will motivate you and help with the prioritization of your goal.

Okay, that’s a lot of info. Let’s do a quick example just to get the inspiration really flowing. Let’s say you love your workplace and the team you’re working with, and your goal is to be a really great teammate to them in return. Your goal might go something like this:

·       Specific: I will provide regular encouragement to my teammates.

·       Measurable: To encourage my teammates, I will supply at least one kudo every week for the teamwide conference call.

·       Achievable: I can supply kudos through the online form, which is quick, easy, and accessible wherever I have an internet connection.

·       Relevant: A healthy atmosphere at work is important to me, and without it, I would have to search for a different job. I love my job, so I will do my part to keep the culture positive.

·       Time-bound: I have until the end of the year to submit a minimum of 52 kudos (one per week)

Hopefully, that is helpful to you in how to set goals, and what those goals should look like according to the SMART system. If you’re still struggling with what goals to set, check out this list from Top Resume and be sure to explore all the links provided—many of them include ideas for workplace goals. You might also scan these tips on looking for goals that go beyond your own desk.

If you’re looking for an easy place to start, some of the most common workplace goals are learning a new skill or achieving a certification. That’s why BB Imaging’s benefits include coverage of conference and certification fees, educational reimbursements, and professional development perks!

5.     U – Understand What’s Working

You did it! You’ve created a shiny new goal. Before you set out on your journey to accomplish it, here are a couple of tips for success to help along the way.

First, remember to track your progress. Measure what you said you were going to measure so that you know how you’re doing! This doesn’t have to be difficult. Whether it’s a checkbox system, an app, a repeating task in your calendar, or something else, use the tools at your disposal to help remind you and keep you focused.

Second, it’s okay to stop and reevaluate. Your values and circumstances may change during the year, and if that means you want to adjust your goal or change your goal altogether, that’s okay. Don’t count it as a failure, count it as a success in being self-aware.

And third, if you’re struggling to maintain focus and motivation, feel free to engage others to support and help you along the way. Friends, family, and coworkers can provide accountability and a little extra motivation to help you see it through. If you’re really serious about a big goal, you might consider hiring a credentialed coach who can help you get there.

6.     And sometimes Y – You Can Fail

Yes, you can fail to meet your goals, and it really is okay! In his book Rich Dad Poor Dad, author Robert Kiyosaki makes a powerful statement: “Successful people don’t fear failure but understand that it is necessary to learn and grow from.”

So set your goals. Try your best to meet them. And if you fail, count it as a learning experience, reevaluate, and try again! As you do, celebrate even the smallest of victories, avoid the comparison trap, and remember every failure just makes you stronger, smarter, and more resilient.

You made it! We hope this guide is helpful and we’d love to know what professional goal you set for 2022!

For years, BB Imaging has had a multi-regional dispersed team as well as fully remote team members. So, using digital communication to keep our team connected, productive, and happy is a skill we’ve honed over time. Today, we use six digital communication channels for internal communication, and we’d love to share the best practices we’ve learned for each.

Instant Messaging and Chat

Instant messages (IM) and chat features are a great way to ask quick questions, celebrate the small things, and share personal information with coworkers to build community. Utilizing different channels for different types of information is key. IM and chat messages are typically informal in tone and can include abbreviations and acronyms, pictures and gifs, and emojis (all work-appropriate, of course!).

BB Imaging utilizes Microsoft Teams and Yammer. Microsoft Teams is where we quickly collaborate on projects, while Yammer is for fun content like birthday announcements and sharing pet pictures.

Instant Messaging and Chat Tips:

1. DO minimize notifications for others through direct messages and choosing the right channel.

2. DO keep messages short.

3. DO remember to share pertinent screenshots and links.

4. DO respect status indicators.

5. DO have channels dedicated to non-work topics to build camaraderie and community.

6. DON’T spam others with a lot of messages at once or send repeat messages.

Emails

Emails are great for longer questions, especially if you need to provide context information or several attachments and links. They are also a great way to collaborate cross-departmentally so that everything stays open and available in the same email thread. They are much more formal in their tone, and pictures, gifs, and emojis are typically less welcome, especially if the email host has a hard time processing them or they get stuck in a security filter.

BB Imaging uses email internally for longer discussions that need to include multiple departments, as well as project feedback and reviews.

Email Tips:

1. DO follow the expected format by using subject lines and signatures.

2. DO proofread for spelling, grammar, and a professional tone.

3. DO use abbreviations and shorthand sparingly.

4. DO use forwarding and reply all features appropriately.

5. DO double-check relevant attachments and links.

6. DON’T forget to set automatic OOO messages when you’re unavailable.

Video Conferencing

As a dispersed and remote team, video conferencing is one of our favorite communication channels. It’s a great way to build rapport and stay connected. Video conferencing is a great tool for lengthy discussions, complex or sensitive messages, and sharing team- or company-wide kudos and achievements. Depending on the type of call, video conferencing can be either formal or informal in its tone, and the use of an integrated chat feature can add fun and function if a lot of people are on the call.

We use Microsoft Teams for weekly town halls, project kickoffs, brainstorming and workshopping, and team stand-ups.

Video Conferencing Tips:

1. DO have an agenda.

2. DO find a quiet location for your call.

3. DO speak loudly and clearly.

4. DO respect schedules and stay within the meeting duration.

5. DO maintain eye contact and engage in the conversation—even if only through chat.

6. DON’T keep your microphone on if you aren’t speaking.

Project Management Tools

Like everyone else, we are busy people and typically have a lot of projects to keep up with at once. Project management tools make it easy for teams to share progress, assign and prioritize tasks, and set deadlines. This type of communication can be informal but is guided by formal processes. For instance, teams might use shorthand and abbreviations among themselves, but communicating a project status change or checking off tasks is usually a formal action or indication within the program.

At BB Imaging, we use Airtable and Basecamp to formally intake projects and tracking, task assignment, and deadline setting.

Project Management Tool Tips:

1. DO implement a project intake process.

2. DO take advantage of deadline and prioritization features.

3. DO assign specific tasks to specific people.

4. DO update project status regularly.

5. DO train new team members on how you use your project management tool.

6. DON’T be wishy-washy about enforcing its use—strict adherence makes it easier for everyone!

Internal Newsletter

Internal newsletters are a great communication tool that can build community, strengthen culture, and provide value to team members. This is a great spot for company-wide announcements and celebrations, event reminders, and internal campaigns. Newsletters should be formal in tone, but that doesn’t mean stuffy! Your brand voice should still ring true in your internal-facing newsletter.

We use our internal newsletter to make announcements, share fun campaigns like our Active August challenge, and always wrap up with a word of encouragement and thanks to team members.

Internal Newsletter Tips:

1. DO brand it.

2. DO keep it concise.

3. DO feature your team members.

4. DO make it a fun read.

5. DO be consistent in cadence and content types.

6. DON’T share information that isn’t directly relevant and applicable.

Feedback Forum

This is a powerful tool for internal communication. We all know that bringing up concerns or making suggestions can feel daunting. The key is to make it easy with a feedback forum. It’s a great way to transparently handle company-wide concerns and show how much you value team member feedback. Team members should feel free to adopt informal tones and share what may be bothering them without fear of retribution of any kind. This should be a very safe place.

BB Imaging houses an anonymous suggestion box on our intranet to collect suggestions and concerns from anyone at any time.

Feedback Forum Tips:

1. DO make it easily accessible.

2. DO respond with kindness and respect.

3. DO respond quickly.

4. DO be transparent with a company-wide response.

5. DO publicly delegate who will be taking the next steps, if necessary.

6. DON’T brush off the responsibility to respond.

We hope those tips are helpful and would love to hear from you! What’s your favorite digital communication tool to use? What tips can you share with us?

Stay tuned next month for more on effective communication where we’ll be focusing on in-clinic tips.

With its ever-expanding population, unique geographical challenges and shortage of physicians, Texas has some glaring issues with its healthcare system. One note-worthy challenge is that Texas has a surprisingly large population of women whose healthcare needs fall through the cracks.

According to the Texas Medical Association, nearly 60% of women in Texas lack health insurance. About 700,000 of these women lack care because of the “coverage gap”. This gap includes those who earn too much for Medicaid but too little to qualify for subsidies to help buy private insurance. Without coverage, these women forego needed care, particularly preventative care. Texas has programs to serve as a safety net for this population include the Expanded Primary Health Care program (EPHC). However, the programs only have capacity to serve about a quarter of the women who qualify. In addition to underserving women in general, Texas has a large teen pregnancy problem with one of the highest rates nationwide at 34.6%[1]. The statistics bring even more questions to light when we take a moment to look at these stats by ethnicity.

Teen pregnancy across every ethnicity is lower in Texas than the US average; except for pregnancy among Hispanic teens.  A whopping 65% of teen pregnancies in Texas belong to Hispanic girls. The national average is 35%. Why does Texas have nearly double the US average of Hispanic teen pregnancies? One might suppose that Texas has a proportionally larger Hispanic population therefore the average rate of just about anything will be higher. However, California and Arizona have large Hispanic populations as well and their teen birth rates for the population are 34%[2] and 40%[3] respectively. The only state with a higher Hispanic teen pregnancy rate is New Mexico with an overall Hispanic population of 42%[4] and a 70% teen pregnancy rate[5].

This begs the question, what does this mean for long term cultural and socio-economic impacts on the state.   What can we do as individuals and healthcare providers to help move the needle for underserved or underinsured populations.  What are the contributing factors in Texas and what are some possible solutions? Join us in our next issue when we explore some of the possibilities including the use of telemedicine, and other innovations in healthcare, to start addressing women’s health one person at a time.

[1] Center for Disease Control. (2015). Health, United States 2015. Retrieved from Center for Disease Control and Prevention: https://www.cdc.gov/nchs/data/hus/hus15.pdf

[2] Lucile Packard Foundation for Children’s Health. (2013). Kidsdata.org Data by Demographic Group. Retrieved from kidsdata.org: kidsdata.org

[3] Healthy Communities Institute and the Arizona Department of Health Services. (2017). Arizona Health Matters Community Data. Retrieved from Arizona Health Matters: www.arizonahealthmatters.org/

[4] Census Bureau. (2016, July 1). Quick Facts. Retrieved from United States Census Bureau Quick Facts: https://www.census.gov/quickfacts/

[5] New Mexico Department of Health. (2017). New Mexico’s Indicator-Based Information System – Explore Datasets. Retrieved from New Mexico’s Indicator-Based Information System: https://ibis.health.state.nm.us/

Last month, we talked about internal communication methods and best practices. If you missed it, be sure to check it out here!

This month, we’re moving on to communication within a clinical setting. Your communication skills can mean the difference between a positive patient experience and a negative one, so we’re sharing our four top tips for in-office patient communication.

1. Make Patients Comfortable

While you feel at ease in your familiar place of work, the patient is in a foreign environment. Try to make them as comfortable as possible so that you can conduct the exam without hindrance.

Show them where the restroom is and offer them a chance to use it before the exam (if applicable). Let them know what level of dress is needed for the exam and how they can change privately. Then either let them know how to position themselves on the table or if you will be back in to help them get positioned for the exam.

The next step is icebreakers. Icebreakers are easy if you need to ask about something in the patient’s chart. If their chart is clear, ask something family-related. For instance, at an OB exam, ask if this will be the first grandbaby. Questions like these serve a dual purpose. Chatting puts a patient at ease while you gain information about prior pregnancies or family history. You’d be surprised what comes up in casual conversation that people leave out of their paperwork!

If the patient is more private or closed off, switch to a topic you could talk about all day: ultrasound. In a recent article for Cassling, former sonographer Jennifer Ott says, “I’ve found that most patients, especially first-time patients unaccustomed to an ultrasound, are fascinated to hear about how the ultrasound system works, the purpose of capturing an image from multiple angles, the reasoning behind the sequence you’ve selected and even the inner workings of the ultrasound system and transducer.”

Showing your openness to communication can make patients more cooperative and more open to communicating in turn. As patients communicate with you, practice active listening and be attentive to feedback—especially nonverbal cues. Grimacing, flinching, fidgeting, or sudden silence when the patient was chatty are all signs of discomfort.

2. Set Patient Expectations

One big way to make patients comfortable is to communicate expectations early and as you go.

Communicate expectations early by summarizing the exam you’ll be performing and answering patient questions. In her recent article in Vein Magazine, Julie Cardoso, RDCS, RVT, RPhS, says, “Patients are not always briefed and, even when they are, may not understand the healthcare lingo. Patients will often come into the imaging lab unaware of which exam is going to be performed or what it entails. Sometimes, they are under the impression that their appointment only entailed speaking with the physician. A patient who has recently received a peripheral arterial exam and is now receiving a peripheral venous ultrasound might be perplexed as to why they are ‘having this exam done all over again.’” To alleviate the confusion, she recommends taking time to explain the modality, duration, and purpose of the exam in clear, concise terms before beginning.

It’s best practice to continue communicating throughout the exam. Give the patient a heads-up before reapplying cold gel, changing the pressure or position of the transducer, or moving them. If your level of communication needs to change, set patient expectations again by kindly asking them to hold their questions or wait for your response. Explain you’re focusing on something, and you’ll be happy to answer them in just a moment.

Side note: OB sonographers often have to also set expectations regarding photos and video during the exam. If your clinic doesn’t allow these, we recommend setting these expectations before the exam as well. Acknowledge the policy you’re bound to keep, validate the patient’s disappointment, and make sure they know they’ll be taken care of. For example, “I know the policy is unfortunate. The doctor just doesn’t want anything documented or recorded prior to them reviewing the images. I will make sure that I get you some pictures though!”

3. Handle Exam Findings

We know sonographers are in a tough spot when it comes to answering direct questions about exam findings. It isn’t in your job description to diagnose or reveal results, but deflecting these questions can be difficult, especially if you can plainly see the exam results.

We recommend clarifying your role before you begin the exam with a statement like, “I’m going to take the images, but I won’t be able to tell you if things are normal or not. Your physician will review the images and communicate the results to you after the exam.” We want to stress that it is best practice to communicate this prior to the exam. Waiting to clarify this until a patient asks a question can give the impression that you’re dodging their question because you’ve visualized an abnormality.

Regardless of how well you try to set expectations, though, patients will likely still ask questions about their results. We recommend being honest in your responses and adopting a neutral or positive tone. Something like, “I’ve taken a lot of images today. We’ll have to review them all carefully before your doctor can provide results,” is neutral in tone and lets the patient know what to expect next. If the patient asks a question you don’t know the answer to be honest and positive in your response. You can say something like, “I don’t know the answer, but I think your referring physician will.” Sometimes you diffuse patients who keep asking questions with a humorous comment like, “I don’t get paid enough for that” or “You’re going to get me fired!”

Another way to minimize questions is by keeping your composure throughout the entire exam. Regardless of what you see on the screen, keep up your end of the conversation and maintain a positive and helpful demeanor. If that feels dishonest to you, remember you’re keeping the patient from becoming unnecessarily anxious or worried. The physician will be able to diagnose and answer all their questions or provide treatment options.

4. Manage Non-Positive Patient Emotions

There may be times when you interact with patients who aren’t feeling positive about their visit or are having a bad day. The range of negative attitudes and outlooks patients can bring in with them varies greatly. Some patients may want to cooperate, but anxiety over their health or fear of healthcare facilities are impairing their communication. Other patients may exhibit irritability, impatience, and anger, making them act argumentative or frustrated. Some can become unreasonable.

Your goal is to allow patients to express negative emotions without reacting in a way that impedes your communication and your ability to perform the exam. Maintaining your composure, allowing the patient to speak their mind, and responding with positivity are often enough to get you through an exam. Speak with confidence and provide frequent instruction. Cardoso adds, “Encountering authority gives the patient a sense that the situation is under control and can be resolved.”

In a worst-case scenario, patients may make inappropriate remarks or actions that leave you feeling uncomfortable, distracted, degraded, or even threatened. The first step is to verbally set boundaries and ask them to remain respectful throughout the rest of the exam. If they don’t respond to your request, you can end the exam early and address the issue with your supervisor.

Side note: As much as you can, try to identify whether cultural or language barriers are at play. A patient who seems uncooperative may need some additional accommodation and empathy.

BONUS! Accommodate Physician Preferences

Once the patient exam is over, your communication skills will be put to the test again when you communicate findings to the physician. Physician communication styles vary widely, so it can take some time to discern how a physician prefers to communicate. Some like sticky notes with bullet points and no pleasantries. Some like hearing “good morning” every day. Feel free to ask them about their communication style. The sooner you understand their preferences, the sooner you can help them be most efficient and effective.

That’s it from us! Do you have any clinical communication tips to add? Drop them in the comments below.

Graduation season will soon be in full swing, and the Class of 2022 will be entering the workforce. It’s a great time to build relationships and take on new roles. One relationship we want you to consider? Mentorship. Mentorship offers opportunities that benefit both mentors and mentees, their workplaces, their patients, and the healthcare field in general.

But first, let’s get a definition…

Defining Mentorship

Mentorship can take many forms, but in essence, mentorship is the pairing of a junior professional with a seasoned pro to meet a goal. Mentorship goals vary, but some common ones are moving to a senior position, obtaining additional training and certifications, or gaining confidence in a new workplace.

How each mentorship pursues its goal also varies considerably, and it’s up to each pairing to determine what works best for them. Formal mentorship has a specific plan and timeline. This requires prep work, meeting deadlines, and scheduling check-ins to determine progress and discuss challenges. Informal mentorship, on the other hand, doesn’t have a set plan. It often occurs serendipitously when a young professional returns to the same senior for advice and feedback, or when a senior professional chooses to take a junior under their wing to ensure they make progress.

All mentorships, regardless of their formality, are distinctly different from shadowing relationships. The key difference? Shadowing is an observation-only role. Mentorship requires participation.

Benefits of Mentorship

People involved in mentorships experience a high level of personal fulfillment. They also report the mentoring relationship builds character, challenges their comfort levels, and creates lasting connections. Mentorship is so valuable that young professionals who take on the mentee role will often continue the cycle and become mentors later in their careers.

For mentees, mentorship fosters personal insights and can inspire them to pursue education paths they hadn’t previously considered. Mentorship is also a grounding experience, especially for young professionals. The time after graduation can feel frantic and entering a career can be daunting. Having a mentor fosters professional stability and confidence.

On the other hand, taking on a mentee forces mentors to draw on their depth of experience and reframe their knowledge for a junior. This process hones their communication skills and gives them practice in servant leadership. Since mentors need to model best practices, they also often do a better job of remaining updated on recent research and policy shifts.

If those aren’t enough reasons to encourage and engage in mentorship, consider the impact it has on workplaces. Mentorship can decrease turnover rates by setting clear expectations, increasing training opportunities, and building confidence in new hires. It causes partnerships to develop within the department and leads to greater diversity when minority young professionals choose a sonography career or specialty because a mentor similar to them encouraged their development. Diversity among sonography experts also adds value to the entire healthcare community and fosters interdisciplinary knowledge-sharing.

Advice to Mentors

Now that we know what mentorship is and all the benefits it can provide, let’s discuss some suggestions for each role. Openness and communication are the keys to the game. Our recommendations for mentors include:

• Demonstrate an openness to questions by frequently questioning your mentee. Give them casual pop quizzes to build their confidence and memory. Ask about their comfort level with different aspects of the job and different exam types.

• Be honest and human. Open up about your mess-ups, good advice you’ve received, and interesting cases you’ve seen.

• Communicate to your mentee that they are a trusted member of the team. No micromanaging or helicopter mentoring allowed! Mentees grow best under a watchful eye, not a heavy hand.

We know some people will struggle with how abstract this relationship feels. If that is the case, consider using a method focused on responsibilities and duties. For example, one of a sonographer’s responsibilities is to conduct ultrasound exams. The job duties that affect this responsibility include operating sonographic equipment, troubleshooting transducer positions, and educating patients. Ask your mentee about each duty and use their responses as indicators of where more guidance is needed.

Advice to Mentees

Our keys to a valuable mentorship are openness and communication. For mentees, that means focusing on taking ownership of their learning journey:

• Ask questions. Do not guess.

• Request feedback if your mentor doesn’t provide it.

• Help your mentor out by identifying areas where you want more practice.

• Never stop learning!

And remember, even if a mentor doesn’t approach you, you can initiate the relationship. Start by making a list of goals. Good examples include building confidence, working with color Doppler, moving from 2D to 3D ultrasound, or decreasing time per scan. Then identify potential mentors and schedule time to meet up with them. Discuss your list of goals and ask them if they have time to provide feedback and advice. Don’t take rejection personally. If they refuse, just move on to the next candidate on your list.

If you’re stuck and don’t know where to turn, you can always learn from our mentors! We publish free webinars every month that you can complete at your convenience.

What’s Your Mentorship Story?

Whichever role you are most fit for, we hope you will consider pursuing a meaningful mentorship in the coming months.

Do you have any advice or want to share your mentorship story? Tell us in the comments!