American Association of Healthcare Executives

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Approved by the Board of Governors Dec. 9, 2024.

Statement of the Issue

The future of healthcare management rests in large measure with those entering the field and those who aspire to new and greater healthcare leadership opportunities. While on-the-job experience and continuing education are critical elements for preparing tomorrow's leaders, the value of mentoring cannot be overstated. Growing through mentoring relationships and interactions with leaders from different generations are important factors in a mentee's lifelong learning process. In turn, by sharing their wisdom, insights and experiences, mentors give back to the profession while deriving the personal satisfaction that comes from helping others realize their potential. For the organization, mentorships can lead to the development of leadership talent, stronger succession plans, more engaged and empowered employees, and a generation of new ideas and programs to grow and transform the healthcare profession.

Policy Position

The American College of Healthcare Executives believes healthcare leaders have a professional obligation to mentor those entering the field (students, early careerists and those newer to healthcare leadership roles), mid-careerists preparing to lead the healthcare systems of tomorrow and senior executives preparing to move into larger or more complex organizations.

Experienced healthcare executives can provide guidance and assistance to others in many ways by:

• Being an inclusive mentor who empowers people from all backgrounds with the guidance and encouragement they need to succeed in healthcare management.
• Giving career development advice, such as detailing required competencies for success at particular career stages, to those interested in pursuing a career in healthcare management or advancing in their careers.
• Offering externships, internships, residencies and postgraduate fellowships to students and early careerists.
• Providing career-planning guidance and insights while serving as a guest lecturer at a college or university, or as a presenter at an ACHE chapter program.
• Participating in established mentoring programs such as ACHE's Leadership Mentoring Network and chapter mentoring programs to assist members at all levels.
• Viewing mentoring as an important leadership skill and using available resources to enhance this competency.
• Promoting mentoring opportunities that encourages mentoring of early, mid- and senior careerists wherever possible.
• Helping mentees develop clear expectations about their role so they will actively contribute to the mentoring relationship.
• Identifying top talented people within the organization to develop mentoring relationships and establishing a program to mentor new leaders.
• Encouraging the development of mentoring opportunities in culturally diverse, cross-generational and group settings as well as among people of different genders, races and ethnicities.
• Motivating other experienced healthcare leaders to engage in mentoring relationships and foster a culture of lifelong learning.
• Keeping abreast of changes in mentoring philosophies and techniques to ensure continued effectiveness as a mentor.
• Encouraging mentoring opportunities for military and civil servants transitioning to civilian healthcare settings.

By providing guidance and engaging in mentoring relationships, healthcare leaders can benefit their organizations, contribute to the future of the profession and gain the personal gratification of helping less experienced individuals grow professionally.

Policy created: November 1994
Policy updated: December 2024