Andrology Mentor 1

Whether we realise it or not, we’ve all mentored another person at some point when they needed guidance. It could have been a friend growing up, a staff member new to your workplace, or perhaps, in our ever-changing technological world, a colleague much older than you. All that is required to be an effective mentor is relevant experience and the trust of your peers, particularly your mentee, to pass on that knowledge.

I did not volunteer to be a mentor for ARCS as a subject matter expert. Whilst I bring a great deal of expertise in Andrology, the mentor-mentee relationship often succeeds because of the pastoral and professional support we provide. Mentors are there for well-being, to signpost to other resources, and to offer a non-judgemental ear, that is outside your normal working environment. This external perspective is crucial for providing objective advice on tricky professional situations – and ensures I remain sharp and up-to-date on the latest guidance and best practice.

I’ve had the pleasure of mentoring a handful of mentees over the years, and these interactions have varied greatly. Specific logbook trainees are often based in labs where semen analysis is an ‘add-on’ to pathology, cytology, or microbiology. Having ready access to an experienced, dedicated fertility scientist outside of their immediate team is invaluable for technical guidance and clinical context.

STP students, on the other hand, already have access to a wealth of resources, including colleagues within their training lab, university sessions, forums on the ARCS website, and cohort groups. The trouble can often be navigating this overwhelming volume of information. This is where a mentor comes in; they can help you sift through and be an external voice to help you plan, prioritise, and focus your effort. I focus on helping them develop critical thinking skills necessary for quality management and interpreting clinical data, rather than just reciting facts. Mentoring across different clinical sites has also broadened my awareness of the varied operational models across the reproductive science landscape.

As you move into leadership or management, it can also be a huge benefit to have someone to run ideas past, even if they are outside of your particular field. I have found great satisfaction in watching past mentees move into senior roles, feeling like I have offered a small piece of guidance at a crucial point. In addition, guiding others through professional hurdles has tangibly improved my own leadership and coaching skills.

The biggest insight I’ve gained is the power of simply listening. Often the mentee knows just what to do; the mentor is simply there to listen and reflect on what they’re being told, giving them the space and validation to reach their own conclusion.

The range of interaction is surprising: some mentees lean in for regular contact, while others approach their mentor for the very first time at a conference after months of email exchange, and both approaches are perfectly fine. It is a privilege to be part of the ARCS community that supports this vital professional connection.