Jeff was 16 when he learned about the emergency services through his uncle who was also a firefighter. Jeff was fascinated by the stories of the emergency services and was eager to get involved. He obtained his first responder certification and joined the local rescue service. As he started getting some practical experience, a veteran firefighter/EMT offered Jeff support and encouragement as he learned the "ropes." After a year Jeff became a firefighter and an EMT. He subsequently obtained advanced certifications and became a paramedic. While working as a paramedic, Jeff pursued a bachelor's degree. During this time he became close friends with his paramedic partner. They shared stories and offered advice to each other over the months to follow.

After Jeff completed his bachelor's degree he was promoted to shift supervisor and assumed responsibility for 20 EMTs and paramedics. Later Jeff was promoted to the director position of a high call volume ALS service. His original paramedic partner became an operations manager in a neighboring system. Today they still keep in touch and meet on a regular basis to discuss life and careers.

The previous example of an individual who began their career in the emergency services at the ground level and progressed through the ranks is not uncommon. Jeff worked diligently from day one to accomplish his professional goals. He gained field experience, obtained numerous certifications, and pursued a degree. He also had an added bonus - "behind the scenes" assistance in the form of mentors.

Mentors. This is not a novel idea. They exist in every profession and have proven their value on a daily, if not hourly, basis. In today's world the role of the mentor can be huge in assisting an individual, both on a professional and personal basis.

What exactly is a mentor? As defined by www.dictionary.com, a mentor is "a wise and trusted counselor or teacher." They can also be described as persons "to serve as a trusted counselor or teacher, especially in occupational settings." In essence, a mentor is someone who provides support and/or guidance on a professional or personal level. A mentor can be helpful on a variety of levels and no two mentors are the same, although many share similar traits. The following provides an overview of what to consider if you are looking for a mentor, or if you are interested in becoming a mentor.

Listen! A critical aspect of being a mentor is the ability to listen. While it is possible for someone to hear what is being said, a mentor will actively listen to what is said. Active listening allows for the mentor to provide immediate and useful feedback. In some cases it also allows the mentor to acknowledge when he or she does not have an immediate answer and will need to get back to the mentored individual.

Keep in touch. It is important to keep in touch with a mentor. This does not mean that you have to meet every day, although some situations may call for this. Occasional meetings are acceptable. The meetings do not need not to be formal. They can even be casual conversations that occur "on-the-fly." The important part is to maintain some form of contact. This will not only help the mentor relationship, it will help the mentored maintain forward momentum.

Mentors can change. Depending on where you are in life and career, your mentors may change. You may even have more than one mentor at a time. This is okay. Each mentor offers a unique perspective. Furthermore, having more than one person to "bounce ideas off of" is not necessarily a bad thing. It may be extremely helpful when making significant decisions. Good mentors realize that the mentor relation may change as time progresses.

Mentor versus boss. Your mentor does not need to be your supervisor. It is acceptable and advisable for the mentor relationship to be separate and distinct from your relationship with the boss. This is important for several reasons. You may say things to your mentor that you would not normally discuss with your boss. Also, if you ask your mentor for advice, you are not committed to acting on it. The discussions that occur between yourself and your mentor should be considered confidential. They do not need to be reported to your supervisor or manager.

Specifics to consider when starting a mentor relationship: When you are considering a mentoring relationship, and regardless of whether you are to be the mentor or the mentored, there are several things to consider. For example, determine which topics are off-limits. Try to do this sooner than later. Respect the request not to discuss off-limit topics. Breaching this may stress the mentor relationship. Also, determine when and how long your mentor meetings will be. This may range from a weekly phone call to a monthly in-person meeting at a local coffee shop. Mutually agree on how communications are to occur. Options range from in-person meetings to text messaging via cell phones.

What makes a great mentor relationship? There is no single answer to this. Each relationship will be influenced by a variety of factors. While one mentor relationship may progress smoothly, another relationship may take more time to develop. If you find that the relationship is stressful, consider making some changes. The mentor relationship should be as stress-free as possible. The goal is to create an opportunity for open dialogue and feedback. An underlying stress may prevent this from being reached.

In closing, the question "Do mentors really have a role in emergency response?" may be out there. The answer is yes. Mentors can contribute to anyone's development. While the mentor relationship will require effort and dedication from both parties, the rewards will in most cases surpass the effort that is involved. In fact, more than one individual who has "moved up the ranks" can identify someone, at some point, who has acted as a mentor.

Paul Murphy has been involved in the emergency medical services and healthcare for more than a decade. During his career he has held a variety of clinical, administrative, and consultant roles. He has functioned as an EMT, Paramedic, Flight Paramedic, and Critical Care Paramedic. He has worked in a variety of settings, ranging from rural volunteer to paid urban EMS systems. As an instructor, he has taught a variety of courses, including ACLS, PALS, BTLS, and PHTLS. Paul is active in healthcare management and has held management roles in a start-up company as well as a Level II Trauma Center.

During his consulting career, Paul has published more than 40 articles in medical journals and has authored several chapters in textbooks. As a speaker, he has presented at local, state, and national healthcare conferences. Paul has a Master's degree in Computer Resources/Information Management and a Master's degree in Healthcare Administration.