170 Innovating mentorship through idea brokering.

Abstract Mentoring graduate students goes beyond research, it’s about developing people. Drawing from business management, leadership, psychology, and organizational behavior, this talk explores strategies to help students become independent and productive. One essential principle is that mentorship is not about grand gestures but the accumulation of consistent interactions. Atomic Habits by James Clear highlights that each action is a vote for the type of person we strive to be; asking, “What would a good mentor do in this instance?” can guide decisions, even without a clear answer. Another key element is fostering reflection. As John Dewey said, “We do not learn from experience; we learn from reflecting on experience.” Students must recognize that learning is continuous, and growth comes from asking questions like, “What went well and why?” or “What would you do differently next time?” Structured conversations also support development. It’s the Manager from Gallup outlines five types: role and relationship (setting mutual expectations), quick connects (brief, informal check-ins), check-ins (progress and priorities), developmental coaching (timely, actionable feedback), and progress reviews (formal evaluations of growth and future goals). Communication is another pillar of effective mentorship. The 7 Habits of Highly Effective People by Stephen Covey reminds us to “Seek First to Understand, Then to Be Understood”; approaching conversations with curiosity rather than frustration can lead to more productive outcomes. Finally, building psychological safety is essential. Dare to Lead by Brené Brown emphasizes the importance of courage, vulnerability, and trust—sometimes the most impactful action a mentor can take is to admit they don’t have all the answers and seek feedback. By integrating principles from these disciplines, we can build mentorship systems that empower graduate students to thrive in both their scientific work and broader professional development.