Department Articles

For Emory University School of Medicine’s Department of Hematology and Medical Oncology, mentorship is more than a program — it is a shared responsibility and a defining part of the department’s culture. Built around intentional structure and sustained by faculty commitment, the Hematology and Medical Oncology Mentorship Program supports researchers and clinicians at every career stage while fostering a strong sense of community. 

For many senior faculty, the motivation to mentor is deeply rooted in their own experiences. “I’ve had some great mentors along the way, and I know what having mentors has done for my career,” said Lawrence Boise, PhD, professor and vice chair for faculty development in the Department of Hematology and Medical Oncology and associate director for education and training at Winship Cancer Institute of Emory University. “I know that I wouldn’t be here without some of the mentors that I’ve had.” 

That experience fuels a strong sense of obligation to give back. “This is a pay-it-forward business,” says Boise. “I can’t really pay back my mentors, so the best way I can show appreciation is to try to be a good mentor for others.” 

A thoughtful, multi-layered mentoring structure 

The department’s mentorship program is intentionally designed to move beyond a single mentor-mentee pairing. Instead, it provides multiple layers of support — primary mentorship, peer mentorship and career development committees — each serving a distinct but complementary role. 

Primary mentors are often identified through shared research or clinical interests. “If you’re working in a specific area, you’re probably going to gravitate toward people in that space,” explained Jane Meisel, MD, FASCO, professor and associate vice chair for faculty development in the Department of Hematology and Medical Oncology. “They’ve lived the experience already, they have the right networking connections, and they can put you in touch with the right people.” 

At the same time, faculty leaders emphasize that effective mentorship doesn’t require identical expertise. “There are certain principles to a successful career that are agnostic to what you work on,” says Boise. “Any successful senior person should be able to help with that.” 

Career development committees are designed to ensure that faculty receive a broader perspective. These committees — typically composed of two senior faculty members — meet with assistant and associate professors at least twice a year to review progress, discuss challenges and plan next steps. “It’s a place to step back and look at the bigger picture,” says Meisel, “and to say, ‘Here’s where you’re doing well, here’s where you might focus next, and here’s how we can help.’” 

Creating connection through peer mentorship 

Peer mentorship has become one of the program’s most impactful components, particularly as the department has grown. “We added peer mentorship because there are things more senior people haven’t recently gone through that more junior faculty members might be able to assist new faculty with more effectively,” explains Meisel. “Someone who’s just a year or two ahead can answer day-to-day questions more readily than a senior mentor.” 

These relationships often address the day-to-day realities of academic life — from navigating clinic logistics to understanding institutional policies. “It’s the comfort of being able to text someone and ask, ‘Is this normal?’ or ‘Who do I run this by?’” says Meisel. 

Beyond practical guidance, peer mentorship also creates space for connection. “Post-COVID, we realized that if you don’t intentionally create opportunities for people to meet, they may not build those relationships at all,” says Meisel. “Those social connections are important — not just for careers, but for prevention of burnout and optimizing personal well-being.” 

A two-way commitment 

Across all levels of the program, one message is consistent: Mentorship works best when mentees take ownership. “You can agree to be someone’s mentor,” says Meisel, “but in many ways it’s really up to the mentee to reach out and be actively involved.” 

The most successful relationships are driven by curiosity and initiative. “The people who constantly reached out — who wanted extra advice — those were the ones who thrived,” says Boise. “I never had to chase them down.” 

That engagement benefits mentors as well. “I get great satisfaction seeing mentees succeed and move on,” Boise says. “It’s just an important part of what being an academic researcher is about.” 

Real impact on faculty careers 

While the program is not focused on metrics alone, its impact on career trajectories is tangible. “We’re seeing people get promoted in more timely ways,” says Meisel, “because we have multiple ways to catch when things are going wrong. and multiple people to help our faculty foster connections that encourage their academic growth.” 

Career development committees, combined with transparent promotion processes, have helped reduce uncertainty. “There’s no reason people shouldn’t know exactly what they need to do to get to the next level,” says Meisel. “Not getting feedback is stressful. Dialogue helps people feel supported and confident they’re on the right path.” 

 Both Boise and Meisel highlight the pride they feel in seeing trainees grow into leaders. “People I knew as fellows are now associate or full professors,” says Boise. “That’s a wonderful thing to see on both the clinical and research sides.” 

Growing and evolving together 

Even with its success, the program continues to evolve. Opportunities include expanding mentorship training, clarifying tenure and non-tenure pathways, collecting more formal feedback and strengthening recognition efforts. “We can always grow programs better, and more authentically, when we have honest feedback from those participating,” emphasizes Meisel. 

Time remains the most common challenge. “If you’re not meeting, there’s no mentoring going on,” says Meisel. The department continues to refine expectations and accountability to ensure mentorship remains meaningful rather than symbolic. 

A program that defines the department 

For many incoming faculty, the mentorship program has become a defining feature of the department. “I hear all the time that this level of support is a selling point,” says Meisel. “Most programs don’t offer this kind of structure.” 

Ultimately, the program’s strength lies in its philosophy. “Take ownership of it,” advises Boise. “But also take pride in it. You’re helping your colleagues — and that’s what makes this department a community.” 

Through shared responsibility, structured support and a deep commitment to paying mentorship forward, Emory’s Hematology and Medical Oncology Mentorship Program continues to shape careers — and the future of the field.