Tuesday, October 25, 2016

Kram & Isabella - The Role of Peer Relationships in Career Development

I just read Kram and Isabella's 1985 article Mentoring Alternatives: The Role of Peer Relationships in Career Development. Great piece. You can find it ungated here:


What follows is an outline of the paper

Research questions:
1. For what purposes do individuals form and maintain peer relationships?
2. Can distinctive kinds of peer relationships be identified?
3. What are the functions of peer relationships at different career stages?

Sample was provided by an HR department at a manufacturing firm.

Sample included five individuals from three age groups: 25-25, 36-45, and 46-65. Sample included male and female respondents in equal proportion.

The initial 15 individuals were asked to identify two peers they had supportive relationships at work.

There was an initial interview with each participant to review work history, then a follow up interview to explore the nature of the supportive relationships identified.


There is significant overlap between mentor and peer relationships. K&I distinguish between the two types with mentoring characterized by "complementarity" while peer relationships were characterized by "mutuality". In peer relationships, both sides gave and received advice and sponsorship. In a mentoring relationship, the giving was primarily uni-directional. The mentor relationship was still useful and fulfilling for the mentor, but the benefits were not the same between the participants in the relationship.

Three types of peer relationships:

Informational Peer - primary function was information sharing.

Collegial Peer - primary functions were career strategizing, job-related feedback, and friendship. Friendship was primarily within the scope of the workplace and work relationship.

Special Peer -- primary functions included confirmation, emotional support, personal feedback, and friendship.

The relationships existed on a spectrum with increasing intensity. The emphases of the relationship evolved depending on the career stage of the individuals involved in the relationship.

Stages identified:
Late Career

Saturday, October 22, 2016

RWL Newsletter #15

October 21, 2016

RWL Newsletter #15

Greetings from colorful Durham!

That's a shot of Goat Island, taken at sunrise, located on the eastern edge of our fair town. As you can see the foliage is nearing peak. Snow could come any time now. Probably it won't, but it wouldn't be the first time if it did!

Even though we're just at the half-way mark of fall semester, I'm already starting to think about next semester. I'll be starting to include some materials that I am considering in this and future newsletters as a result. If you have any ideas, let me know. I'm always looking for cool stuff to share (here and with my students). I'll be teaching OB/Leadership (see read and watch below), and managerial finance.

So here are this week's recommendations:


from the WSJ, Why the Best Leaders Want Their Superstar Employees to Leave, by SYDNEY FINKELSTEIN


Why: "They weren’t afraid to lose their best people. On the contrary, most willingly unleashed their top performers onto the world, going out of their way to help them land outside opportunities." One of the things I asked my panelists during the Shaping the Future conference was when do you let good people go? I'll be mixing in some talent management concepts into my upcoming course because we don't have an explicit HR course in my program, and this seems to be a good place to do it.


from Ted2016
Brian Little: Who are you, really? The puzzle of personality


Why: Excellent talk from the author of Me, Myself, and Us which I highly recommend. I am a certified to administer the Myers-Briggs personality assessment instrument, but that instrument is based on preference theory. Little is no fan of the Myers-Briggs, even though its associated classification schema is probably at least as well known as astrology signs. I actually like preference theory, but Little writes about trait theory, a different approach to personality. I'm preparing to teach a OB/leadership course next semester and the first part of the course will be dedicated to discussions of identity and personality. My thought is that to lead, you have to understand people at the individual level first. I'm subtitling my course, "One, Two, and Many". Part 1 is a focus on the individual, part 2 will be focused on dyadic (one on one) relationships, and part 3 will be focused on group dynamics. I'm really excited about it. If you are interested, I'd be pleased to share my outline as I work on it - I would love some feedback from the field.


Radiolab - 
23 Weeks 6 Days


Why: Powerful story of a couple who endure caring for their "micro-premie" daughter Juniper, born after just 23 weeks - at the cusp of viability. Both parents are journalists, so of course they can tell a story, too. I actually heard Kelley talking about her trade on theLongform Podcast and they mentioned this story in that podcast. Kelley also wrote about the experience in her newspaper.

That's it for this week! Have a great weekend!
If you find these links interesting, won’t you tell a friend? They can subscribe here: https://tinyletter.com/markbonica

I' d love to hear what you think of these suggestions, and I'd love to get suggestions from you. Feel free to drop me a line by e-mail, or you can tweet to me at @bonicatalent .

Thanks for reading and see you next week!


Mark J. Bonica, Ph.D., MBA, MS
Assistant Professor
Department of Health Management and Policy
University of New Hampshire
(603) 862-0598
Health Leader Forge Podcast: http://healthleaderforge.org
Twitter: @bonicatalent

"I know of no more encouraging fact than the unquestionable ability of man to elevate his life by a conscious endeavor." - Henry David Thoreau

Wednesday, October 19, 2016

Marine Corps to Add 'Spiritual Fitness' to Professional Education

The Marine Corps is adding "spiritual fitness" to professional development.


Spiritual does not necessarily mean religious, Scott clarified. He breaks spiritual fitness into three parts: personal faith, personal values, and moral living and decision-making.
"A moral compass doesn't just come from a faith foundation; it's not enough to make a decision based on what is legally right or wrong," Scott said. "Chaplains will help Marines discover that compass for themselves -- that center of gravity that comes from their own upbringing, personal experiences, and religious teaching."
I did a really interesting interview with Rev. Frank Macht at Dartmouth Hitchcock Health System, and he talked quite a bit about the non-religious nature of spiritual care. I'm becoming more convinced this is an important thing - for the workplace, and for life.  

Monday, October 17, 2016

lessons from fast food for managing HCOs

In the October issue of the HBR is an article about how Cheryl Bachelder, CEO of Popeye's, a fast food chicken chain, mostly in the South, has been trying to turn around the organization.


I've been talking to my students in my management class about the relationship between hospitals and other healthcare organizations (HCOs) and their clinical staff. What is interesting and relevant for our discussion is how, when the company was failing, the CEO refocused corporate efforts not on the end customers (the people buying the chicken), but on the franchisees that own most of the restaurants. The idea was if she could fix the relationship between the company and its franchisees, the franchisees would fix the customer issues. It's a lot like how a hospital CEO really needs to focus on making the docs happy so that the docs will make the patients happy.

From a talent management perspective, if you are a senior leader, you have to treat your employees as if they were your customers. It's an interesting perspective. 

Wednesday, October 12, 2016

Nobel for contract theory

The Nobel Prize for Economic Science was given for the development of contract theory. Here's a good summary of what contract theory is and how it applies to healthcare:


Relevant to talent management.

Saturday, October 8, 2016

NNEAHE and CHHS host conference

I had the chance to moderate a panel for a joint conference we hosted yesterday at UNH. The College of Health and Human Services and the Northern New England Association of Healthcare Executives produced "Shaping the Future: Leadership and Public Policy in Healthcare". It was a great conference and we had a very nice turnout of NNEAHE members, as well as students, faculty, and staff.

I moderated the panel, Talent Management for Bench Strength Development, and I have to say it was a really great experience. I had three excellent executives to work with: Kevin Callahan, CEO of Exeter Health Resources; Samantha O'Neill, VP of HR for the Elliot Health System; and Warren West, CEO of Littleton Regional Healthcare and North Country Healthcare.

This was my first time moderating a panel like this, and the my panelists were giving me a hard time because they said my questions sounded like they were written by an academic. But they were great, and rolled with my exam-like questions. I wasn't able to get them all to say "Googleyness", but it still went well.

We recorded the event and we'll be publishing it on the Health Leader Forge next week, so you can listen for yourself when it comes out. Looking forward to doing it again next year.

RWL Newsletter #13

Greetings from Durham and happy Friday! My college is hosting an exciting conference today - Shaping the Future: Leadership and Public Policy - here at UNH. We're doing it in conjunction with NNEAHE, the local chapter of ACHE, which I think is a first for us. I'm moderating one of the panels, which is definitely a first for me. I've got a great panel, so I am looking forward to it! I know a few of you who get this letter will be there, so hopefully it's a good time for all.

Anyway, here are this week's recommendations:


WSJ, The Culture Ate Our Corporate Reputation, By Lou Gerstner


Why: In case you haven't been following the mess at Wells Fargo, you can catch up on it here. I've been talking with my students in my management class about the importance of corporate culture. This is a great example. Or, anti-example, perhaps of corporate culture and how it is linked to the incentives managers put in place.


What: Build your 'bench', from the Advisory Board


Why: 2 minute video, but makes some good points about the difference between succession management and leadership development. The panel I am moderating today is a discussion about bench strength development and I came across this video during my research. 


What: Health Leader Forge interview with Lucy Hodder, JD, 
Director of Health Law Programs and Professor of Law


Why: Lucy is a colleague of mine here at UNH, teaching in the law school and working in the Institute for Health Policy and Practice. But before she came to UNH, she had a fascinating career that cycled her from government service to the private sector and back again several times, including stints clerking for a federal judge, working in the NH attorney general's office, and being the legal counsel to the governor. Her private sector work was no less impressive with her building a successful health law practice as well. I was impressed with the importance of service throughout her career when I interviewed her.

If you find these links interesting, won’t you tell a friend? They can subscribe here: https://tinyletter.com/markbonica
I' d love to hear what you think of these suggestions, and I'd love to get suggestions from you. Feel free to drop me a line by e-mail, or you can tweet to me at @bonicatalent .
Thanks for reading and see you next week!