Mentorship in HTM: Why It Matters and How to Find It

When I look back at the turning points in my career, the moments that shaped me most weren’t just the classes I took or the manuals I studied. They were the conversations I had with mentors – people who took the time to guide me, challenge me and sometimes just listen. In healthcare technology management (HTM), mentorship isn’t optional; it’s a multiplier. It accelerates growth, strengthens teams and builds confidence in a field that can feel overwhelming at first.

I suggest thinking of mentorship not as a formal program or a checkbox, but as a culture. It’s about creating an environment where knowledge flows freely, where questions are welcomed and where experience is shared without ego. Here’s why mentorship matters so much in HTM, and how you can find it – or offer it – at any stage of your career.

WHY MENTORSHIP MATTERS
HTM is a field where the stakes are high. Devices we service directly impact patient safety. Mistakes can have real consequences. That’s why mentorship is so valuable: it shortens the learning curve and helps new technicians avoid pitfalls that aren’t obvious from manuals or training modules.

I suggest thinking of mentorship as a shortcut to wisdom. Instead of learning everything the hard way, you get to borrow someone else’s experience. A mentor can help you:

• Navigate tricky repairs that don’t match the flowchart
• Understand the culture of a shop and how to work effectively within it
• Spot opportunities for growth before they pass you by
• Avoid burnout by modeling balance and perspective 

Mentorship also benefits the mentor. Teaching forces you to clarify your own thinking. Explaining why you do something a certain way often reveals habits worth keeping – and sometimes habits worth changing.

FINDING A MENTOR
Mentors don’t always wear a badge that says “Mentor.” Sometimes they’re the senior tech who takes a few extra minutes to explain a calibration step. Other times, they’re a professor, a manager or even a peer who’s just a little further along.

I suggest looking for people who are approachable, patient and genuinely invested in the field. Don’t limit yourself to one mentor. You might have a technical mentor who helps with troubleshooting, a career mentor who advises on certifications and a leadership mentor who models how to manage a team.

If you’re not sure where to start, I suggest:

• Asking directly: A simple, “Would you mind if I asked for your advice on this?” often opens the door.
• Joining professional forums: Communities like MedWrench are full of experienced voices willing to share.
• Attending conferences: Networking sessions are great places to meet potential mentors.
• Joining professional groups: Groups such as AAMI have mentorship programs in place you can sign up for as a mentor or mentee anytime.

BEING A GOOD MENTEE
Mentorship is a two-way street. I suggest showing initiative – ask questions, take notes and follow up. Respect your mentor’s time by coming prepared. If they suggest a resource, read it before your next conversation. If they give you advice, try it and report back.

Gratitude goes a long way. A simple thank-you note or acknowledgment shows that you value their time. Over time, this builds trust and deepens the relationship.

BECOMING A MENTOR YOURSELF
Even if you’re early in your career, you probably know something that someone else doesn’t. Maybe you’ve mastered a new CMMS system, or you’ve just gone through the certification process. Sharing that knowledge makes you a mentor, even if you don’t call yourself one.

I suggest starting small. Offer to help a new hire navigate their first week. Walk a student through a troubleshooting process. Share a tip on a forum. Mentorship doesn’t have to be formal – it’s about being willing to share what you know.

BUILDING A CULTURE OF MENTORSHIP
The strongest HTM departments I’ve seen are the ones where mentorship is part of the culture. Questions aren’t seen as weakness; they’re seen as opportunities to learn. Senior techs don’t hoard knowledge; they pass it on. Managers encourage shadowing and cross-training.

I suggest creating spaces where mentorship happens naturally. Pair new hires with experienced techs for their first few PMs. Encourage students to present what they’ve learned to the team. Celebrate not just technical wins but teaching moments.

MENTORSHIP BEYOND THE SHOP
Mentorship doesn’t stop at the hospital door. Professional organizations, online forums and conferences all offer opportunities to connect. I suggest using MedWrench not just for troubleshooting, but for career conversations. Ask how others prepared for certifications, what leadership skills they value or how they balance technical work with management responsibilities.

These broader connections expand your perspective. You’ll see how HTM is practiced in different settings – rural hospitals, large academic centers, international contexts – and you’ll bring those insights back to your own work.

FINAL THOUGHT
Each year I encourage my students to sign up for a mentorship either via their own BME club or via AAMI as benefits to having a mentor are always positive in nature and to encourage it as just part of HTM. Mentorship builds stronger professionals and stronger departments. It’s not about hierarchy; it’s about community. I suggest seeking it out, offering it when you can and treating it as part of the culture of HTM. Whether you’re a student, a new BMET or a seasoned leader, you have something to learn and something to give. And when mentorship becomes the norm, the entire field benefits.