AAMI's Mentorship Program

The AAMI mentorship program pairs AAMI members who are looking for guidance in particular interest areas with those who have expertise on a variety of healthcare technology topics. The goals of the program are to help protégés develop the skills and knowledge necessary to succeed and grow in the healthcare technology field; to provide a venue for them to discuss issues or concerns that are unique to healthcare technology professionals; and to encourage long-term career planning.

Mentors and their protégés generally spend about an hour or two a month meeting in person, over the phone, or via e-mail, but the number and duration of meetings can vary depending on what works best for the pairing.

If you are interested in becoming part of this program as either a mentor or protégé, complete the form below.


Mentor qualifications:

  • Have worked in the healthcare technology field for five years or more.
  • Be available, at a minimum, for one hour per month (January–June) via email, phone, Skype, or in-person.
  • Have an interest in providing guidance to a healthcare technology professional.

 Protégé qualifications:

  • Be a current AAMI member.
  • Be currently employed, or in an education program receiving training, in the healthcare technology field.
  • Be available, at a minimum, for one hour per month (January–June) via email, phone, Skype, or in-person.
  • Have an interest in learning from a seasoned healthcare technology professional.


AAMI staff offers the following tips on how to provide effective mentoring:

  • Give consistent and dependable advice, and respond in a timely manner.
  • Set guidelines and expectations from the beginning, including how often you will meet or interact.
  • Protégé and mentor should share goals and find commonalities. It’s important for both parties to have a good understanding of what the protégé wants to develop or learn about.
  • Encourage your protégé to communicate openly. Ask open-ended and fact-seeking questions, and understand that silence is useful when information is being digested.
  • Both protégés and mentors should practice active listening. Don’t dominate the conversation—be an engaged listener and respect what is being said.
  • Don’t be afraid to challenge a protégé to get their attention or drive a point home.
  • Ask tough questions to encourage breakthroughs in conversation, such as “If you could change one thing about your relationship with your boss, what would it be?”
  • Commit to the relationship. If your current workload is overwhelming and you find it difficult to devote time to the mentorship program, it may be better for you to bow out until a later date.