Even Successful People Need Mentoring
From January 2005
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Mentor: Sarah Krevans, CEO Sutter Health, Sacramento Sierra Region
James Conforti’s and Sarah Krevans’ paths first crossed when Krevans left Kaiser Permanente, where she was senior vice president and area manager for the Central Valley, to join Sutter Health in June 1999, to head Sutter’s managed-care contracting. Conforti also had responsibility contracting for Sutter in the Central Valley.
When Krevans moved to operations, her region still included the Central Valley. It was then that the professional relationship evolved.
Many of their discussions centered on Conforti’s career goals, development and future opportunities. “We talked about where I wanted to go and the kinds of things I wanted to accomplish,” he says. “I wanted a realistic assessment of my potential and I wanted honest feedback.”
Krevans gave him opportunities to “stretch” himself through challenging assignments — among them: evaluating what’s not working in the system — opportunities to interact with the board of directors and, on occasion, giving presentations at systemwide meetings.
Ready for the Next Step
Later, they talked about job opportunities and next steps. “When a CEO position came up, I told James I thought he was ready for it,” says Krevans. He got the job. “Now I have a dynamite CEO at Sutter North,” she says. “He’s doing a terrific job, and he’s thrilled to be in the position.”
Rewards of Mentoring
The benefits and rewards of mentoring to the mentee are evident — a brighter future, career direction and promotions, as in the cases of Shannon and Conforti.
Continued...
James Conforti’s and Sarah Krevans’ paths first crossed when Krevans left Kaiser Permanente, where she was senior vice president and area manager for the Central Valley, to join Sutter Health in June 1999, to head Sutter’s managed-care contracting. Conforti also had responsibility contracting for Sutter in the Central Valley.
When Krevans moved to operations, her region still included the Central Valley. It was then that the professional relationship evolved.
Many of their discussions centered on Conforti’s career goals, development and future opportunities. “We talked about where I wanted to go and the kinds of things I wanted to accomplish,” he says. “I wanted a realistic assessment of my potential and I wanted honest feedback.”
Krevans gave him opportunities to “stretch” himself through challenging assignments — among them: evaluating what’s not working in the system — opportunities to interact with the board of directors and, on occasion, giving presentations at systemwide meetings.
Ready for the Next Step
Later, they talked about job opportunities and next steps. “When a CEO position came up, I told James I thought he was ready for it,” says Krevans. He got the job. “Now I have a dynamite CEO at Sutter North,” she says. “He’s doing a terrific job, and he’s thrilled to be in the position.”
Rewards of Mentoring
The benefits and rewards of mentoring to the mentee are evident — a brighter future, career direction and promotions, as in the cases of Shannon and Conforti.
Continued...
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