Working Happier, Together

Mentors in both private and academic settings are invaluable, providing guidance, support, and expertise that foster professional growth and a sense of belonging. However, based on my experience, mentorship programs can be challenging to implement effectively due to factors such as time constraints, mismatched expectations, and the difficulty of pairing the right mentors with mentees. Despite these challenges, when mentorship programs are well-structured and supported by departmental leadership, they can significantly enhance the development of both trainees and faculty while improving overall job satisfaction.

In our university-based program, all first-year residents are paired with both faculty and upper-level peer mentors. Faculty advisors assist with research projects, while peer mentors provide additional support and guidance. Additionally, junior faculty collaborate with senior faculty to navigate the promotion process successfully. In private practices, many groups focus on integrating new team members and conducting regular check-ins, which are vital for professional development. Team building—especially in the post-COVID era—has become even more critical, and leaders should prioritize creating strong, cohesive teams. Research shows that the most successful work environments thrive when they cultivate a supportive, family-like culture. For example, our department has experienced great success with a monthly departmental walk/run that fosters camaraderie. Additionally, we offer imaging services at an annual clinic for the underserved in Seattle, where faculty, residents, and fellows can volunteer. These events provide valuable opportunities for everyone to connect and engage with each other outside of work.

As leaders, we must focus on ensuring that our trainees and faculty feel valued and that their work matters. Some important questions to consider include: How do we engage our departments in decision-making? How do we ensure equity and transparency, foster a culture of gratitude, and align faculty and trainees with the department’s mission?

In a healthy work environment, the ability to give feedback is essential. It allows team members to voice concerns, suggest improvements, and contribute to the overall health of the department, ultimately improving patient care. I’m fortunate to have a section head who conducts daily rounds, and I can’t overstate how meaningful this is to me. Every day I’m on service, he stops by to check in: “How are you doing? Is there anything you need?” It’s a simple gesture, but it makes me feel valued to have someone actively seek my feedback.

Equity remains a cornerstone of happiness at work. For example, transparency around scheduling, such as publishing call schedules and vacation blocks, is vital to ensuring fairness. Interestingly, I’ve recently heard from more colleagues across the country that their departments are appointing chiefs of wellness. During a visit to Wisconsin, I learned that they have a director of communications and wellness. This trend reflects a growing recognition of the importance of wellness in the workplace. Many departments are now creating newsletters to keep colleagues informed about personal milestones and professional achievements. Like many of us, I enjoy knowing when my colleagues have a birthday, when they publish new research, or when they receive awards. These types of communications help to create a more supportive work environment.

In conclusion, the U.S. Surgeon General’s Framework for Workplace Mental Health and Well Being (Fig. 1) is an invaluable resource for launching a wellness initiative within your departments. Ultimately, I hope I’ve demonstrated that happiness is vital to the future of health care. We must show individuals that they matter, that their work holds meaning, and provide the necessary support for them to thrive. By doing so, we will cultivate a resilient community and build a more productive, successful workplace.