A mentor is defined as a person, usually a business colleague, who takes an interest in helping a younger employee in career development. The mentor serves not only as role model but also counsels the younger person over a spectrum of interests. A mentor may also tout the younger one among other colleagues in order to “smooth the way” for him. I have been fortunate in having one such person in my life: Dr. Ronald Lamont-Havers.
Ron was a half-generation ahead of me, being born fifteen years before I was. Our first interaction came in 1966, after my year-long administrative internship with the National Institutes of Health. He was the Associate Director for the extramural programs of the National Institute of Arthritis and Metabolic Diseases and the major reason why I joined that particular Institute. He convinced me that the position he offered as Associate Endocrinology Program Director would give me, in the shortest possible time, an excellent background for all of the grant-funding activities of the NIH. He was right. I quickly learned about all of the NIH grant-making programs and interacted with many other staff members throughout the NIH. A year later he appointed me as the chief of the Analysis and Evaluation Branch where, with an ancient IBM system, I was part of the newly developing area of computer analysis. It was because of Ron’s interest in my career that I was introduced to the computer age.
Lamont-Havers was himself, an interesting person. He was born in England in 1920 and moved to Canada when he was seven. His undergraduate work was at the University of British Columbia and his MD was from the University of Toronto. He maintained his Canadian accent when he came to the NIH. I found this personally amusing for a strange reason. Later, as I advanced through the agency and did a lot of telephone interactions with upper-level administrators, my voice was often mistaken for his. At that time, he, himself, had been promoted to the position of Deputy Director of the entire NIH. Jokingly, it was said I could have taken over the agency, through telephone calls, if I had tried.
Ron and his wife, Hale, often invited Karen and me to their townhouse for an evening. Their gatherings included members from the Institute and friends from other federal agencies. Sometime between 10:00 p.m. and midnight, Hale would begin to prepare dinner. They preferred engaging conversations to eating! An event with them would last far into the night. Hale was also an interesting lady in another strange way. Her hobby was reading about “real crime.” When Ron would travel to London for scientific meetings, Hale would spend her time at Scotland Yard. I also recall that her favorite cat was named “Dr. Crippen,” after an infamous American physician who killed his wife in London, was tried for the crime, and hanged in the Tower.
Meetings with L-H were also fascinating. Our dialogs focused, of course, on the business at hand, but he would cover a range, from politics to religion. He seemed to have a particular interest in the “Medes and the Persians,” since he was always quoting something about them. Our conversations always occurred while he sat with one leg bent under him. I’ve never known any other man who consistently sat so comfortably curled up in his chair.
Ron was very adept not only in instructing me about the specifics of administration but also about the culture of the Institutes. He demonstrated what stewardship in government actually meant: how bureaucrats learned the rules in order to say “no” and administrators learned the same ones in order to say “yes.” Accepting new ideas, when needed, and making changes, when appropriate, are essential for federal agencies. He was an international expert on arthritis and gave me a consultation on my own shoulder problem.
L-H seemed to take a personal interest in me. Even after I left his Institute to become Assistant Director in another component of the NIH, we maintained contact. When I would visit the agency after joining the University of Massachusetts, he always found time to chat with me, even though he had moved to “Building One” as Deputy Director of the NIH. I lost contact with him once he became Vice President for Research and Technology at the Massachusetts General Hospital. He died in 2019, at age 99.
Shortly after I had arrived at Baylor College of Medicine, I received a telephone call from Dr. Tom Malone, a personal friend and colleague who had replaced Lamont-Havers as Associate Director for the extramural programs of the NIH. Tom said that he and Ron had not realized I would be “movable” from UMA and wondered if I would be interested in returning to the NIH for a position in his office instead of living in Texas. However, having made this recent commitment, I replied that I thought I should stay with BCM. I have often wondered what my life would have been like had I returned, some forty years ago, to the NIH and life under Reagan, Clinton, Bush and Obama. Fortunately, I would probably have retired before being Trumped! There is a difference between being mentored and be apprenticed.