To Find A Mentor, You Must Be A Student

I was lucky. In my first job after college, I had a great mentor who took an active role in my career development. He pushed. I listened. Actually, make that 'hung on every word.' The fact that anyone would take time out of their schedule to coach a newbie like me was a gift… and I knew it. Example: When I asked for a raise, he made me “demonstrate I was worth it” by...


  • Reading a series of books (How to Win Friends and Influence People, etc.).
  • Writing a paper about what I learned from each one.
  • Finding an operational problem in the office and solving it using TQM processes. (The result was a binder of information and charts.)
Along the way, there were a lot of naysayers who thought he was just stalling because he didn’t want to pay me more or give me the promotion. In fact, many people I spoke to were borderline appalled someone would have to jump through so many hoops to earn a raise they were probably entitled to anyway. But I knew better. Eventually, I did get the promotion. I’m sure it’s not surprising that I was better prepared to tackle the new challenges because of all of the pre-work I had done in advance. Since then, my old boss has had many new professionals work under him. Yet, he’s had no official “mentee” since me. When I asked him why, he said “No students.” In other words, finding a mentor is only half the battle. After that, you must be a good student. Listen gratefully. Apply what you’ve learned to your work. Demonstrate enthusiasm so he/she feels their investment in you is meaningful. It’s not the quickest route to success by any stretch, but I promise you the journey is its own reward. Photo Credit: Shutterstock
Get Some Leverage
Sign up for The Work It Daily Newsletter
Follow
Lynn Holland's go-to-market steps

Recently, a long-time colleague, the chief sales officer for a $21M technology company, reached out to catch up and asked for help to get to market in the primary vertical where I focus. He went on to share that his company made an initial go-to-market attempt by assigning a sales rep because of their familiarity with the product. He then admitted a modest return on their investment and a residual lack of knowledge of the industry, few connections, little brand recognition, or sales results. Fast-forwarding to today, he expressed urgency to relaunch with a short game to start generating revenue quickly and a long-term plan to establish themselves in the space.

Read more Show less
Featured