The Importance of Strategic Mentors
A mentor can be invaluable for any business person as part of your informal business team, providing a different and more experienced perspective than you’d have on your own. Not all mentors are suited to fill every role, so it’s beneficial to have various mentors to satisfy specific experience gaps.
Do you have a strategic mentor – one who can help you identify the things that matter in your business situation and provide new insights & perspectives on how to approach things innovatively? When seeking one out, look for the following characteristics – beyond those that any great mentor possesses. The best strategic mentors are:
- Experienced & diverse
- Adept at asking productive, probing questions
- Oriented toward innovation
- Gifted with perceptive, accurate instincts
- Able to identify “what matters” in a particular situation
- Open to challenging both you and the status quo
- Comfortable holding a contradictory view
- Able to make solid, insightful connections
I’ve been blessed to have several great strategic mentors. Some of the lessons they’ve taught me are shared below.
Dave Brown (no relation) introduced me to my wife and was our boss on the student activities board at Fort Hays State University. We later went to Southern Illinois University as a result of Dave introducing us to his former student activities boss from grad school. Dave was the first strategic mentor in my career.
I learned a number of very important lessons from Dave that have served me incredibly well since; they can probably benefit you also:
- Whenever you’re bringing even a few people together, it’s an event and you should make it special. Under Dave’s tutelage, I produced small coffee house performances and a 5,000 person concert. No matter how many people were attending, he emphasized making the event something memorable. That perspective shaped me to view every meeting or presentation, no matter how small, as an event where there’s a duty to create a memorable experience.
- You have to plan and manage the whole host of details for any event. Dave demonstrated the discipline of planning and producing large events. It became quickly clear I wouldn’t get into concert production (Kansas City’s most well-known promoter told me to forget it, because “you start at the bottom and work your way down”). Yet when another mentor entered my career later, and our company started producing large events, I was able to step into a production and on-stage role seamlessly even though I was a market research guy. That opportunity has profoundly shaped my career the last 10 years.
- Create a huge vision and stick to it amid all odds against you accomplishing it. Dave created an incredible, nationally-recognized concert series at a small Western Kansas college, attracting an unbelievable string of #1 chart acts. He did it with an often hostile university administration that completely missed the significance of his accomplishments in gaining attention for the university. It was audacious, but it was the right thing for the school, and Dave was going to make it happen no matter what.
There’s a host of other things in my life that Dave shaped, but within this short post, he accounted for me meeting my spouse, making the introduction that ultimately led to me getting a nearly free graduate education, turning me into an “event person,” and paving the way to successfully seize one of the biggest opportunities of my career.
Bill McDonald – Early Career
The first week Cyndi and I were in in Kansas City while unpacking boxes and listening to Mike Murphy’s radio show, I heard Bill McDonald talk about how his company, Kansas City Infobank, researched and identified market opportunities. While unsure about my career, I loved school, was good at it, and Infobank sounded like school. Thus began my “second MBA” – spending 2 ½ years at Infobank doing strategic projects for entrepreneurs, Fortune 500 companies, and everything in between.
Despite our financial challenges as a small business, Bill became an important strategic mentor. As mentioned before, the business instruction he gave me encompassed lessons too numerous to list. One in particular transformed my writing, helping create a personal business writing style.
Three months into the job, I was struggling with my first major report about the market for a laser printer add-on. Despite the report’s focus, I was writing pages on the personal computer market as an enabler for this technology.
Bill finally sat me down and said, “You need to understand you’re not in school anymore. You don’t need to write a long litany of facts to prove you’re qualified. You’re writing for business. The fact we have this assignment presumes we know what we’re doing. Get right to the point of our recommendations and the rationale behind them.”
The discussion was a wake up call that business writing was different. Unlike school, where you’re required to demonstrate understanding to support getting a good grade, business writing needs to get right to the point. That’s even truer today. Bill’s direction has been a tremendously valuable career-long lesson that I’ve shared with many others to help improve their written communication.
Greg Reid – Career Job
Being able to talk from a “we” perspective brings responsibilities, requiring you work with others in developing a recommendation, opening yourself to challenges and different perspectives. Considering different points of view creates stronger recommendations. While it may take more time or work to build broader agreement, the benefits are tremendous. It forces others with a stake in the recommendation to voice their support. Credibly talking from a first person plural perspective also removes a recommendation from standing on your point of view vs. someone else’s.
While there’s plenty of valid emphasis on personal responsibility and accountability in business, the “we” approach doesn’t fly in its face. Instead, it helps mitigate sometimes unwise behaviors attributable to seeking too much personal responsibility.
In making his point, Greg suggested listening to a co-worker’s language. When focusing intently, it was clear how often he used “I,” “me,” and portrayed sole responsibility for a recommendation he was advocating. Unfortunately, “his” audience didn’t support it, and having characterized it as his own, the decision came down to whose individual perspective was deemed more valid. Guess what? He lost. Not long after, his failure to build alliances was cited as a factor when pushed out of his position.
Pay attention to your communication. What’s your frequency of using “I” or “me” when you could have easily said “we”? Even without formally including others, simply dropping self-attribution for ideas creates some mystery regarding how big your support base is.
These are three of my incredible strategic mentors. Strategic mentors are out there – find one of your very own!