Growing from an IT project manager to an executive and board member brought many unique challenges. Many things changed when changing between positions, from dealing with self-doubt and self-questioning to the mundane points of when to speak up and let others do the talking. In many cases, I could rely on the mentorship my mentors provided to help me overcome my fears and apprehensions. I could also tap into my mentor’s wisdom to help me grow from cybersecurity specialist to board member.
As a startup board member and advisor, I have experienced many similar situations with the founders I work with. They face new situations, need to pivot, or encounter obstacles. In many cases, providing the answer would have been quick and easy. However, making founders grow and watching them conquer each subsequent challenge can significantly improve long-term performance. Being part of a development feels better than just a business encyclopedia.
Thus, let us look at some of my experiences as a mentee and mentor on my way inside the boardroom.
Overcoming Fear with Mentorship
When I joined a Board of Advisors, the first meeting’s agenda had several topics where I was an expert. Yet, there were also some topics where I could say something generally. My fellow advisors were subject matter experts in the other areas. Consequently, I was extremely nervous that I might not have been able to contribute sufficiently to the meeting to warrant my presence on the board.
Thankfully, at the same time, I was working with my mentor from a)plan coaching, Peter Chandonnnet. Following his advice, I could focus on my areas of expertise. I actively listened to my fellow advisors and management in the subjects outside my purview. Asking for explanations and clarifications during the meeting and actively listening to my fellow advisors allowed others to shine and me to build an understanding of the issues at hand. Permitting myself to be silent further helped me relax and keep up with the meeting flow.
The ability to listen and ask meaningful questions is a critical skill. Our competitive society doesn’t teach us the value of letting others shine. Neither does it give us the confidence to do so without fear.
Yet, without practice and feedback from mentoring, it is nearly impossible to overcome the fear.
Learn about Yourself while Teaching Others
It is not just the mentee who learns in the mentorship. It is also the mentor who can experience significant growth. When I first mentored a student at my alma mater, it was an eye-opening experience. In our fast-paced business world, we often skimp on the background stories and explanations and jump right into the crux of the matter.
Yet, when mentoring, it is almost impossible to do so. Mentees have a different background from you, including different life experiences and an age difference. Thus, the background information and stories become crucial for your mentee to understand you and for you to build a working relationship with your mentee.
In this process, you have to evaluate your background and experiences. I have found situations where I could improve with every new mentee, and some reflection has unveiled a new path forward. Thus, every new mentee and every new conversation with a mentee has helped me grow.
The Mentorship of Boards and Advisory Boards
In my work as a Board Member and Advisor, I got an intricate view of the startup world. When we see founders on TV or in the media, we often consider them assertive visionaries who find no challenge too big and overcome any adversary. Yet, these passionate and driven individuals face self-doubt and question their decisions in many situations.
The implicit and unofficial mentorship relationship that comes with being on a startup board or advisory team is one of the most rewarding parts of angel investing. You get to experience firsthand how driven founders overcome low points and challenges.
Yet, many times, it is also a challenge to me. I base my mentorship on my own experience as an executive and investor. Thus, I have either overcome many of these challenges myself or coached others to overcome them. Consequently, it would be possible to provide a solution. Balancing the time, when it is the rich choice to be a solution provider, with the time when you want to lead the founder and have them grow and find their path forward is often the most challenging part. However, it is these decisions that make growth possible and guarantee advancements in the future.
Mentorship: Growing and Growth
I would have never made it this far in life without my mentors and mentees. Whether when starting my time as an executive or adjusting to life in the boardroom, my mentors have shaped me. Likewise, my mentees have given me countless opportunities to reflect on my knowledge, ideas, and personal traits.
No matter where you are, I encourage anyone to seek out mentors and become a protegee yourself. Once you have experienced the power of mentorship, it might be time to become a mentor yourself and give back to others.