Mentoring the Mentors: In many cases, they themselves were mentored and found powerful role models among the men and women they worked with when young:
“I admire the qualities of calmness and a willingness to listen in a leader. One leader stands out to me. There was an old business partner who was very successful, and he always took the time to listen and be involved. He knew so much more than I did about everything, but he always encouraged my decisions and supported them. And he did this in such a calm manner that it was empowering for me. The biggest thing of value I took from my relationship from him is that I have now developed similar abilities. I discuss a direction with people rather than dictate to them.”
Another Sage leader offered a similar, heart-felt reflection on how she learned about mentoring and how she, in turn, “passes forward” this mentoring role:
“I have been fortunate to have been mentored by some great individuals throughout my life. They have helped me to grow over the years and have allowed me to become an effective mentor myself. I mentor junior analysts at work, providing them with advice and help with personal training. I also provide role modeling in leading by example. I have extended my mentoring role in my involvement with the Business and Professional Women group of Nevada County, where I am on the mentoring committee. We target young women in their late teens, especially those from underserved populations, and provide mentorships. This includes meeting with the girls, having lunch with them, and helping them learn about opportunities. It also involves helping them determine what they want to do with their lives and identifying steps they need to achieve their goals.”
A notable example of mentors teaching and mentoring other mentors is to be found in the work done by the SCORE organization in preparing their own new mentors to be effective in their work (Strojny, 2020). Set up as a volunteer organization to assist those starting a new business to be effective in preparing business plans and engaging in “start up,” SCORE ensures that its new mentors not only receive training in mentoring but also sit alongside and are mentored by one of the experienced SCORE mentors. Regular sessions are also held where SCORE mentors at all stages of experience share their most challenging cases with one another. Learning occurs at all levels of SCORE. The ultimate beneficiaries are not just those who are receiving these invaluable pro bono services. Major benefits are also derived by those who are learning about a diversity of business operations by mentoring those starting these operations. If they are not retired, these SCORE mentors can take what they have learned about mentoring back to their own organization.
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