My Experience Without A Mentor

My first Management position was in the Newspaper Industry. I was 25 years old, and in no way ready, in experience or maturity, for the Senior role that I was promoted into – promoted from IT Technician to IT Manager, reporting directly to the Managing Director. Those who promoted me must have seen something that I didn't even begin to see for a number of years.

I made all the rookie Manager mistakes, and then more - I micro-managed, had to control everything, didn’t provide any autonomy or ownership to my staff, had to be the one making all the decisions, my fingerprints had to be on every project, everything had to be done my way (well it was the only way), nobody was allowed to make a mistake (including me) and the consequences of making mistakes were dire.

My staff were not empowered to do their jobs, resulting in them feeling undervalued, underutilised, and lacking personal and professional growth. Despite this, as a Manager I was doing OK, and achieving organisational objectives – but as a Leader I was an utter failure. I was blessed to have extremely forgiving staff, and most stayed with me through that period – something I am extremely grateful for.

Without support I struggled for 3 years - until I joined forces with another Senior Manager who was also hitting runs as a Manager, but not doing so well as a Leader. Together we explored Leadership, read widely, shared what we learnt, implemented plans, experimented, shared results and held each other accountable – my true Leadership journey had begun 3 years late (but I guess better late than never).

The waste of these 3 years could have been avoided – all it would have taken is for the organisation to appoint a suitable Mentor when I took on the role – a confidential listening ear, a guide, a teacher, a support, someone to turn too when in need, and someone to direct me in my personal and professional growth. The organisation should have done this, but equally I could have requested a Mentor - I think I was just too naive and inexperienced to even recognise I needed one.

This negative experience has turned me into a huge believer and supporter of Mentors and Mentoring Programs, and I advocate them whenever I can.

While my personal experience applies to employment, I also believe the exact same principles apply to Boards and Directors, particularly new and/or inexperienced Directors. A suitable Mentor (preferably someone external to the Board) will assist new or inexperienced Directors in becoming productive contributors much quicker than leaving them floundering to their own devices.

Does your Board have a Directors Mentoring Program?

Would you benefit from a Mentor in your Leadership or Directors role?

If this is an area in which TakeControl Solutions may be of assistance to your organisation, please do not hesitate to contact me.

Please share your thoughts in the comments section below, as I learn just as much from you as you do from me.

Dwayne Wescombe

Managing Director - TakeControl Solutions