Eileen Dabrowski

There are no one-size fits all approach to mentorship. It has to be tailored based on the mentee, the mentor, the timeline, the cadence, the goals/objectives, and the relationship level. Not all mentorship relationships are meant to last forever, or for long. While others may span decades. It is okay to politely discontinue the relationship if it is not adding value or a good fit for both parties.

Once you identify a potential mentor and have completed your research, think about your pitch/ask. Will you schedule a face-to-face meeting with your potential mentor? Will it be virtual? The biggest mistake people make is not asking. One of the best compliments a person can give to another is that you think highly enough of them to become your mentor. If for some reason you get a no, and the opportunity arises to ask why, don't be scared to ask. It could be timing, personal reasons, or a valid other reason. Getting to a "no" from one person could mean an even better mentorship opportunity is around the corner.

No matter how experienced you are as a leader, there is always something to learn or finetune. The moment any leader thinks they know it all and have nothing more to learn is the moment they should not be in leadership anymore. Mentor-mentee relationships should create ah-ha moments for both parties. The more trust and rapport established, the more open and honest the conversations, feedback, and goal setting will be.

Getting on the same page as soon as possible with your Mentor is key to success. Try to iron out the following as early into your relationship as possible: -What does your meeting cadence look like? -What is the length of each session? -What is the mode? In person? Virtual? Hybrid? -What goals do each of you have for the program? -How will you review and assess your goal progress? -Establish healthy boundaries. This could be as simple as camera always on and no cell phones. Or we will only focus on certain areas and will avoid discussing other areas. I highly recommend creating a mutual learning contract that outlines these guidelines, protects both parties, and creates accountability.

It's important to do your research ahead of mentor selection. Just because the human you are interested in being mentored by is successful, does not mean they will be a good match for you and your growth. -Review their LinkedIn, read any publications or press, and conduct a search of them via other social media platforms. -Make sure their moral compass and ethics aligns with yours. -Identify your deal breakers and stick to them. -If the opportunity presents itself, talk to people on their teams. -If you have the resources, offer a personality or strengths assessment. These will help you identify similarities and differences. -Give yourself the okay to cease the relationship if it is not a good fit.

One of the most beautiful things about the supply chain industry is the diversity present and the broad reach/impact of what we do. When considering a mentor in supply chain, it is important to remember we need to challenge ourselves to grow from a DEI standpoint. How can we become more inclusive leaders. It is Also, don't forget it is 100% okay for us to look for mentors who specialize in different aspects of what we do and the humans we are striving to be. For example, I know I can improve my knowledge and expertise around financial planning and investments, so one of the mentors I sought out is an expert in supply chain, but also in financial planning. Seek out mentors for specific growth areas within (or outside of) your industry.