Mentoring And Coaching Quotes

No one learns as much about a subject as one who is forced to teach it.

Teach them the quiet verbs of kindness, to live beyond themselves. Urge them toward excellence, drive them toward gentleness, pull them deep into yourself, pull them upward toward manhood, but softly like an angel arranging clouds. Let your spirit move through them softly.

Do not give them a candle to light the way, teach them how to make fire instead. That is the meaning of enlightenment.

Never take advice about never taking advice. That is an old vice of men - to dish it out without being able to take it - the blind leading the blind into more blindness.

Good coaching is good teaching and nothing else.

As you become more present in your own life, you will begin to enlighten others by your example.

Expression is a function of intention and intention emanates from your thought faculty.

Keep those that influence you for the better close and never give them a reason to keep you far away.

A leader or mentor gives credit to others when things go right, and accepts the blame when things go wrong.

A coach’s primary function should be not to make better players, but to make better people.

To truly motivate others 1) discover what their motives, desires & drivers are 2) genuinely connect with and support them from the heart.

If you had to spend every second, of every day, of every year of your life with someone, would you do whatever it took to love that person? Would you be a best friend, a teacher, coach and mentor? Would you do whatever it takes to treat that person with respect? Well guess what? That someone is you! Who deserves the best more than you do? Think about it and have an outstanding day…!

If you’re not certain of the value of mentorship, think of how many elite athletes or professional sports teams train without a coach. Zero. How many of your favorite films are made without a producer or director? Zero. How many of the best schools in the world function without teachers? Zero. It’s safe to say that every great leader, in any field, first had a great mentor. Finding a mentor who inspires and guides your growth is a life-changing experience. Mentors help us to transcend the limits, or perceived limits, of our abilities. A mentor can be anyone who teaches us and helps us to grow in ways we couldn’t have on our own.

Every great athlete, artist and aspiring being has a great team to help them flourish and succeed - personally and professionally. Even the so-called 'solo star' has a strong supporting cast helping them shine, thrive and take flight.

Coach Wooden didn’t treat everybody the same; he treated people the way they deserved to be treated.

Try not to be in a hurry to get older because youth happens once in your life. Thereafter, old age stays with you forever.

The more I learn about myself, the more I understand you.

Success will teach you who your real friends are.

You've got to be around people who encourage you, advice you and want to see you go even higher and higher than they themselves have attained!

Just as the athlete has his coach, the Hindu his yogi, and the student his mentor, there are many of us who find wisdom in dogs. Because of their teachings, we are better people.

How you coach them is how they're going to play.

Coach Wooden never mentioned winning. It was always, “Fellas, we’ve got to play to our best. Let’s do that.” That’s a lot different from saying, “Fellas, we’ve got to win.” A lot different.

Connect with people who are going where you are going. Don’t hate people. The person you may need later may be likened to the bridge you have destroyed after crossing it. You’ll need that bridge when returning.

Whether we coach, advise, counsel, facilitate, or mentor, the effectiveness of what we do depends in large measure on our beliefs about human potential. The expressions “to get the best out of someone” and “your hidden potential” imply that more lies within the person waiting to be released.

You begins with 'Y'-so ask, observe, and listen.

Learn from the ocean; when it rises, it carries more than itself along with it.

Every individual must be given the opportunity to unearth his/her highest potential.

Having a coach or mentor is nothing more than sharing life’s experiences, no amount of education can substitute true life experience

During the toughest challenges in my life I’ve come to most appreciate all Coach Wooden means to me. The things he would say—“Don’t lie, don’t cheat, don’t steal, don’t whine, don’t complain, don’t make excuses; worry about the things you can control, and not the things you can’t”—were endless. Yet there is an appropriate one for every situation. The real

...you can always agree on one thing. You can shake hands, smile, and say, 'Yes...we will have to agree to disagree.

It is important for coaches to mentor young people toward those things that are most important in life and aid them in creating their own order of priorities to live by.

Many pastors have been reduced to secular "mentors" and "coaches" in exchange for authentic disciplers of men.

No one benefits from an empty jar; fill yourself first before pouring out to others.

Millennials don't want to be managed, they like to be led, coached and mentored. This generation is on fire and ready to go. Are you ready to change the world?

We have to become vast, only then we can succeed;but we confine our thinking ability most of the times

Mentorship is simply learning from the mistakes and mastery of a successful person in his/her field.

Reject anything advice, which does not lead to your personal progress.

If today's churches, companies and organizations want to be thriving tomorrow, they have an obligation to coach and mentor the new generation of leaders.

Self-awareness is a great tool to combating resistance. When you feel resistance to taking action, stop in your tracks. Try to understand the ‘why’ behind it. Is the resistance valid?

A good coach can be a caring parent, a wise teacher, an exemplary pastor, a passionate friend or a devoted mentor. Keep in touch with all of them especially at the time they are needed.

Part of the genius of (Nick) Sabin's system was that he understood that no matter the skill set, he was inheriting vulnerable kids from various backgrounds. For those times when they made poor decisions, as they invariably did, the safety net must be strong as far and wide as possible.

The best kind of feedback to get is corrective feedback. This is the feedback that shows you not only what you’re doing wrong but how to fix it. This kind of feedback is often available only through a coach, mentor, or teacher. However, sometimes it can be provided automatically if you are using the right study materials.

You can’t be a successful leader or mentor until you have served. You can’t serve until you have stepped out of your comfort zone. And you can’t step out of your comfort zone unless you have character and keep your word.

As I join with you, our destination is the same. However, the rationale for that destination is entirely different. Your rationale is the fact that this destination is your calling, while my calling is to get you to your destination.

Football Coaches do play football matches; their attitudes toward the game in times of tendencies of losing can cause a change in the scores of the games they monitor and mentor!

when coaches or parents make consistency their foundation, everyone around them becomes more comfortable and everyone around them has a greater opportunity to grow.

Great mentorship is priceless.

Any training is initially difficult, but with persistence practice, we can master the art.

You are destiny to be; Rebuilder of great home. Restorer of mighty nation.

All students may not remember the teachings of their teachers, but they all remember the teachers.

Self-discovery is life recovery.

Leaders are called to Lead to Next.

The best help you can get is someone who genuinely cares and knows how to help you get what you don’t even know you want.

A leader in 10 minutes can unlock your potentials which in reality would have taken you 10 years to do without them.

With great inspiration, every man can reach their highest potential.

We can all rise to a higher divine-self with encouragement.

Great souls are great inspirers.

I did not know of any single soul who succeed in life without a mentorship.

He who want to be served must first know how to serve.

Activate your energy,discover your sucess inside you " (C)(P) Succenergy by Tãnia Tomé

Youth need coaches, not critics.

do. In a normal year, being a mentor to the tributes is the stuff of nightmares. I can’t walk by the school now without wondering what kid I’ll have to coach.

learning is truly a value, growth for every employee is a real objective, mistakes aren’t always fatal, and there are lots of people around whom you can reach out to for coaching and mentoring.

The goal of all leaders should be to work themselves out of a job. This means leaders must be heavily engaged in training and mentoring their junior leaders to prepare them to step up and assume greater responsibilities. When mentored and coached properly, the junior leader can eventually replace the senior leader, allowing the senior leader to move on to the next level of leadership.

While I made my living as a coach, I have lived my life to be a mentor, and to be mentored! Constantly. Everything in the world has been passed down. Every piece of knowledge is something that has been shared by someone else. If you understand it as I do, mentoring becomes your true legacy. It is the greatest inheritance you can give to others. It is why you get up every day—to teach and be taught.

I remain convinced to this day that compassion like that—sincerely caring for your players and maintaining an active interest in their lives, concerns, and motivations—is one of the most important qualities a coach can have.

In what is known as the 70/20/10 learning concept, Robert Eichinger and Michael Lombardo, in collaboration with Morgan McCall of the Center for Creative Leadership, explain that 70 percent of learning and development takes place from real-life and on-the-job experiences, tasks, and problem solving; 20 percent of the time development comes from other people through informal or formal feedback, mentoring, or coaching; and 10 percent of learning and development comes from formal training.

Make sure you have the right team members to strengthen your culture instead of people who suck the energy out of it. You can do everything right as a leader and coach, but if you don't have positive mentors and team members in the locker room your culture and team will fall apart.

Maybe you are in the Abyss of Emotional Bankruptcy looking for a way out, looking for the next rung in the ladder on your climb to the Peak of Happiness, or you may even be at the Peak of Happiness already, looking for a way to stay there. Wherever you are in life, this book is designed to give you the tools necessary to help you achieve your goals.

When learners are struggling they need support, not red lines and stern faces. They don’t need the dark suits of doom, but rather a learning coach, detached from any process, to support, mentor and guide. (A problem solver, not a process monkey, remember?) A skilled, empathetic specialist who can work with the learner to meet their immediate needs and stem the flow of poor conduct.

MENTORING Finally, since I am defining coaching, I should perhaps mention mentoring, another word that has crept into business parlance. The word originates from Greek mythology, in which it is reported that Odysseus, when setting out for Troy, entrusted his house and the education of his son Telemachus to his friend, Mentor. “Tell him all you know,” Odysseus said, and thus unwittingly set some limits to mentoring.

Doudna deeply enjoyed being a bench scientist, a researcher who gets to the lab early, puts on latex gloves and a white coat, and begins working with pipettes and Petri dishes. For the first few years after setting up her lab at Berkeley, she was able to work at the bench half her time. “I didn’t want to give that up,” she says. “I think I was a pretty good experimenter. That’s how my mind works. I can see experiments in my mind, especially when I am working myself.” But by 2009, after her return from Genentech, Doudna realized that she had to spend more time cultivating her lab rather than her bacterial cultures. This transition from player to coach happens in many fields. Writers become editors, engineers become managers. When bench scientists become lab heads their new managerial duties include hiring the right young researchers, mentoring them, going over their results, suggesting new experiments, and offering up the insights that come from having been there.

But primarily, the evolution of management is stewardship. A steward takes her responsibilities to guide, coach, mentor, and lead her team with awareness of how her presence helps and hinders. A steward doesn’t manage. She inspires. She motivates. She inquires. She notices. She supports. She partners. Supervisor Larry Robillard of Zingerman’s explained that his role is to facilitate greatness in his people through his actions and words.4 This isn’t an arrogant statement. It’s delivered with genuine care for people.

Mike Sprecklen was the coach and mentor to the famous all-conquering rowing pair Andy Holmes and Steve Redgrave. “I was stuck, I had taught them all I knew technically,” Sprecklen said on completion of a Performance Coaching course many years ago, “but this opens up the possibility of going further, for they can feel things that I can’t even see.” He had discovered a new way forward with them, working from their experience and perceptions rather than from his own. Good coaching, and good mentoring for that matter, can and should take a performer beyond the limitations of the coach or mentor’s own knowledge.

Since the 1980s, a growing body of research finds that mattering—the feeling that we are valued and add value to others—is key to positive mental health and to thriving in adolescence and beyond. “Mattering” offers a rich, almost intuitive framework for understanding the pressure assailing our kids—and how to protect them from it. It is as profound as it is practical. It doesn’t involve spending more money on tutors or coaches or adding another activity to an already overpacked schedule. Instead, it offers a radical new lens for how we as adults—parents, teachers, coaches, and mentors—see our kids and communicate to them about their worth, potential, and value to society.

With such variation in individuals on the team, the challenge for any leader was to raise the level of every member of the team so that they could perform at their absolute best. In order to do that, a leader must make it his or her personal mission to train, coach, and mentor members of the team so they perform to the highest standards—or at least the minimum standard. But there is a dichotomy in that goal: while a leader must do everything possible to help develop and improve the performance of individuals on the team, a leader must also understand when someone does not have what it takes to get the job done. When all avenues to help an individual get better are exhausted without success, then it is the leader’s responsibility to fire that individual so he or she does not negatively impact the team.

Looking back on all my interviews for this book, how many times in how many different contexts did I hear about the vital importance of having a caring adult or mentor in every young person’s life? How many times did I hear about the value of having a coach—whether you are applying for a job for the first time at Walmart or running Walmart? How many times did I hear people stressing the importance of self-motivation and practice and taking ownership of your own career or education as the real differentiators for success? How interesting was it to learn that the highest-paying jobs in the future will be stempathy jobs—jobs that combine strong science and technology skills with the ability to empathize with another human being? How ironic was it to learn that something as simple as a chicken coop or the basic planting of trees and gardens could be the most important thing we do to stabilize parts of the World of Disorder? Who ever would have thought it would become a national security and personal security imperative for all of us to scale the Golden Rule further and wider than ever? And who can deny that when individuals get so super-empowered and interdependent at the same time, it becomes more vital than ever to be able to look into the face of your neighbor or the stranger or the refugee or the migrant and see in that person a brother or sister? Who can ignore the fact that the key to Tunisia’s success in the Arab Spring was that it had a little bit more “civil society” than any other Arab country—not cell phones or Facebook friends? How many times and in how many different contexts did people mention to me the word “trust” between two human beings as the true enabler of all good things? And whoever thought that the key to building a healthy community would be a dining room table? That’s why I wasn’t surprised that when I asked Surgeon General Murthy what was the biggest disease in America today, without hesitation he answered: “It’s not cancer. It’s not heart disease. It’s isolation. It is the pronounced isolation that so many people are experiencing that is the great pathology of our lives today.” How ironic. We are the most technologically connected generation in human history—and yet more people feel more isolated than ever. This only reinforces Murthy’s earlier point—that the connections that matter most, and are in most short supply today, are the human-to-human ones.

1. Connect with Your Why Start by identifying your key motivations. Why do you want to reach your goal in the first place? Why is it important personally? Get a notebook or pad of paper and list all the key motivations. But don’t just list them, prioritize them. You want the best reasons at the top of your list. Finally, connect with these motivations both intellectually and emotionally. 2. Master Your Motivation There are four key ways to stay motivated as you reach for your goals: Identify your reward and begin to anticipate it. Eventually, the task itself can become its own reward this way. Recognize that installing a new habit will probably take longer than a few weeks. It might even take five or six months. Set your expectations accordingly. Gamify the process with a habit app or calendar chain. As Dan Sullivan taught me, measure the gains, not the gap. Recognize the value of incremental wins. 3. Build Your Team It’s almost always easier to reach a goal if you have friends on the journey. Intentional relationships provide four ingredients essential for success: learning, encouragement, accountability, and competition. There are at least seven kinds of intentional relationships that can help you grow and reach your goals: ​‣ ​Online communities ​‣ ​Running and exercise groups ​‣ ​Masterminds ​‣ ​Coaching and mentoring circles ​‣ ​Reading and study groups ​‣ ​Accountability groups ​‣ ​Close friendships If you can’t find a group you need, don’t wait. Start your own.

In June 1981, a strike shuttered the major leagues for fifty days, the first time in baseball history that players walked out during the season. Determined to make his people earn their keep, George Steinbrenner ordered his major-league coaches into the minors to scout and help mentor the organization’s prospects. Berra drew Nashville, where Merrill was the manager. Merrill was a former minor-league catcher with a degree in physical education from the University of Maine. He began working for the Yankees in 1978 at West Haven, Connecticut, in the Eastern League and moved south when the Yankees took control of the Southern League’s Nashville team in 1980. Suddenly, in mid-1981, the former catcher who had never made it out of Double-A ball had the most famous and decorated Yankees backstop asking him, “What do you want me to do?” Wait a minute, Merrill thought. Yogi Berra is asking me to supervise him? “Do whatever you want,” Merrill said. “No,” Berra said. “Give me something specific.” And that was when Merrill began to understand the existential splendor of Yogi Berra, whom he would come to call Lawrence or Sir Lawrence in comic tribute to his utter lack of pretense and sense of importance. “He rode buses with us all night,” Merrill said. “You think he had to do that? He was incredible.” One day Merrill told him, “Why don’t you hit some rollers to that lefty kid over there at first base?” Berra did as he was told and later remarked to Merrill, “That kid looks pretty good with the glove.” Berra knew a prospect when he saw one. It was Don Mattingly, who at the time was considered expendable by a chronically shortsighted organization always on the prowl for immediate assistance at the major-league level.

Type II trauma also often occurs within a closed context - such as a family, a religious group, a workplace, a chain of command, or a battle group - usually perpetrated by someone related or known to the victim. As such, it often involves fundamental betrayal of the relationship between the victim and the perpetrator and within the community (Freyd, 1994). It may also involve the betrayal of a particular role and the responsibility associated with the relationship (i.e., parent-child, family member-child, therapist-client, teacher-student, clergy-child/adult congregant, supervisor-employee, military officer-enlisted man or woman). Relational dynamics of this sort have the effect of further complicating the victim's survival adaptations, especially when a superficially caring, loving or seductive relationship is cultivated with the victim (e.g., by an adult mentor such as a priest, coach, or teacher; by an adult who offers a child special favors for compliance; by a superior who acts as a protector or who can offer special favors and career advancement). In a process labelled "selection and grooming", potential abusers seek out as potential victims those who appear insecure, are needy and without resources, and are isolated from others or are obviously neglected by caregivers or those who are in crisis or distress for which they are seeking assistance. This status is then used against the victim to seduce, coerce, and exploit. Such a scenario can lead to trauma bonding between victim and perpetrator (i.e., the development of an attachment bond based on the traumatic relationship and the physical and social contact), creating additional distress and confusion for the victim who takes on the responsibility and guilt for what transpired, often with the encouragement or insinuation of the perpetrator(s) to do so.

Both C.K. and Bieber are extremely gifted performers. Both climbed to the top of their industry, and in fact, both ultimately used the Internet to get big. But somehow Bieber “made it” in one-fifteenth of the time. How did he climb so much faster than the guy Rolling Stone calls the funniest man in America—and what does this have to do with Jimmy Fallon? The answer begins with a story from Homer’s Odyssey. When the Greek adventurer Odysseus embarked for war with Troy, he entrusted his son, Telemachus, to the care of a wise old friend named Mentor. Mentor raised and coached Telemachus in his father’s absence. But it was really the goddess Athena disguised as Mentor who counseled the young man through various important situations. Through Athena’s training and wisdom, Telemachus soon became a great hero. “Mentor” helped Telemachus shorten his ladder of success. The simple answer to the Bieber question is that the young singer shot to the top of pop with the help of two music industry mentors. And not just any run-of-the-mill coach, but R& B giant Usher Raymond and rising-star manager Scooter Braun. They reached from the top of the ladder where they were and pulled Bieber up, where his talent could be recognized by a wide audience. They helped him polish his performing skills, and in four years Bieber had sold 15 million records and been named by Forbes as the third most powerful celebrity in the world. Without Raymond’s and Braun’s mentorship, Biebs would probably still be playing acoustic guitar back home in Canada. He’d be hustling on his own just like Louis C.K., begging for attention amid a throng of hopeful entertainers. Mentorship is the secret of many of the highest-profile achievers throughout history. Socrates mentored young Plato, who in turn mentored Aristotle. Aristotle mentored a boy named Alexander, who went on to conquer the known world as Alexander the Great. From The Karate Kid to Star Wars to The Matrix, adventure stories often adhere to a template in which a protagonist forsakes humble beginnings and embarks on a great quest. Before the quest heats up, however, he or she receives training from a master: Obi Wan Kenobi. Mr. Miyagi. Mickey Goldmill. Haymitch. Morpheus. Quickly, the hero is ready to face overwhelming challenges. Much more quickly than if he’d gone to light-saber school. The mentor story is so common because it seems to work—especially when the mentor is not just a teacher, but someone who’s traveled the road herself. “A master can help you accelerate things,” explains Jack Canfield, author of the Chicken Soup for the Soul series and career coach behind the bestseller The Success Principles. He says that, like C.K., we can spend thousands of hours practicing until we master a skill, or we can convince a world-class practitioner to guide our practice and cut the time to mastery significantly.

Most exciting, the growth mindset can be taught to managers. Heslin and his colleagues conducted a brief workshop based on well-established psychological principles. (By the way, with a few changes, it could just as easily be used to promote a growth mindset in teachers or coaches.) The workshop starts off with a video and a scientific article about how the brain changes with learning. As with our “Brainology” workshop (described in chapter 8), it’s always compelling for people to understand how dynamic the brain is and how it changes with learning. The article goes on to talk about how change is possible throughout life and how people can develop their abilities at most tasks with coaching and practice. Although managers, of course, want to find the right person for a job, the exactly right person doesn’t always come along. However, training and experience can often draw out and develop the qualities required for successful performance. The workshop then takes managers through a series of exercises in which a) they consider why it’s important to understand that people can develop their abilities, b) they think of areas in which they once had low ability but now perform well, c) they write to a struggling protégé about how his or her abilities can be developed, and d) they recall times they have seen people learn to do things they never thought these people could do. In each case, they reflect upon why and how change takes place. After the workshop, there was a rapid change in how readily the participating managers detected improvement in employee performance, in how willing they were to coach a poor performer, and in the quantity and quality of their coaching suggestions. What’s more, these changes persisted over the six-week period in which they were followed up. What does this mean? First, it means that our best bet is not simply to hire the most talented managers we can find and turn them loose, but to look for managers who also embody a growth mindset: a zest for teaching and learning, an openness to giving and receiving feedback, and an ability to confront and surmount obstacles. It also means we need to train leaders, managers, and employees to believe in growth, in addition to training them in the specifics of effective communication and mentoring. Indeed, a growth mindset workshop might be a good first step in any major training program. Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value. With a belief in development, such programs give meaning to the term “human resources” and become a means of tapping enormous potential.

Cultivate Spiritual Allies One of the most significant things you learn from the life of Paul is that the self-made man is incomplete. Paul believed that mature manhood was forged in the body of Christ In his letters, Paul talks often about the people he was serving and being served by in the body of Christ. As you live in the body of Christ, you should be intentional about cultivating at least three key relationships based on Paul’s example: 1. Paul: You need a mentor, a coach, or shepherd who is further along in their walk with Christ. You need the accountability and counsel of more mature men. Unfortunately, this is often easier said than done. Typically there’s more demand than supply for mentors. Some churches try to meet this need with complicated mentoring matchmaker type programs. Typically, you can find a mentor more naturally than that. Think of who is already in your life. Is there an elder, a pastor, a professor, a businessman, or other person that you already respect? Seek that man out; let him know that you respect the way he lives his life and ask if you can take him out for coffee or lunch to ask him some questions — and then see where it goes from there. Don’t be surprised if that one person isn’t able to mentor you in everything. While he may be a great spiritual mentor, you may need other mentors in the areas of marriage, fathering, money, and so on. 2. Timothy: You need to be a Paul to another man (or men). God calls us to make disciples (Matthew 28:19). The books of 1st and 2nd Timothy demonstrate some of the investment that Paul made in Timothy as a younger brother (and rising leader) in the faith. It’s your job to reproduce in others the things you learn from the Paul(s) in your life. This kind of relationship should also be organic. You don’t need to approach strangers to offer your mentoring services. As you lead and serve in your spheres of influence, you’ll attract other men who want your input. Don’t be surprised if they don’t quite know what to ask of you. One practical way to engage with someone who asks for your input is to suggest that they come up with three questions that you can answer over coffee or lunch and then see where it goes from there. 3. Barnabas: You need a go-to friend who is a peer. One of Paul’s most faithful ministry companions was named Barnabas. Acts 4:36 tells us that Barnabas’s name means “son of encouragement.” Have you found an encouraging companion in your walk with Christ? Don’t take that friendship for granted. Enjoy the blessing of friendship, of someone to walk through life with. Make it a priority to build each other up in the faith. Be a source of sharpening iron (Proverbs 27:17) and friendly wounds (Proverbs 27:6) for each other. But also look for ways to work together to be disruptive — in the good sense of that word. Challenge each other in breaking the patterns of the world around you in order to interrupt it with the Gospel. Consider all the risky situations Paul and Barnabas got themselves into and ask each other, “what are we doing that’s risky for the Gospel?

UCLA basketball coach John Wooden told players who scored to give a smile, wink, or nod to the player who gave them a good pass. “What if he’s not looking?” asked a team member. Wooden replied, “I guarantee he’ll look.” Everyone values encouragement and looks for it.

Never be disobedient; take a coach, take a mentor and be instructed!

My mentor and life coach, Oscar Wilde, says we should always forgive our enemies because nothing annoys them more, but then he also said that good advice should always be passed on as it is never of any use to oneself.

In a 1699 book titled Les Aventures de Telemaque, French writer François Fénelon expanded on the relationship between Mentor and Telemachus, recounting their travels and lessons together (Smollett, 1997). The modern use of mentor to mean a trusted friend, counselor, or teacher is most likely a result of Fénelon’s book.

Fénelon expanded on the relationship between Mentor and Telemachus, recounting their travels and lessons together (Smollett, 1997). The modern use of mentor to mean a trusted friend, counselor, or teacher is most likely a result of Fénelon’s book.

Sales managers would willingly work with and mentor their people, and consider it part of their responsibility to coach their teams on selling skills.

if you do the following three things, you will be successful in major college basketball. If you don’t do them, it will be most difficult.” He didn’t say it would be impossible—typical of John Wooden—but he said it would be difficult. I was scrambling for my pen when he said, “Those three things are fairly simple: Number one, make certain, Dale, you always have better players than anybody you play. Now, with that locked up, make sure you always get the better players to put the team above themselves. And number three—this is very important, Dale Brown,” he said, “don’t try to be some coaching genius, or give the guys too much information, or too much stuff; always practice simplicity with constant repetition.

Of course, Ev didn’t have a chance to assuage anyone’s fears. As far as he knew, everything was just fine at Twitter. He held his weekly meetings with Campbell, receiving his boisterous pep talk. “You’re doing a fucking great job!” Campbell would bellow. At board meetings Campbell would appear to listen to Ev’s presentations on the state of the company. After Ev’s sermons were done, the coach would clap loudly and hug his protégé, proclaiming again to everyone in the room that Ev was “doing a fucking great job!” and asking them to clap (none of this was a usual occurrence in a corporate board meeting). Then, after Ev left the room, proud that his mentor thought he was doing such a great job, Campbell would shout at the group: “You gotta get rid of this fucking guy! He doesn’t know what the fuck he’s doing!

You should not only have a large network of contacts, but you should also have your own team of advisors. One of the most consistent commonalities among the wealthy is that they have mentors and coaches for the important areas of their life. The best of the best have a team guiding them to become even better.

Shanahan (the head coach) doesn't allow failure to take root.

I am thankful that in my current role I can mentor other coaches. I interact directly with seventeen coaches on my staff but I’m also trying to be an example to others outside the organization. I want to prove that it’s possible to win or lose while maintaining a calm dignity and respect toward your players, officials, and the opposition. My hope is that my profession can have an impact on countless youth who are looking to their coaches for guidance on sportsmanship, how effort pays off, and the other life lessons that come from competing.

People aren’t learning social, communication, or relationship skills in the education system. Instead they have to trust the school of hard knocks, their street smarts, a mentor/coach, or a book. Today, almost everyone is struggling and overwhelmed by how to put what they learn into action—how to find and develop new friends, business colleagues, and romantic relationships, and create a meaningful life. Many people are just giving up and feel hopeless and lost, and they disengage from the world around them or self-medicate with drugs, alcohol, prescriptions, etc. In this way, they create a cycle of failure in their relationships and enter new toxic relationships…over and over again.

The point is that we can never know everything beforehand, and we often only learn things when we need to learn them. That is why I recommend that you try new things and expect disappointment, but always have a mentor standing by to coach you through the experience. Many people never start projects simply because they don’t have all the answers. You will never have all the answers, but begin anyway. One of my friends always says, “Many people will not head down the street until all the lights are green. That is why they don’t go anywhere.

I think mentoring is simply an inborn passion and not something you can learn in a classroom. It can only be mastered by observation and practice. I also realized that most mentees select you, and not the other way round. The mentor’s role is to create a sense of comfort so that people can approach you and hierarchy has no role to play in that situation. The mentee has to believe that when they share anything, they are sharing as an equal and that their professional well-being is protected, that they won’t be ridiculed or their confidentiality breached. As a mentor you have to create that comfort zone. It is somewhat like being a doctor or a psychiatrist, but mentoring does not necessarily have to take place only in the office. For example, if I was travelling I would often take along a junior colleague to meet a client. I made sure they had a chance to speak and then afterwards I would give them feedback and say, ‘You could have done this or that’. Similarly, if I observed somebody when they were giving a pitch or a talk, I would meet them afterwards or send them an e-mail to say ‘well done’ or coach them about how they could have done better. This trait of consciously looking for the bright spark amongst the crowd has paid me rich dividends. I spotted N. Chandrasekaran (Chandra), TCS’s current Chief Executive, when he was working on a project in Washington, DC in the early 1990s; the client said good things about him so I asked him to come and meet me. We took it from there. Similarly urging Maha and Paddy to move out of their comfort zones and take up challenging corporate roles was a successful move. From a leadership perspective I believe it is important to have experienced a wide range of functions within an organization. If a person hasn’t done a stint in HR, finance or operations, or in a particular geography or more than one vertical, they stand limited in your learning. A general manager needs to know about all functions. You don’t have to do a deep dive—a few months exploring a function is enough so long as you have an aptitude to learn and the ability to probe. This experience is very necessary today even from a governance perspective.

Superbosses aren’t like most bosses; they follow a playbook all their own. They are unusually intense and passionate—eating, sleeping, and breathing their businesses and inspiring others to do the same. They look fearlessly in unusual places for talent and interview candidates in colorful ways. They create impossibly high work standards that push protégés to their limits. They engage in an almost inexplicable form of mentoring and coaching, one that occurs spontaneously with (apparently) no clear rules. They lavish responsibility on inexperienced protégés, taking risks that seem foolish to outsiders. When the time is right, superbosses often encourage star talent to leave, after which these acolytes usually become part of the superboss’s strategic network in the industry.

In spite of the variety of definitions of mentoring (and the variety of names it is given, from coaching or counselling to sponsorship) all the experts and communicators appear to agree that it has its origins in the concept of apprenticeship, when an older, more experienced individual passed down his knowledge of how the task was done and how to operate in the commercial world. I’m afraid I disagree. The effect of coaching is not dependent on “an older, more experienced individual passing down his knowledge.” Coaching requires expertise in coaching but not in the subject at hand. That is one of its great strengths.

Grace is amazing #blessed