Mentoring Experience Quotes

I feel the reason we are all here, our purpose of being, is to help others find their little piece of happiness and heaven right here on earth.

All depression has its roots in self-pity, and all self-pity is rooted in people taking themselves too seriously.” At the time Switters had disputed her assertion. Even at seventeen, he was aware that depression could have chemical causes. “The key word here is roots,” Maestra had countered. “The roots of depression. For most people, self-awareness and self-pity blossom simultaneously in early adolescence. It's about that time that we start viewing the world as something other than a whoop-de-doo playground, we start to experience personally how threatening it can be, how cruel and unjust. At the very moment when we become, for the first time, both introspective and socially conscientious, we receive the bad news that the world, by and large, doesn't give a rat's ass. Even an old tomato like me can recall how painful, scary, and disillusioning that realization was. So, there's a tendency, then, to slip into rage and self-pity, which if indulged, can fester into bouts of depression.” “Yeah but Maestra—” “Don't interrupt. Now, unless someone stronger and wiser—a friend, a parent, a novelist, filmmaker, teacher, or musician—can josh us out of it, can elevate us and show us how petty and pompous and monumentally useless it is to take ourselves so seriously, then depression can become a habit, which, in tern, can produce a neurological imprint. Are you with me? Gradually, our brain chemistry becomes conditioned to react to negative stimuli in a particular, predictable way. One thing'll go wrong and it'll automatically switch on its blender and mix us that black cocktail, the ol’ doomsday daiquiri, and before we know it, we’re soused to the gills from the inside out. Once depression has become electrochemically integrated, it can be extremely difficult to philosophically or psychologically override it; by then it's playing by physical rules, a whole different ball game. That's why, Switters my dearest, every time you've shown signs of feeling sorry for yourself, I've played my blues records really loud or read to you from The Horse’s Mouth. And that’s why when you’ve exhibited the slightest tendency toward self-importance, I’ve reminded you that you and me— you and I: excuse me—may be every bit as important as the President or the pope or the biggest prime-time icon in Hollywood, but none of us is much more than a pimple on the ass-end of creation, so let’s not get carried away with ourselves. Preventive medicine, boy. It’s preventive medicine.” “But what about self-esteem?” “Heh! Self-esteem is for sissies. Accept that you’re a pimple and try to keep a lively sense of humor about it. That way lies grace—and maybe even glory.

God has brought a very wise Japanese lady into my life who lives in Calif. We've never met, but she has shared a tremendous amount of wisdom with me concerning unconditional love within relationships. Here is one of the things she said to me this evening when we were discussing "Soul Mates." "Soul mates aren't perfect people. They can come into your life and provide polar emotional experiences from intense love to intense pain. Growth comes from both. And a soul mate helps you grow. It isn't just "...and they lived happily ever after" but "...and they lived!" ~ From my mentor ~ Lori Chidori Phillips

Mentoring is: Sharing Life's Experiences and God's Faithfulness

I liked to put young and old in the same room, because they would certainly have different takes on the same problem.

Learn from those who have paved the way before you. - Kailin Gow on Wisdom

In order to become a reflective, autonomous and self-mentoring individual, one has to continuously learn from people, experiences and new ideas.

We must never forget our teachers, our lecturers and our mentors. In their individual capacities have contributed to our academic, professional and personal development.

Mentors and apprentices are partners in an ancient human dance, and one of teaching's great rewards is the daily chance it gives us to get back on the dance floor. It is the dance of the spiraling generations, in which the old empower the young with their experience and the young empower the old with new life, reweaving the fabric of the human community as they touch and turn.

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.

If you're lucky, in some point in the future when you're in need of guidance or perhaps moral support, you may cross paths with a suitable mentor. Even luckier, you'll realize you had one in your life all along and you'll gain a new appreciation for how you benefited from that relationship. The luckiest relationship of all, of course, is a combination of the two. You've had help all along, and as the path widens or narrows, whatever the case may be, new and powerful influences will enter your life and aid your progress. In my experience, a mentor doesn't necessarily tell you what to do, but more importantly: tells you what they did or might do, then trusts you to draw your own conclusions and act accordingly. If you succeed, they'll take one step back and if you fail, they'll take one step closer. Whatever it is they teach you, pass it on.

Adolescent youths cry out for us to help them contextualize their life experiences.

Searching for a mentor is similar to searching for a spouse: you two need to share common values, concerns, experiences, communication style, and, of course, have time to invest into meaningful conversations with one another.

What advice would you give to a smart, driven college student about to enter the “real world”? What advice should they ignore? I’m probably hopelessly out of date but my advice is get real-world experience: Be a cowboy. Drive a truck. Join the Marine Corps. Get out of the hypercompetitive “life hack” frame of mind. I’m 74. Believe me, you’ve got all the time in the world. You’ve got ten lifetimes ahead of you. Don’t worry about your friends “beating” you or “getting somewhere” ahead of you. Get out into the real dirt world and start failing. Why do I say that? Because the goal is to connect with your own self, your own soul. Adversity. Everybody spends their life trying to avoid it. Me too. But the best things that ever happened to me came during the times when the shit hit the fan and I had nothing and nobody to help me. Who are you really? What do you really want? Get out there and fail and find out.

I feel the reason we are all here, our purpose of being, is to help others find their little piece of happiness and heaven right here on earth...

The Time (T) and Energy (E) we invest in others, people will take it and carry it with them.

Very often the test of one's allegiance to a cause or to a people is precisely the willingness to stay the course when things are boring, to run the risk of repeating an old argument just one more time, or of going one more round with a hostile or (much worse) indifferent audience. I first became involved with the Czech opposition in 1968 when it was an intoxicating and celebrated cause. Then, during the depressing 1970s and 1980s I was a member of a routine committee that tried with limited success to help the reduced forces of Czech dissent to stay nourished (and published). The most pregnant moment of that commitment was one that I managed to miss at the time: I passed an afternoon with Zdenek Mlynar, exiled former secretary of the Czech Communist Party, who in the bleak early 1950s in Moscow had formed a friendship with a young Russian militant with an evident sense of irony named Mikhail Sergeyevitch Gorbachev. In 1988 I was arrested in Prague for attending a meeting of one of Vaclav Havel's 'Charter 77' committees. That outwardly exciting experience was interesting precisely because of its almost Zen-like tedium. I had gone to Prague determined to be the first visiting writer not to make use of the name Franz Kafka, but the numbing bureaucracy got the better of me. When I asked why I was being detained, I was told that I had no need to know the reason! Totalitarianism is itself a cliché (as well as a tundra of pulverizing boredom) and it forced the cliché upon me in turn. I did have to mention Kafka in my eventual story. The regime fell not very much later, as I had slightly foreseen in that same piece that it would. (I had happened to notice that the young Czechs arrested with us were not at all frightened by the police, as their older mentors had been and still were, and also that the police themselves were almost fatigued by their job. This was totalitarianism practically yawning itself to death.) A couple of years after that I was overcome to be invited to an official reception in Prague, to thank those who had been consistent friends through the stultifying years of what 'The Party' had so perfectly termed 'normalization.' As with my tiny moment with Nelson Mandela, a whole historic stretch of nothingness and depression, combined with the long and deep insult of having to be pushed around by boring and mediocre people, could be at least partially canceled and annealed by one flash of humor and charm and generosity.

A mentor is a person, an expert in a specific area of endeavour who trains, guides and observes a less experienced person to also become an expert through support, advice, and involvement in character building opportunities.

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

You can learn from those who have come down from the mountain, but you won’t have the same experience unless you climb yourself.

Although many things may still need to happen before you identify what your exact work will be, I know that every single person whom you’re meeting and every experience that you’re having is necessary to you discovering your purpose. They are points on a map leading you to the moment where a match will finally be lit and you will be able to see through the darkness.

I have yet to hear the first syllable of valuable or even earnest advice from my seniors. They have told me nothing, and probably cannot tell me anything to the purpose. Here is life, an experiment to a great extent untried by me; but it does not avail me that they have tried it. If I have any experience which I think valuable, I am sure to reflect that this my Mentors said nothing about

No one accomplishes anything in this life on his or her own. Even when we stare in awe at what might appear to be a solitary feat - like climbing to the top of a mountain alone - there is invisible support. There are loved ones at home who cherish the adventure. A mentor to teach. A colleague with whom the experience can be shared. And unseen magic too.

I think it was Alfred Hitchcock who said 90 percent of successful moviemaking is in the casting. The same is true in life. Who you are exposed to, who you choose to surround yourself with, is a unique variable in all of our experiences and it is hugely important in making us who we are. Seek out interesting characters, tough adversaries and strong mentors and your life can be rich, textured, highly entertaining and successful, like a Best Picture winner. Surround yourself with dullards, people of vanilla safety and unextraordinary ease, and you may find your life going straight to DVD.

The lack of understanding produced a lack of belief. And the lack of belief meant death. Very, very dangerous. The Mentor had told him bluntly: the essential thing was to believe in the idea to the very end, unconditionally. To realize that not understanding anything was an absolutely indispensable condition of the Experiment.

Angels also often want to contribute more than money to a young company. Angels have the experience, and inclination, to be great mentors and valuable directors.

The passion/hunger of the student brings out the experience/wisdom of the mentor.

Share your ideas with people of like-mind and get motivated by their encouragements and experiences.

Sometimes we get so busy with our daily lives we do not take the steps and time necessary to be introspective.

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

We can't change yesterday, but we can change tomorrow...

What experience cannot teach you now, mentors and books can foretell! To take the lead in whatever you do, be willing to learn and educate yourself regularly!

Kids don't always stop to judge or analyze a new experience unless the adults around them react strongly. Otherwise, they just take in the experience and move on to the next one.

Keep on exploring. Keep on evolving. Keep on experimenting.

Modern business is set up to squeeze out women who “want it all”—which is mostly just code for demanding equal pay for equal work. But the more empowered women in the workforce, the better. The more that women mentor women, the stronger our answer is to the old-boys’ network that we’ve been left out of. We can’t afford to leave any woman behind. We need every woman on the front lines lifting each other up . . . for the good of all of us and the women who come behind us. It’s tough to get past my own fears, so I have to remind myself that this is an experiment, to boldly go where no grown-ass woman has gone before. When we refuse to be exiled to the shadows as we mature, we get to be leaders who choose how we treat other women. If I don’t support and mentor someone like Ryan, that’s working from a place of fear. And if I put my foot on a rising star, that’s perpetuating a cycle that will keep us all weak. The actresses in the generation

WHO AM I? I have seven heavenly panels Leading up to a pointed sphere I’m multidimensional like a crystal And my center is never clear. I’m an inventor and pioneer. A mentor to my peers. But I'm not as sound as my shell reveals, Because I’m tormented by my fears - That may appear to be grounded But my insides are filled with tears. And the sadness is well-founded, From years and years Of traumatic experiences Compounded In the most demented Atmospheres. I talk but feel like nobody hears. Has reason disappeared? And, God, are you near? This is Giza’s 7th light force And I'm asking you to interfere. I can no longer walk amongst the blind and dead With open eyes and ears. I’m trying to maintain my sanity And to straighten up my veneer As I roll amongst the growing calamities Flowing on Earth’s severely trashed Frontier. Suzy Kassem, Rise Up and Salute the Sun (2010)

He missed his venerable master, who had marked him forever with a thirst for knowledge as persistent as the drunk's thirst for alcohol or the ambitious man's thirst for power. He no longer had his mentor's library or his inexhaustible fount of experience.

Among those dazzled by the Administration team was Vice-President Lyndon Johnson. After attending his first Cabinet meeting he went back to his mentor Sam Rayburn and told him with great enthusiasm how extraordinary they were, each brighter than the next, and that the smartest of them all was that fellow with the Stacomb on his hair from the Ford Motor Company, McNamara. “Well, Lyndon,” Mister Sam answered, “you may be right and they may be every bit as intelligent as you say, but I’d feel a whole lot better about them if just one of them had run for sheriff once.” It is my favorite story in the book, for it underlines the weakness of the Kennedy team, the difference between intelligence and wisdom, between the abstract quickness and verbal fluency which the team exuded, and the true wisdom, which is the product of hard-won, often bitter experience. Wisdom for a few of them came after Vietnam.

Some of the subjects of Puppies and Babies may not identify as queer, but it doesn’t matter: the installation queers them. By which I mean to say that it partakes in a long history of queers constructing their own families—be they composed of peers or mentors or lovers or ex-lovers or children or non-human animals—and that it presents queer family making as an umbrella category under which baby making might be a subset, rather than the other way around. It reminds us that any bodily experience can be made new and strange, that nothing we do in this life need have a lid crammed on it, that no one set of practices or relations has the monopoly on the so-called radical, or the so-called normative.

The key to finding a terrific mentor is not to pursue someone who is at the very top of the profession, but to find someone who two years ago was where you are now. He or she will be most familiar with your current situation, and have relevant, timely experiences and perspective to share.

Alas, Experience! No other mentor has so wasted and frozen a face as yours, none wears a robe so black, none bears a rod so heavy, none with hand so inexorable draws the novice so sternly to his task, and forces him with authority so resistless to its acquirement. It is by your instructions alone that man or woman can ever find a safe track through life's wilds; without it, how they stumble, how they stray! On what forbidden grounds do they intrude, down what dread declivities are they hurled!

The first teachers I met in life were: my mother, hardship, and death. The first mentors I met in life were: friends, family, and mentors. The first lecturers I met in life were: intuition, experience, and conscience. The first professors I met in life were: nature, books, and truth. The first educators I met in life were: the past, the present, and the future. The first scholars I met in life were: the mind, the heart, and the soul. The first masters I met in life were: knowledge, wisdom, and understanding.

What it comes down to, I believe, is that mentoring often involves telling people what they need to hear, rather than what they want to hear. When you are able to be humbly honest with someone about a situation with which you have personal experience—even if you risk angering or hurting that person—you are offering the most valuable gift of all.

I admire successful men and women who endured and overcome unusual circumstances to fulfill their dreams.

No one is qualified to tell you how you experience the world.” Vlad Zamfir

Your realization of your being better than someone at something is not an invitation for you to advise them on that thing.

The author's mentor advises the NAKED method of breaking the ice at the first meeting: Name, Address, Kin, Experience, and Dreams.

People say that what we’re all seeking is a meaning for life. I don’t think that’s what we’re really seeking. I think that what we’re seeking is an experience of being alive.” –Joseph Campbell

One cannot always know what children are thinking. Children are hard to understand, especially when careful training has a custom them to obedience and experience has made them cautious in conversation with their teachers.

When life hands you questions, answer them. When life hands you mysteries, unravel them. When life hands you enigmas, decipher them. When life hands you tasks, accomplish them. When life hands you problems, tackle them. When life hands you skills, develop them. When life hands you talents, sharpen them. When life hands you friends, cherish them. When life hands you family, value them. When life hands you acquaintances, treasure them. When life hands you opponents, confront them. When life hands you acquaintances, celebrate them. When life hands you allies, support them. When life hands you riches, multiply them. When life hands you possessions, protect them. When life hands you pleasures, ration them. When life hands you experiences, relish them. When life hands you students, instruct them. When life hands you mentors, study them. When life hands you teachers, esteem them. When life hands you disciples, inspire them. When life hands you gurus, honor them. When life hands you lessons, remember them. When life hands you teachings, impart them. When life hands you demands, tackle them. When life hands you obstacles, challenge them. When life hands you troubles, overcome them. When life hands you burdens, conquer them. When life hands you titles, cherish them. When life hands you degrees, employ them. When life hands you medals, welcome them. When life hands you awards, appreciate them. When life hands you blessings, count them.

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.

The truth is that empowerment is powerful—not only for the person being developed, but also for the mentor. Enlarging others makes you larger. It is an impact you can experience as a leader as long as you are willing to believe in people and give your power away.

How you got your college education mattered most.” And two experiences stood out from the poll of more than one million American workers, students, educators, and employers: Successful students had one or more teachers who were mentors and took a real interest in their aspirations, and they had an internship related to what they were learning in school. The most engaged employees, said Busteed, consistently attributed their success in the workplace to having had a professor or professors “who cared about them as a person,” or having had “a mentor who encouraged their goals and dreams,” or having had “an internship where they applied what they were learning.” Those workers, he found, “were twice as likely to be engaged with their work and thriving in their overall well-being.” There’s a message in that bottle.

Relational leaders have a growth mindset. They learn and grow from experience in order to achieve a skill, overcome an obstacle, solve a problem, or master an ability. A relational leader asks for help and seeks out teachers, mentors, and guides. Leaders are always learning.

Still, the Sensitivity Gene brings with it distinct neurobiological pluses. The same plasticity of the brain that makes sensitive children highly reactive to stress also makes them more intuitive and receptive, more easily shaped by what is good and healthy in their environment, too: the support they’re shown, the loving relationships they experience, the caring mentor who sees something special in them and takes them under his or her wing. Even later efforts in adulthood to reshape and rehabilitate their own brains may bring them greater healing results.

We must commit to pulling our brothers and sisters out of the river and also commit to going upstream to identify, confront, and hold accountable those who are pushing them in. We help parents bury their babies who were victims of gun violence. And we go upstream to fight the gun manufacturers and politicians who profit from their children’s deaths. We step into the gap to sustain moms who are raising families with imprisoned dads. And we go upstream to dismantle the injustice of mass incarceration. We fund recovery programs for those suffering from opioid addiction. And we go upstream to rail against the system that enables Big Pharma and corrupt doctors to get richer every time another kid gets hooked. We provide shelter and mentoring for LGBTQ homeless kids. And we go upstream to renounce the religious-based bigotry, family rejection, and homophobic policies that make LGBTQ kids more than twice as likely as their straight or cis-gender peers to experience homelessness. We help struggling veterans get the PTSD treatment they need and deserve, and we go upstream to confront the military-industrial complex, which is so zealous to send our soldiers to war and so willing to abandon them when they return.

In my experience, a mentor doesn’t necessarily tell you what to do, but more importantly, tells you what they did or might do, then trusts you to draw your own conclusions and act accordingly. If you succeed, they’ll take one step back, and if you screw up, they’ll take one step closer. Whatever it is they teach you…pass it on.

From a very early age Edison became used to doing things for himself, by necessity. His family was poor, and by the age of twelve he had to earn money to help his parents. He sold newspapers on trains, and traveling around his native Michigan for his job, he developed an ardent curiosity about everything he saw. He wanted to know how things worked—machines, gadgets, anything with moving parts. With no schools or teachers in his life, he turned to books, particularly anything he could find on science. He began to conduct his own experiments in the basement of his family home, and he taught himself how to take apart and fix any kind of watch. At the age of fifteen he apprenticed as a telegraph operator, then spent years traveling across the country plying his trade. He had no chance for a formal education, and nobody crossed his path who could serve as a teacher or mentor. And so in lieu of that, in every city he spent time in, he frequented the public library. One book that crossed his path played a decisive role in his life: Michael Faraday’s two-volume Experimental Researches in Electricity. This book became for Edison what The Improvement of the Mind had been for Faraday. It gave him a systematic approach to science and a program for how to educate himself in the field that now obsessed him—electricity. He could follow the experiments laid out by the great Master of the field and absorb as well his philosophical approach to science. For the rest of his life, Faraday would remain his role model. Through books, experiments, and practical experience at various jobs, Edison gave himself a rigorous education that lasted about ten years, up until the time he became an inventor. What made this successful was his relentless desire to learn through whatever crossed his path, as well as his self-discipline. He had developed the habit of overcoming his lack of an organized education by sheer determination and persistence. He worked harder than anyone else. Because he was a consummate outsider and his mind had not been indoctrinated in any school of thought, he brought a fresh perspective to every problem he tackled. He turned his lack of formal direction into an advantage. If you are forced onto this path, you must follow Edison’s example by developing extreme self-reliance. Under these circumstances, you become your own teacher and mentor. You push yourself to learn from every possible source. You read more books than those who have a formal education, developing this into a lifelong habit. As much as possible, you try to apply your knowledge in some form of experiment or practice. You find for yourself second-degree mentors in the form of public figures who can serve as role models. Reading and reflecting on their experiences, you can gain some guidance. You try to make their ideas come to life, internalizing their voice. As someone self-taught, you will maintain a pristine vision, completely distilled through your own experiences—giving you a distinctive power and path to mastery.

One may almost doubt if the wisest man has learned anything of absolute value by living. Practically, the old have no very important advice to give the young, their own experience has been so partial, and their lives have been such miserable failures, for private reasons, as they must believe; and it may be that they have some faith left which belies that experience, and they are only less young than they were. I have lived some thirty years on this planet, and I have yet to hear the first syllable of valuable or even earnest advice from my seniors. They have told me nothing, and probably cannot tell me anything to the purpose. Here is life, an experiment to a great extent untried by me; but it does not avail me that they have tried it. If I have any experience which I think valuable, I am sure to reflect that this my Mentors said nothing about.

Who you are exposed to, who you choose to surround yourself with, is a unique variable in all of our experiences and it is hugely important in making us who we are. Seek out interesting characters, tough adversaries and strong mentors and your life can be rich, textured, highly entertaining and successful, like a Best Picture winner. Surround yourself with dullards, people of vanilla safety and unextraordinary ease, and you may find your life going straight to DVD.

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.

Five elements in her journey There were five key elements in that journey: a relationship of unconditional acceptance within which she felt safe to explore her experience; intellectual exploration into the thought of some key writers, notably Jung and Rilke; the influence of her mentor, a person of faith, who introduced her to key religious texts, notably the Psalms, the New Testament and St Augustine, as well as several others; her own response to the urge she felt from within her, to pray; and the development of particular disciplines of the spiritual life.

Leonard Woolf was two years older than Virginia, whom he had first met in 1901 in the rooms of her brother Thoby at Cambridge. He went from St Paul’s School to Trinity College on a scholarship in 1899 and was the first Jew to be elected to the Cambridge Apostles. His father Sidney Woolf (1844–92) was a barrister who died prematurely, leaving his widow, Marie, with the care of their ten children. After Cambridge, Leonard reluctantly entered the Colonial Civil Service and he served in Ceylon for seven years. The experience forged him as a passionate anti-imperialist. In 1911 he began writing a novel based on his experiences, but written from the point of view of the Sinhalese; The Village in the Jungle was published in 1913. This work may have influenced his wife’s novel The Voyage Out, which has a fictional colonial setting. On his return to England he became a committed socialist and he was active on the left for most of his life, publishing numerous pamphlets and books of significance on national and international politics. His role as intimate literary mentor to Virginia Woolf has sometimes overshadowed his considerable import as a political writer in his own right.

What advice would you give to a smart, driven college student about to enter the “real world”? What advice should they ignore? [My advice:] Pursue every project, idea, or industry that genuinely lights you up, regardless of how unrelated each idea is, or how unrealistic a long-term career in that field might now seem. You’ll connect the dots later. Work your fucking ass off and develop a reputation for going above and beyond in all situations. Do whatever it takes to earn enough money, so that you can go all in on experiences or learning opportunities that put you in close proximity to people you admire, because proximity is power. Show up in every moment like you’re meant to be there, because your energy precedes anything you could possibly say. Ignore the advice to specialize in one thing, unless you’re certain that’s how you want to roll. Ignore giving a shit about what other people think about your career choices or what you do for a living—especially if what you do for a living funds your career choices. Ignore the impulse to dial down your enthusiasm for fear it’ll be perceived as unprofessional. And especially for women, ignore societal and familial pressures to get married and have kids.

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.

Myung Mi Kim was the first poet who said I didn’t need to sound like a white poet nor did I have to “translate” my experiences so that they sounded accessible to a white audience. No other mentor afterwards was as emphatic about this idea as her. Illegibility was a political act. In the past, I was encouraged to write about my Asian experience but I still had to write it the way a white poet would—so instead of copying a white poet, I was copying a white poet copying their idea of an Asian poet. When Kim first read my poems, she said, “Why are you imitating someone else’s speech patterns?” I said, “I don’t know.” She said, “What is your earliest memory of language? Write a poem from that memory.

Here are a few tips (from A Critique of Ally Politics): Slow down: Don't try to fix it. Don't rush to find an answer or act out of your guilt. Remember that many of your comrades have been doing this work for a long time and experience the kind of oppression you're learning about more acutely than you. It didn't start with you and isn't going to end with you. Keep it internal: Don't take up too much space with your thoughts and emotions. Be sensitive to the fact that folks are in a variety of places in relation to what you're working through; don't force conversations on others, especially through the guise of public organizing. Write about it: Give yourself the unedited space to feel all the things you need to, but know that it may hurt others if you share your feelings unthinkingly. Read about it: Look for resources from people of a variety of political ideologies and experiences of identity to challenge yourself and get the widest range of input. Listen to older people: Listening to stories from your eighty-year-old African American neighbor when you're working through questions around racism will likely be though provoking, regardless of their political ideology or your life experience. Don't underestimate what a little perspective can do for you. Don't make your process the problem of your comrades: Be careful not to centralize yourself, your stake in fixing the problem, or your ego. Work it out on your own and with close friends and mentors.

Robust social movements offer an opposing view. We argue that all the aspects of our lives—where and how we live and work, eat, entertain ourselves, get around, and get by are sites of injustice and potential resistance. At our best, social movements create vibrant social networks in which we not only do work in a group, but also have friendships, make art, have sex, mentor and parent kids, feed ourselves and each other, build radical land and housing experiments, and inspire each other about how we can cultivate liberation in all aspects of our lives. Activism and mutual aid shouldn’t feel like volunteering or like a hobby—it should feel like living in alignment with our hopes for the world and with our passions. It should enliven us.

When the expert is using her practical knowledge, she isn’t thinking more; she is thinking less. She has built up a repertoire of skills through habit and has thereby extended the number of tasks she can perform without conscious awareness. This sort of knowledge is built up through experience, and it is passed along through shared experience. It is passed along by a mentor who lets you come alongside and participate in a thousand situations. This kind of pedagogy is personal, friendly, shared, conversational—more caught than taught. A textbook can teach you the principles of biology, but a mentor shows you how to think like a biologist. This kind of habitual practice rewires who you are inside. “The great thing in all education,” William James wrote, “is to make our nervous system our ally instead of our enemy.

Following his studies with Carrel, Voronoff worked in Egypt for the Egyptian king. Voronoff soon became fascinated with the eunuchs that were part of the king’s harem. In particular, he noted that the castration they received seemed to increase the speed at which the eunuchs aged. This observation was the beginning of Voronoff’s obsession with a surgical answer to aging. Likely inspired by the pioneering work of his mentor and the excitement of the new surgical techniques, Voronoff began to dabble in experimental transplantation. But he went beyond the techniques that his mentor had perfected. In early experiments Voronoff transplanted the testicles of a lamb into an old ram, claiming that the transplant served to thicken the ram’s wool and increase its sex drive. These early studies foreshadowed the work that would follow.

even. By the time things were done, I was exhausted and depressed and just really, really unhappy. We all were. But it didn’t have to be that way. That experience taught me to take agency in my own professional narratives, and that endings don’t have to be failures, especially when you choose to end a project or shut down a business. Shortly after the restaurant closed, I started a food market as a small side project, and it ended up being wildly successful. I had more press and customers than I could handle. I had investors clamoring to get in on the action. But all I wanted to do was write. I didn’t want to run a food market, and since my name was all over it, I didn’t want to hand it off to anyone else, either. So I chose to close the market on my own terms, and I made sure that everyone knew it. It was such a positive contrast to the harsh experience of closing the restaurant. I’ve learned to envision the ideal end to any project before I begin it now—even the best gigs don’t last forever. Nor should they.

Overcome Feeling Inferior First, recognize that this feeling is almost always unfounded. Yes, you may well have had some bad experiences in which your ideas and actions did not achieve the desired result—we all experience that. But it’s very likely you’re just forgetting your successes, too focused on one situation or set of circumstances. Low selfesteem can leave us with a distorted view of reality, and that can be difficult to see around. If you do need to make improvements, then make them. Failures are almost always caused by a series of factors. Find out what yours are. Do you need more training? Do you need a mentor? Do you need more experience? If so, take care of it. Finally, remember that you do have strengths. Identify them and build on them. Use them as often as you can, and you will be rewarded with successes. And those successes will, in time, help combat the feeling of inferiority. Recognize that no one is truly inferior to others. Inferiority is a barrier to creating positive relationships. Overcome that inferiority.

here’s where it gets confusing. In spiritual life, the same word is used to describe both the archetype of the divine Guide and a human teacher—who may or may not be enlightened. In India, your music teacher, your Sanskrit teacher, or even your biology teacher might be addressed as guruji, because all teachers are considered worthy of respect. In the same way, in spiritual life, you may first meet the guru-principle through a teacher or mentor who happens to be a fairly ordinary human being with some spiritual knowledge. In Sanskrit, one name for this kind of teacher is acharya, meaning “the one who instructs.” The therapist who introduces you to deep breathing, the yoga teacher who takes you into your first meditative shavasana, and the author of your favorite meditation book are all important for your practice at different stages. (And any of them, in traditional India, might be addressed as “guruji” or “respected teacher.”) Different acharyas can provide particular kinds of instruction. If you’re a serious student, you’ll learn to recognize who can help you at each stage, when to stay with a teacher despite doubts or resistances, and when it might be time to move on.

Zemurray lived near the docks. No one could tell me the exact address. Some building in the French Quarter, perhaps a wreck with cracks in the walls and a sloped ceiling, and the heat goes out and the fog comes in. When his business grew, he moved uptown, following the wealth of the city, which had been fleeing the French Quarter for decades. At twenty-nine, he was rich, a well-known figure in a steamy paradise, tall with deep black eyes and a hawkish profile. A devotee of fads, a nut about his weight, he experimented with diets, now swearing off meat, now swearing off everything but meat, now eating only bananas, now eating everything but bananas. He spent fifteen minutes after each meal standing on his head, which he read was good for digestion. His friends were associates, his mentors and enemies the same. He was a bachelor and alone but not lonely. He was on a mission, after all, in quest of the American dream, and was circumspect and deliberate as a result. He never sent letters or took notes, preferring to speak in person or by phone. He was described as shy, but I think his actions are more accurately characterized as careful—he did not want to leave a record or draw attention.

Now it is true that I could have learned without a teacher, but it would have been risky for me, because of my natural clumsiness. The self-taught man seldom knows anything accurately, and he does not know a tenth as much as he could have known if he had worked under teachers; and, besides, he brags, and is the means of fooling other thoughtless people into going and doing as he himself had done. There are those who imagine that the unlucky accidents of life - life's "experiences" - are in some way useful to us. I wish I could find out how. I never knew one of them to happen twice. They always change off and swap around and catch you on your inexperienced side. If personal experience can be worth anything as an education, it wouldn't seem likely that you could trip Methuselah; and yet if that old person could come back here it is more than likely that one of the first things he would do would be to take hold of one of these electric wires and tie himself all up in a knot. Now the surer thing and the wiser thing would be for him to ask somebody whether it was a good thing to take hold of. But that would not suit him; he would be one of the self-taught kind that go by experience; he would want to examine for himself. And he would find, for his instruction, that the coiled patriarch shuns the electric wire; and it would be useful to him, too, and would leave his education in quite a complete and rounded-out condition, till he should come again, some day, and go to bouncing a dynamite-can around to find out what was in it.

They typically start out leading ordinary lives in an ordinary world and are drawn by a “call to adventure.” This leads them down a “road of trials” filled with battles, temptations, successes, and failures. Along the way, they are helped by others, often by those who are further along the journey and serve as mentors, though those who are less far along also help in various ways. They also gain allies and enemies and learn how to fight, often against convention. Along the way, they encounter temptations and have clashes and reconciliations with their fathers and their sons. They overcome their fear of fighting because of their great determination to achieve what they want, and they gain their “special powers” (i.e., skills) from both “battles” that test and teach them, and from gifts (such as advice) that they receive from others. Over time, they both succeed and fail, but they increasingly succeed more than they fail as they grow stronger and keep striving for more, which leads to ever-bigger and more challenging battles. Heroes inevitably experience at least one very big failure (which Campbell calls an “abyss” or the “belly of the whale” experience) that tests whether they have the resilience to come back and fight smarter and with more determination. If they do, they undergo a change (have a “metamorphosis”) in which they experience the fear that protects them, without losing the aggressiveness that propels them forward. With triumphs come rewards. Though they don’t realize it when they are in their battles, the hero’s biggest reward is what Campbell calls the “boon,” which is the special knowledge about how to succeed that the hero has earned through his journey. Joseph Campbell’s Hero’s Journey schema from The Hero with a Thousand Faces (New World Library), copyright © 2008 by the Joseph Campbell Foundation (jcf.org), used with permission. Late in life, winning more battles and acquiring more rewards typically becomes less exciting to heroes than passing along that knowledge to others—“returning the boon” as Campbell called it.

See especially academia, which has effectively become a hope labor industrial complex. Within that system, tenured professors—ostensibly proof positive that you can, indeed, think about your subject of choice for the rest of your life, complete with job security, if you just work hard enough—encourage their most motivated students to apply for grad school. The grad schools depend on money from full-pay students and/or cheap labor from those students, so they accept far more master’s students than there are spots in PhD programs, and far more PhD students than there are tenure-track positions. Through it all, grad students are told that work will, in essence, save them: If they publish more, if they go to more conferences to present their work, if they get a book contract before graduating, their chances on the job market will go up. For a very limited few, this proves true. But it is no guarantee—and with ever-diminished funding for public universities, many students take on the costs of conference travel themselves (often through student loans), scrambling to make ends meet over the summer while they apply for the already-scarce number of academic jobs available, many of them in remote locations, with little promise of long-term stability. Some academics exhaust their hope labor supply during grad school. For others, it takes years on the market, often while adjuncting for little pay in demeaning and demanding work conditions, before the dream starts to splinter. But the system itself is set up to feed itself as long as possible. Most humanities PhD programs still offer little or nothing in terms of training for jobs outside of academia, creating a sort of mandatory tunnel from grad school to tenure-track aspirant. In the humanities, especially, to obtain a PhD—to become a doctor in your field of knowledge—is to adopt the refrain “I don’t have any marketable skills.” Many academics have no choice but to keep teaching—the only thing they feel equipped to do—even without fair pay or job security. Academic institutions are incentivized to keep adjuncts “doing what they love”—but there’s additional pressure from peers and mentors who’ve become deeply invested in the continued viability of the institution. Many senior academics with little experience of the realities of the contemporary market explicitly and implicitly advise their students that the only good job is a tenure-track academic job. When I failed to get an academic job in 2011, I felt soft but unsubtle dismay from various professors upon telling them that I had chosen to take a high school teaching job to make ends meet. It

newer marshals,” Newman added. “I was glad when they invited them to teach you new guys. That much field experience shouldn’t go to waste.” “A lot of them are stake-and-hammer guys though,” Newman said. “Old-fashioned doesn’t begin to cover their methods.” “The hunter that taught me the ropes was like that.” “I thought Forrester was your mentor. He’s known for his gun knowledge,” Livingston said. “You get that off his Wikipedia page?” I asked. “No, he worked a case that a buddy of mine was on. My friend is a gun nut, and he loved Forrester’s arsenal. He said that Forrester even used a flamethrower.” “Yep, that’s Ted,” I said, shaking my head. “So, he wasn’t your first mentor?” “No, Manny Rodriguez was. He taught me how to raise zombies and how to kill vampires.” “What happened to him?” Newman asked. “His wife thought he was getting too old and forced him to retire from the hunting side of things.” “It is not a job for old men,” Olaf said. “I guess it isn’t, but I wasn’t ready to fly solo when Manny retired. I was lucky I didn’t get killed doing jobs on my own at first.” “When did Forrester start training you?” Livingston asked. “Soon enough to help me stay alive.” “Ted spoke highly of you from the beginning,” Olaf said. “He does not give unearned praise. Are you being humble?” “No, I don’t . . . I really did have some close calls when Manny first retired, or maybe I just missed having backup.” Hazel brought our coffee and my Coke. “I’ll be back to fill those waters up, and with the juice,” she said before she left again. I so wanted to start questioning her, but this was Newman’s warrant and everyone else besides Olaf was local. They knew Hazel. I didn’t. I’d let them play it for now. The coffee was fresh and hot and surprisingly good for a mass-produced cup. I did add sugar and cream, so it wasn’t great coffee, but I didn’t add much, so it wasn’t bad either. Olaf put in way more sugar than I did, so his cup would have been too sweet for me. He didn’t take cream. I guessed we could be snobby about each other’s coffee habits later. “But it was Forrester who taught you how to fight empty hand?” Livingston asked. “I had some martial arts when we met, but he started me on more real-world training that worked outside of a judo mat or a martial arts tournament.” “I thought he was out of New Mexico,” Livingston said. “He is.” “And you’re in St. Louis, Missouri.” “I am.” “Hard to train long-distance.” “I have people I train with at home.” “How often do you train?” Kaitlin asked. “At least three times a week in hand-to-hand and blade.” “Really that often?” Newman asked. “Yeah. How often do you train?” “I go to the range two, three times a month.” “Any martial arts?” I asked. “I go to the gym three times a week.

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.

The three of us are strong-willed individuals with distinct preferences, and the Eating Out Jar came out of a struggle. Each time we talked about going out to eat, we would spend so much energy bickering that we would be exhausted or discouraged by the time we finally chose. It was not fun. The same situation occurred with choosing an activity for the weekend. I sat my family at the table and gave them pens and Post-it notes where we wrote all the ideas we had. It was fun to see my family’s ideas. My husband and daughter realized that they both liked the same places and the same activities. Usually I was the one to introduce new ideas, which were met with resistance. Here was my chance to introduce things and activities I would like to experiment with and experience. Creating jars eliminated the necessity of using force, manipulation, or persuasion. Now we don’t waste time on making simple decisions, we just pull the jar out and randomly pick one, and we all love (or accept) the choice. The Happiness Jar we created for those times when we were going through down times as family. We came up with ideas that we all like and enjoy—simple things such as bathing our dog Bella or making potato-zucchini pancakes.

What is one of the best or most worthwhile investments you’ve ever made? Flying trapeze lessons. It’s like shock therapy for the soul. Once you’re 50 feet high, soaring on a trapeze, it’s just you, your fear, and your instincts. It’s the most intimate experience I’ve had with myself.

enablers I know: results-oriented high achievers. They have real experience working with customers, communities, and constituents. They are practical. They are hardworking. They always have an appetite to make things better. They have a diverse set of jobs in their career that can be tied together with an enablement theme. They are great storytellers. They are mentors. They are technical. They are not afraid to roll up their sleeves and do hard work. They work many thankless hours. Q is all of the above and an inspiration to us all. How do we find and develop more people like Q in corporations? How do we make sure that every team, every department, and every company has their quota of enablers met? If we agree that having more enablers in our businesses will yield great results and build culture, then the next step is to recruit, develop, and mentor more enabler leaders.

...as a junior lawyer, to pay it forward, encouraging curiosity when I saw it, drawing younger people into important conversations. If a paralegal asked me a question about her future, I'd open my office door and share my journey or offer some advice. If someone wanted guidance or help making a connection, I did what I could to give it. Later during my time at Public Allies, I saw the benefits of more formal mentoring firsthand. I knew from my own life experience that when someone shows genuine interest in your learning and development, even if only for ten minutes a day, it matters

Small Groups LOLMD (Journey) Groups Knowledge transfer Life transformation Leader prepares Everyone prepares Low commitment, low cost High commitment, high cost Members sign up Leader selects members Teach, Pray, Care, Share Truth, Equipping, Accountability, Mission, Supplication Size: 8 – 25 Size: 4 – 10 Produces community Produces mature and equipped followers of Christ Non-Christians and Christians Christians Mixed-gender group Men with men Women with women Leader is a teacher Leader is a disciple, coach, mentor Missional hope Missional experience Fellowship Leader development

Serve the gods and you will experience how they are looking after you and that they are sending you mentors.27 With Socrates and Plato, the idea of a personal daimon becomes part of the historical record, though most likely the notion had already been around for quite some time.28 While Socrates’ confident claim of a personal daimonion that advised him throughout his life ultimately led to his death sentence, he refused to give details about this being or inner voice during his apologia at court. Indeed, his daimonion had advised him not to defend himself; thus he appeared unprepared during his trial and even rejected an apologia offered to him by the speaker Lysias.

The knowledge, qualified from a mentor, rewards a certificate; conversely, knowledge, learned from time and circumstances, crowns wisdom and experience; indeed, it reigns supreme.

Research from Brunel University shows that chess students who trained with coaches increased on average 168 points in their national ratings versus those who didn’t. Though long hours of deliberate practice are unavoidable in the cognitively complex arena of chess, the presence of a coach for mentorship gives players a clear advantage. Chess prodigy Joshua Waitzkin (the subject of the film Searching for Bobby Fischer) for example, accelerated his career when national chess master Bruce Pandolfini discovered him playing chess in Washington Square Park in New York as a boy. Pandolfini coached young Waitzkin one on one, and the boy won a slew of chess championships, setting a world record at an implausibly young age. Business research backs this up, too. Analysis shows that entrepreneurs who have mentors end up raising seven times as much capital for their businesses, and experience 3.5 times faster growth than those without mentors. And in fact, of the companies surveyed, few managed to scale a profitable business model without a mentor’s aid. Even Steve Jobs, the famously visionary and dictatorial founder of Apple, relied on mentors, such as former football coach and Intuit CEO Bill Campbell, to keep himself sharp. SO, DATA INDICATES THAT those who train with successful people who’ve “been there” tend to achieve success faster. The winning formula, it seems, is to seek out the world’s best and convince them to coach us. Except there’s one small wrinkle. That’s not quite true. We just held up Justin Bieber as an example of great, rapid-mentorship success. But since his rapid rise, he’s gotten into an increasing amount of trouble. Fights. DUIs. Resisting arrest. Drugs. At least one story about egging someone’s house. It appears that Bieber started unraveling nearly as quickly as he rocketed to Billboard number one. OK, first of all, Bieber’s young. He’s acting like the rock star he is. But his mentor, Usher, also got to Billboard number one at age 18, and he managed to dominate pop music for a decade without DUIs or egg-vandalism incidents. Could it be that Bieber missed something in the mentorship process? History, it turns out, is full of people who’ve been lucky enough to have amazing mentors and have stumbled anyway.

It’s unlikely that you’ll get fired for being a bad mentor (unless, of course, you behave in an inappropriate manner — please don’t hit on your mentee!). For many mentors, the worst that can happen is that a) the mentee is a drain on their time and they get less coding work done, or b) they do such a poor job that someone whom the organization might otherwise want to hire/keep around has a bad experience and doesn’t join the organization, or opts to leave the organization sooner than she otherwise might. Sadly, the second outcome is far more likely than the first.

Expecting less from your boss can lead to being pleasantly surprised instead of horribly disappointed. Once you stop seeing him or her as an all-knowing supervisor who should be mentoring and supporting you without criticism, you can accept them better for who they are — as fallible, human and petty as everyone else, prone to bad judgment and hamstrung by the limitations of their education, experience and ego.

The chakra of creating scalable business or growing in once own career is simple yet under rated: 1. Skills and education 2. Experience & subject matter expertise 3. Mentor ship & guidance 4. Use of capital 5. Use of technology 6. Use of marketing 7. Networking & relationship

When we fail to differentiate between self and other in a mentoring relationship, we run the risk of projecting our own lived experience onto our mentee.

Visualize. Here’s a visualization practice my friend and mentor Pia taught me: Find a comfortable chair and sit upright. Take 10 deep breaths, relax your shoulders, and clear your mind. Visualize walking through a forest, or a field of cornstalks, or a lush garden. Visualize coming to an open beach. Hold that scene in your mind’s eye for as long as you can, and see what emerges. Objects or people that emerge from the left represent the past. Those from the right represent the future. Record the images in your journal. Writing helps to consolidate the experience. Do timed automatic writings to quiet your rational mind. See 13. Survive love and loss for directions. Record your dreams in a journal. Note patterns, repetitions, symbols, and archetypes, rather than literal events. Before sleep, invite your subconscious for revelation through dreams. Pay attention to your body’s signals: twinges, goosebumps, or nausea, for example. Intuitive signals tend to be fleeting, whereas signals that represent physical imbalances or disease tend to be longer-lasting. Enlist the gift of hindsight. This can help to correlate images and signs with actual happenings, and decipher between intuition and wishful or fearful thinking. Record these notes into your dream journal, which may be used for all intuition-related reflections. Be patient. Developing intuition is like learning a new language. It takes time, repetition, and practice. Practice humility and trust. Like analytical thinking, intuition isn’t 100 percent accurate 100 percent of the time.

The Chicago boys and their mentors had the good sense to maintain the highly efficient, nationalized copper producer Codelco, the world’s largest. That’s, of course, a radical violation of market principles, of neoliberal principles, but worthwhile since the company was the source of much of Chile’s export earnings and the basis of the state’s fiscal revenues. In general, it was close to a perfect experiment. It looked like a great success, if you ignored the human costs. In 1982, Friedman published the second edition of his manifesto, Capitalism and Freedom, celebrating the triumph of the cause. The timing was auspicious. In 1982 the Chilean economy crashed and had to be bailed out by state intervention. The state then controlled more of the economy than it had under Allende. Analysts who had their eyes open called it “the Chicago road to socialism.” The prominent OECD (Organisation for Economic Co-operation and Development) economist Javier Santiso described the “paradox [that] able economists committed to laissez-faire showed the world yet another road to a de facto socialized banking system

Not only have I been shaped by my experiences, but also by the unique stories of my students, peers, and mentors. There is comfort in knowing that others have weathered their own storms and were able to share their stories of triumph with me.

Older women prefer to learn through instruction. Younger women prefer to learn through stories, experiences, and lived-out truth.

Because this generation is experiential, they also tend to learn more through stories than lectures. They will listen to lectures, but are moved by stories that speak to their experiences and engage the heart." (page 34)

Think how powerful it might have been for Elizabeth to hear, “You had such courage to apply for that promotion and even more courage to be honest about how much you wanted it. I’m so proud to be your daughter/son/mentor/friend/parent.

We assign a buddy or a mentor to help them with questions. We’ll schedule time with our executive director for the first day. We’ll schedule welcome lunches with their team and various other people.” But it starts on the first day. “We make certain the manager welcomes the new hire at the front door.” New hires are introduced at staff devotions, and their new coworkers pray for them and thank God that they are an answer to prayer. The whole experience is designed to give the new employees total confidence that they made the right decision and have truly taken the right next step in God’s pathway for their calling. The third stage is true onboarding, which takes place over the first ninety days. It revolves around not only role-centered training but also organizational mission, vision, values, and history, delivered in dialogue with multiple voices in the organization

Before you invest in a company or a mentor, delve into their educational journey. Seek authenticity, and distinguish between those with genuine life experiences and those who merely package someone else's story as their own. Your investments should echo true wisdom, not just borrowed narratives.

All good stories follow a similar storyline: The protagonist embarks on an adventure that leads him or her into the unknown. Along the way, the main chracter encounters challenges and temptations. He or she is helped by mentors or guides who gift them with insights and revelations. In the end, they experience triumph and transformation. This popular pattern is known as "the hero's journey", and it is what your soul came here to experience. [...] [Before you came into this life, as a soul,] you chose this role and the other actors with whom you would interact. You agreed to the overall plot and to specific milestones within the story, but for much of it, the details are unscripted. You are free to choose your reactions and responses to every new experience. That's what makes it so exciting for the soul and you, the hero of this story. The problems occur when [...] ]you forget you are a soul playing a temporary human role and] you allow the role to define who you are. [...] This is like a method actor who begins to beleive he or she IS the character they are portraying. The idea is to] maintain soul awareness and step out of character every so often [and re-connect with the soul and its wise understanding of the world].