Mentors At Work Quotes

The spell. Victor said you had to want me... to care about me... for it to work." When he didn't say anything, I tried to grip his shirt, but my fingers were too weak. "Did you? Did you want me?" His words came out thickly. "Yes, Roza. I did want you. I still do. I wish... we could be together." "Then why did you lie to me?" We reached the clinic, and he managed to open the door while still holding me. As soon as he stepped inside, he began yelling for help. "Why did you lie?" I murmured again. Still holding me in his arms, he looked down at me. I could hear voices and footsteps getting closer. "Because we can't be together." "Because of the age thing, right?" I asked. "Because you're my mentor?" His fingertip gently wiped away a tear that had escaped down my cheek. "That's part of it," he said. "But also... well, you and I will both be Lissa's gaurdians someday. I need to protect her at all cost. If a pack of Strogoi come, I need to throw my body between them and her." I know that. Of course that's what you have to do." The black sparkles were dancing in front of my eyes again. I was fading out. "No. If I let myself love you, I won't throw myself in front of her. I'll throw myself in front of you.

Beyond work and love, I would add two other ingredients that give meaning to life. First, to fulfill whatever talents we are born with. However blessed we are by fate with different abilities and strengths, we should try to develop them to the fullest, rather than allow them to atrophy and decay. We all know individuals who did not fulfill the promise they showed in childhood. Many of them became haunted by the image of what they might have become. Instead of blaming fate, I think we should accept ourselves as we are and try to fulfill whatever dreams are within our capability. Second, we should try to leave the world a better place than when we entered it. As individuals, we can make a difference, whether it is to probe the secrets of Nature, to clean up the environment and work for peace and social justice, or to nurture the inquisitive, vibrant spirit of the young by being a mentor and a guide.

...I reread the work of my friend and mentor Amy Krouse Rosenthal, who'd died a few months earlier. She'd once written, 'For anyone trying to discern what to do w/ their life: PAY ATTENTION TO WHAT YOU PAY ATTENTION TO. That's pretty much all the info u need.

Every beginner possesses a great potential to be an expert in his or her chosen field.

We need to stop telling [women], "Get a mentor and you will excel." Instead, we need to tell them, "Excel and you will get a mentor.

He's a funny man, Dumbledore. I think he sort of wanted to give me a chance. I think he knows more or less everything that goes on here, you know. I reckon he had a pretty good idea we were going to try, and instead of stopping us, he just taught us enough to help. I don't think it was an accident he let me find out how the Mirror worked. It's almost like he thought I had the right to face Voldemort if I could...

How you spend your time when you are not working or studying says everything about who you are and what is motivating your life.

I realized that searching for a mentor has become the professional equivalent of waiting for Prince Charming. We all grew up on the fairy tale "Sleeping Beauty," which instructs young women that if they just wait for their prince to arrive, they will be kissed and whisked away on a white horse to live happily ever after. Now young women are told that if they can just find the right mentor, they will be pushed up the ladder and whisked away to the corner office to live happily ever after. Once again, we are teaching women to be too dependent on others.

Passion for books is the most important thing in being an editor/translator. Work with love.

If you can dream it up, you can team it up.

Service to humanity is service to God.

A child's reading is guided by pleasure, but his pleasure is undifferentiated; he cannot distinguish, for example, between aesthetic pleasure and the pleasures of learning or daydreaming. In adolescence we realize that there are different kinds of pleasure, some of which cannot be enjoyed simultaneously, but we need help from others in defining them. Whether it be a matter of taste in food or taste in literature, the adolescent looks for a mentor in whose authority he can believe. He eats or reads what his mentor recommends and, inevitably, there are occasions when he has to deceive himself a little; he has to pretend that he enjoys olives or War and Peace a little more than he actually does. Between the ages of twenty and forty we are engaged in the process of discovering who we are, which involves learning the difference between accidental limitations which it is our duty to outgrow and the necessary limitations of our nature beyond which we cannot trespass with impunity. Few of us can learn this without making mistakes, without trying to become a little more of a universal man than we are permitted to be. It is during this period that a writer can most easily be led astray by another writer or by some ideology. When someone between twenty and forty says, apropos of a work of art, 'I know what I like,'he is really saying 'I have no taste of my own but accept the taste of my cultural milieu', because, between twenty and forty, the surest sign that a man has a genuine taste of his own is that he is uncertain of it. After forty, if we have not lost our authentic selves altogether, pleasure can again become what it was when we were children, the proper guide to what we should read.

To be born into, to go to school, to study, to learn, to play, to worship, to love, to work and to die in segregation and not have one single person who loved, mentored or guided me convey that there was any loss.

A woman with a strong sense of personal power, is self confident enough to accurately identify her strengths as well as her blind spots, which she is continually working to improve.

We should try to leave the world a better place than when we entered it. As individuals, we can make a difference, whether it is to probe the secrets of Nature, to clean up the environment and work for peace and social justice, or to nurture the inquisitive, vibrant spirit of the young by being a mentor and a guide.

Sir Gerald Moore: I was at dinner last evening, and halfway through the pudding, this four-year-old child came alone, dragging a little toy cart. And on the cart was a fresh turd. Her own, I suppose. The parents just shook their heads and smiled. I've made a big investment in you, Peter. Time and money, and it's not working. Now, I could just shake my head and smile. But in my house, when a turd appears, we throw it out. We dispose of it. We flush it away. We don't put it on the table and call it caviar.

We didn't come to the world just to entertain, we came to play remarkable roles, and our reward is to see you doing more than us.

It was my teacher's genius, her quick sympathy, her loving tact which made the first years of my education so beautiful. It was because she seized the right moment to impart knowledge that made it so pleasant and acceptable to me. She realized that a child's mind is like a shallow brook which ripples and dances merrily over the stony course of its education and reflects here a flower, there a bush, yonder a fleecy cloud; and she attempted to guide my mind on its way, knowing that like a brook it should be fed by mountain streams and hidden springs, until it broadened out into a deep river, capable of reflecting in its placid surface, billowy hills, the luminous shadows of trees and the blue heavens, as well as the sweet face of a little flower. Any teacher can take a child to the classroom, but not every teacher can make him learn. He will not work joyously unless he feels that liberty is his, whether he is busy or at rest; he must feel the flush of victory and the heart-sinking of disappointment before he takes with a will the tasks distasteful to him and resolves to dance his way bravely through a dull routine of textbooks. My teacher is so near to me that I scarcely think of myself apart from her. How much of my delight in all beautiful things is innate, and how much is due to her influence, I can never tell. I feel that her being is inseparable from my own, and that the footsteps of my life are in hers. All the best of me belongs to her--there is not a talent, or an aspiration or a joy in me that has not been awakened by her loving touch.

I remember the words of Ingegerd Rooth, who had been working as a missionary nurse in Congo and Tanzania before she became my mentor. She always told me, “In the deepest poverty you should never do anything perfectly. If you do you are stealing resources from where they can be better used.

Have you ever used your neighbor’s Wi-Fi when it wasn’t on a password? If you have the opportunity to observe someone at work, you are getting mentoring out of them even if they are unaware or resistant. Make a list of the people you think would make the greatest mentors and try to get close enough to steal their Wi-Fi.

When you are a person people can trust, they will call on upon you, love to be around you and work with you. A leader’s skills take him to people, but his character brings people to him.

People think because they employed you they’re allowed to treat you like a dictator, or whatever the worse word for dictator is. And that’s always been a problem for me. Opening the door for someone behind you is as important as designing a building.

I reread the work of my friend and mentor Amy Krouse Rosenthal, who'd died a few months earlier. She'd once written, "For anyone trying to discern what to do with their life: pay attention to what you pay attention to.

I think it all basically breaks down to something like this: You have to look and feel great first. If you eat well, exercise and get enough sleep, you will have ample energy and the proper self-confidence to create and produce beyond your wildest dreams! Looking great and radiating positive energy, while presenting your highest quality work, is what will always make you the most valuable and only logical choice in whatever it is that you reach for.

Do all the work you while you still have strength.

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 found that there are three key steps to identifying your own core personal projects. First, think back to what you loved to do when you were a child. How did you answer the question of what you wanted to be when you grew up? The specific answer you gave may have been off the mark, but the underlying impulse was not. If you wanted to be a fireman, what did a fireman mean to you? A good man who rescued people in distress? A daredevil? Or the simple pleasure of operating a truck? If you wanted to be a dancer, was it because you got to wear a costume, or because you craved applause, or was it the pure joy of twirling around at lightning speed? You may have known more about who you were then than you do now. Second, pay attention to the work you gravitate to. At my law firm I never once volunteered to take on an extra corporate legal assignment, but I did spend a lot of time doing pro bono work for a nonprofit women’s leadership organization. I also sat on several law firm committees dedicated to mentoring, training, and personal development for young lawyers in the firm. Now, as you can probably tell from this book, I am not the committee type. But the goals of those committees lit me up, so that’s what I did. Finally, pay attention to what you envy. Jealousy is an ugly emotion, but it tells the truth. You mostly envy those who have what you desire.

The second role of a mentor is encouragement. Mentors lead us to believe that we can achieve something that seemed improbable or impossible to us before we met them. They don’t allow us to succumb to self-doubt for too long, or the notion that our dreams are too large for us. They stand by to remind us of the skills we already possess and what we can achieve if we continue to work hard.

Finding yourself and creating a life that feels authentic and safe is the hardest, most important work that we will ever do and for girls, especially young girls, there is no one more equipped to do this work.

As an associate at McKinsey & Company, my first assignment was on a team that consisted of a male senior engagement manager (SEM) and two other male associates, Abe Wu and Derek Holley. When the SEM wanted to talk to Abe or Derek, he would walk over to their desks. When he wanted to talk to me, he would sit at his desk and shout, "Sandberg, get over here!" with the tone one might use to call a child or, even worse, a dog. It made me cringe every time. I never said anything, but one day Abe and Derek started calling each other "Sandberg" in that same loud voice. The self-absorbed SEM never seemed to notice. They kept it up. When having too many Sandbergs got confusing, they decided we needed to differentiate. Abe started calling himself "Asian Sandberg," Derek dubbed himself "good-looking Sandberg," and I became "Sandberg Sandberg." My colleagues turned an awful situation into one where I felt protected. They stood up for me and made me laugh. They were the best mentors I could have had.

When you feel overwhelmed or unfocused, what do you do? I have a friend at the gym who knew Jack LaLanne (Google him if the name is unfamiliar). Jack used to say it’s okay to take a day off from working out. But on that day, you’re not allowed to eat. That’s the short way of saying you’re not really allowed to get unfocused. Take a vacation. Gather yourself. But know that the only reason you’re here on this planet is to follow your star and do what the Muse tells you. It’s amazing how a good day’s work will get you right back to feeling like yourself.

One of the hardest things for a teacher is to know when to keep quiet and when to let go. It is a terrible thing to hold someone back from success, or to insist on sharing credit, or to tie someone to your apron strings. We need to have faith that we have done all we can, and then we need to kick our birds out of the nest.

If you can dream it up. You can team it up.

The different shades of colours present cultural diversity.

Every great soul had great mentors.

It was not because I had a strong sense of the virtue of industry, but because Joe had a strong sense of the virtue of industry, that I worked with tolerable zeal against the grain.

Working on the editorial page had sharpened Whitney's mind and coarsened her feelings, so she treated every subject as theoretical and abstract. Devil's advocate? Whitney could have been the devil's mentor.

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

So I looked with fascination at those people in their mobes, and tried to fathom what it would be like. Thousands of years ago, the work that people did had been broken down into jobs that were the same every day, in organizations where people were interchangeable parts. All of the story had been bled out of their lives. That was how it had to be; it was how you got a productive economy. But it would be easy to see a will at work behind this: not exactly an evil will, but a selfish will. The people who'd made the system thus were jealous, not of money and not of power but of story. If their employees came home at day's end with interesting stories to tell, it meant that something had gone wrong: a blackout, a strike, a spree killing. The Powers That Be would not suffer others to be in stories of their own unless they were fake stories that had been made up to motivate them. People who couldn't live without story had been driven into the concents or into jobs like Yul's. All others had to look somewhere outside of work for a feeling that they were part of a story, which I guessed was why Sæculars were so concerned with sports, and with religion. How else could you see yourself as part of an adventure? Something with a beginning, middle, and end in which you played a significant part? We avout had it ready-made because we were a part of this project of learning new things. Even if it didn't always move fast enough for people like Jesry, it did move. You could tell where you were and what you were doing in that story. Yul got all of this for free by living his stories from day to day, and the only drawback was that the world held his stories to be of small account. Perhaps that was why he felt such a compulsion to tell them, not just about his own exploits in the wilderness, but those of his mentors.

Oh, we’re definitely not dating. I’m just mentoring him.” “Mentoring him?” Cassie asked, and I nodded. “Yeah, I’m his sex mentor,” I explained with a straight face. “We’ve got a lot of work ahead of us, but so far, he’s shown great progress.

Working outward in concentric circles from the single mother's situation, we can easily draw a picture of what a 'good' mother-son relationship needs in order to flourish. In its ideal form, mom would be experiencing physical, material, social, and emotional support from four interdependent sources: an intimate partner who is also attached to the child; a select group of close friends and family; a wider community that supports mom's values and goals; and a maternity-flexible workplace.

Frequently I go to conferences and listen to speakers decry the absent father as somehow a new phenomenon. Though their recriminations against absent or emotionally distant fathers are generally meant to help society, at the same time they are built on a lie that evolution disproves generation after generation. Fathers have often gone to war, or the long hunt on the savannah, or to work in another village or city. But only in the last decade or so have manhood and fathering been trashed completely.

While in the past I would encounter problems, figure out their causes, and design my own ways to get around them, others who think differently than I do will make different diagnoses and designs. My job as mentor was to help them be successful at that.

Even though we didn’t say anything, we were in dialog: a peregrin dialog, meaning two equals wandering around trying to work something out, as opposed to a suvinian dialog where a fid is being taught by a mentor, or a Periklynian dialog, which is combat.

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.

But here’s my little trade secret that I put into every All Is Lost moment just for added spice, and it’s something that many hit movies have. I call it the whiff of death. I started to notice how many great movies use the All Is Lost point to kill someone. Obi Wan in Star Wars is the best example — what will Luke do now?? All Is Lost is the place where mentors go to die, presumably so their students can discover “they had it in them all along.” The mentor’s death clears the way to prove that. But what if you don’t have an Obi Wan character? What if death isn’t anywhere near your story? Doesn’t matter. At the All Is Lost moment, stick in something, anything that involves a death. It works every time. Whether it’s integral to the story or just something symbolic, hint at something dead here. It could be anything. A flower in a flower pot. A goldfish. News that a beloved aunt has passed away. It’s all the same.

Learn the value of introducing proposals over time using masterful technique.... Deliver the message when the listener isn’t rushed or in an emotionally charged state.... Don’t unnerve your boss by dropping a crisis in their lap last-minute when you’ve had some warning yourself.

The difference between successful people and unsuccessful people is that successful people do all the things unsuccessful people don’t want to do. Most people don’t want to work more than they have to. They do the minimum they are paid to do. That’s not the way to get ahead. Always do the best you can, not the least you can get away with. When you do your job, even if its just cleaning an office, do it as if somebody you want to impress is watching your every step.

Sometimes you have to let go a little bit and travel the path of least resistance but this doesn’t mean that you quit when things get tough, as you are working towards a goal! It just means that you may only be able to see a rough draft of your final destination, right now, and that it’s safe to explore along the way.

As you work with individuals in your organization to develop their vision for the future, it is crucial that you establish specific, measurable goals. These goals will help the individuals realize their ambitions. In addition, you as a mentor have to establish that you are sincerely interested in the problems of the person you are mentoring. By taking action to support the individual, you will prove that you are indeed working in their best interest and always keeping the end in mind.

Why is it that of every hundred gifted young musicians who study at Juilliard or every hundred brilliant young scientists who go to work in major labs under illustrious mentors, only a handful will write memorable musical compositions or make scientific discoveries of major importance? Are the majority, despite their gifts, lacking in some further creative spark? Are they missing characteristics other than creativity that may be essential for creative achievement—such as boldness, confidence, independence of mind? It takes a special energy, over and above one’s creative potential, a special audacity or subversiveness, to strike out in a new direction once one is settled. It is a gamble as all creative projects must be, for the new direction may not turn out to be productive at all. Creativity involves not only years of conscious preparation and training but unconscious preparation as well. This incubation period is essential to allow the subconscious assimilation and incorporation of one’s influences and sources, to reorganize and synthesize them into something of one’s own. In Wagner’s overture to Rienzi, one can almost trace this emergence. There are echoes, imitations, paraphrases, pastiches of Rossini, Meyerbeer, Schumann, and others—all the musical influences of his apprenticeship. And then, suddenly, astoundingly, one hears Wagner’s own voice: powerful, extraordinary (though, to my mind, horrible), a voice of genius, without precedent or antecedent. The essential element in these realms of retaining and appropriating versus assimilating and incorporating is one of depth, of meaning, of active and personal involvement.

What are bad recommendations you hear in your profession or area of expertise? If you put ten people in a room and they have to choose an ice cream flavor, they’re gonna arrive at vanilla. There is always constant pressure to conform. But originality only happens on the edges of reality. And working on that line is always dangerous because it’s only a short step to disconnected insanity. So resist temptations and advice to play to the middle. The best work always comes from pushing the edge.

Ambition looks like waking up early; it looks like working after the kids are in bed. Ambition looks like adopting a willingness to admit to the things you don’t know and asking for help or doing the research or becoming your own best mentor. Ambition looks like you living in a way others won’t so you will have a life others can’t.

I read odd books and entertained odd ideas (however furtively), largely ignored by my family; and at that age I was looking hard for someone to follow, a mentor of any sort, who would take me under his wing and recognize my special talents (assuming that I had any) and tell me the secret of how everything worked, so I could avoid pain. And there you were.

Encouragement: To place courage within them, by coming along side them and inspiring them to hold on, to work hard, to fight for the cause placed in their care.

In every person there is a seed of greatness. Understanding your uniqueness, your values, your natural strengths, and your authenticity is vital to finding your success.

when we work together, we achieve more. Character is not a concept that is simply spoken about, but actually manifests itself through our actions.

Don't look for laughter, look for joy. Don't look for pleasure, look for purpose. Don't look for friends, look for mentors. Don't look for lovers, look for soulmates. Don't look for glory, look for virtue. Don't look for entertainment, look for bliss. Don't look for amusement, look for wisdom. Don't look for books, look for knowledge. Don't look for beauty, look for susbtance. Don't look for extravagance, look for modesty. Don't look for praise, look for service. Don't look for reputation, look for character. Don't look for honor, look for respect. Don't look for needs, look for wants. Don't look for riches, look for happiness. Don't look for possessions, look for contentment. Don't look for creeds, look for conviction. Don't look for justice, look for compassion. Don't look for charisma, look for integrity. Don't look for lust, look for love. Don't look for wealth, look for charity. Don't look for power, look for peace. Don't look for fame, look for dignity. Don't look for work, look for a career. Don't look for success, look for excellence. Don't look for greatness, look for meekness.

You take your mentoring where you can find it, even if it is not being offered to you. Have you ever used your neighbor's Wi-Fi when it wasn't on a password? If you have the opportunity to observe someone at work, you are getting mentoring out of them even if they are unaware or resistant. Make a list of the people you think would make the greatest mentors and try to get close enough to steal their Wi-Fi.

What advice do you have for writers working on their first novels? If you feel called to write a book, consider it a gift. Look around you. What assistance is the universe offering you as support? I was given an amazing mentor, a poet, Eleanor Drewry Dolan, who taught me the importance of every word. To my utter amazement, there were times she found it necessary to consult three dictionaries to evaluate one word.

It became my mission to work with young people to help show them the way, not save them! But help them understand that there are choices that can be made that will make the difference for the rest of their lives.

It became by mission to work with young people to help show them the way, not save them! But help them understand that there are choices that can be made today that will make the difference for their rest of their lives.

When your manager is conducting a meeting or conference call and presents an idea or goal, they’re looking for commitment to tackle the task. If you start listing all of the reasons why it won’t work or argue unimportant details, your boss will see your effort as adversarial. You become a roadblock preventing everyone in the group from moving forward.... If you have a small concern or issue you want heard, save it for a personal moment later.

Surgeons are independent doers, ready to act. They prefer not to ask for help, thank you, or to place trust in much outside their own abilities. They work hard, expect perfection, and do not accept excuses. To the residents, some surgeon mentors were decent human beings; others were tyrants. Personalities aside, the central fact was this: Surgeons use their hard-earned physical skills to get results in the operating room (or create their own problems). They rely on themselves for success or failure. They are the captains of their ships. They do not need or want to rely on medication or another person to improve the quality of a patient’s life. Surgery is a specialty of instant gratification, for patient and surgeon alike.

I reread the work of my friend and mentor Amy Krouse Rosenthal, who’d died a few months earlier. She’d once written, “For anyone trying to discern what to do w/ their life: PAY ATTENTION TO WHAT YOU PAY ATTENTION TO. That’s pretty much all the info u need.

How to Survive Racism in an Organization that Claims to be Antiracist: 10. Ask why they want you. Get as much clarity as possible on what the organization has read about you, what they understand about you, what they assume are your gifts and strengths. What does the organization hope you will bring to the table? Do those answers align with your reasons for wanting to be at the table? 9. Define your terms. You and the organization may have different definitions of words like "justice", "diveristy", or "antiracism". Ask for definitions, examples, or success stories to give you a better idea of how the organization understands and embodies these words. Also ask about who is in charge and who is held accountable for these efforts. Then ask yourself if you can work within the structure. 8. Hold the organization to the highest vision they committed to for as long as you can. Be ready to move if the leaders aren't prepared to pursue their own stated vision. 7. Find your people. If you are going to push back against the system or push leadership forward, it's wise not to do so alone. Build or join an antiracist cohort within the organization. 6. Have mentors and counselors on standby. Don't just choose a really good friend or a parent when seeking advice. It's important to have on or two mentors who can give advice based on their personal knowledge of the organization and its leaders. You want someone who can help you navigate the particular politics of your organization. 5. Practice self-care. Remember that you are a whole person, not a mule to carry the racial sins of the organization. Fall in love, take your children to the park, don't miss doctors' visits, read for pleasure, dance with abandon, have lots of good sex, be gentle with yourself. 4. Find donors who will contribute to the cause. Who's willing to keep the class funded, the diversity positions going, the social justice center operating? It's important for the organization to know the members of your cohort aren't the only ones who care. Demonstrate that there are stakeholders, congregations members, and donors who want to see real change. 3. Know your rights. There are some racist things that are just mean, but others are against the law. Know the difference, and keep records of it all. 2. Speak. Of course, context matters. You must be strategic about when, how, to whom, and about which situations you decide to call out. But speak. Find your voice and use it. 1. Remember: You are a creative being who is capable of making change. But it is not your responsibility to transform an entire organization.

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.

Scholarships allowed her to study at Woods Hole Biological Laboratory, where she fell in love with the sea, and at Johns Hopkins University, where she was isolated, one of a handful of women in marine biology. She had no mentors and no money to continue in graduate school after completing an M.A. in zoology in 1932. Along the way she worked as a laboratory assistant in the school of public health, where she was lucky enough to receive some training in experimental genetics. As employment opportunities in science dwindled, she began writing articles about the natural history of Chesapeake Bay for the Baltimore Sun. Although these were years of financial and emotional struggle, Carson realized that she did not have to choose between science and writing, that she had the talent to do both. From childhood on, Carson was interested in

You said earlier today that you wanted to talk about something,” Halt said. Crowley nodded, gathering his thoughts before he began. “We seem to share a lot of the same skills,” he said. “And the same weapons. I noticed you carry a saxe knife and a throwing knife like mine. I wondered where you came by them.” Crowley, of course, carried his two knives in the distinctive Ranger-issue double scabbard. Halt’s were in separate scabbards, placed close together on the left side of his belt. He glanced at them now, where the belt was draped over a rock beside the campfire. “My mentor gave them to me,” he said. “He was a Ranger, like you.” Crowley sat up at that piece of information. “A Ranger?” he said. “In Hibernia? What was his name?” “He called himself Pritchard. He was an amazing man.” “He was indeed,” Crowley affirmed, and now it was Halt’s turn to look surprised. “You knew him?” Crowley nodded eagerly. “I was his apprentice for five years. He taught me everything I know. How did you come to meet him?” “He turned up at Du . . . Droghela, some three years ago. He took me under his wing and taught me silent movement, knife work, tracking and the rest. I could already shoot, but he tightened up my technique quite a bit.” Crowley noticed the hesitation and correction when Halt mentioned the name of the place where he’d met Pritchard. But he let it pass. “Yes. He was very big on technique.” “And practice,” Halt agreed. Crowley smiled at the memory of his old teacher. “He had a saying. An ordinary archer practices until he gets it right. A Ranger—” “Practices until he never gets it wrong.” Halt

The man with the dark hair sighs, and explains that his friend won’t be coming back, and thus she won’t be paid for her time, or for her trouble. And then, seeing the hurt in her eyes, and taking pity on her, he examines the golden threads in his mind, watches the matrix, follows the money until he spots a node, and tells her that if she’s outside Treasure Island at 6:00 A.M., thirty minutes after she gets off work, she’ll meet an oncologist from Denver who will just have won $40,000 at a craps table, and will need a mentor, a partner, someone to help him dispose of it all in the forty-eight hours before he gets on the plane home. The words evaporate in the waitress’s mind, but they leave her happy. She sighs and notes that the guys in the corner have done a runner, and have not even tipped her; and it occurs to her that, instead of driving straight home when she gets off shift, she’s going to drive over to Treasure Island; but she would never, if you asked her, be able to tell you why.

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.

The spell. Victor said you had to want me... to care about me... for it to work. Did you? Did you want me?" "Yes, Roza. I did want you. I still do. I wish... we could be together." "Then why did you lie to me?" Why did you lie?" "Because we can't be together." "Because of the age thing, right? Because you're my mentor?" "That's part of it, But also... well, you and I will both be Lissa's gaurdians someday. I need to protect her at all cost. If a pack of Strogoi come, I need to throw my body between them and her." "I know that. Of course that's what you have to do." "No. If I let myself love you, I won't throw myself in front of her. I'll throw myself in front of you.” ― Rose and Dimitri

A new black faculty member came to campus a couple years in, and I asked why she didn't work with the black students. She said, 'That's not my job.' That person said, 'They are unchangeable.' I hate when people say something is not their job or that something isn't possible. When it comes to showing young black students there are teachers who look like them, when it comes to mentoring and being there to support students, I feel it's everyone's job (regardless of ethnicity). I will keep writing about these intersections as a writer and a teacher, as a black woman, as a bad feminist, until I no longer feel like what I want is impossible. I no longer want to believe these problems are too complex for us to make sense of them.

Richard Alexander, an evolutionary biologist known for his work on the origins of morality, describes an argument he had with his mentor. Alexander was trying to make a case for pure moral motivations, and he described how he went out of his way to avoid stepping on a line of ants. Isn’t that truly altruistic? And his mentor responded: “It might have been, until you bragged about it.

All of us believe you belong here,” I’d said to the Elizabeth Garrett Anderson girls as they sat, many of them looking a little awestruck, in the Gothic old-world dining hall at Oxford, surrounded by university professors and students who’d come out for the day to mentor them. I said something similar anytime we had kids visit the White House—teens we invited from the Standing Rock Sioux Reservation; children from local schools who showed up to work in the garden; high schoolers who came for our career days and workshops in fashion, music, and poetry; even kids I only got to give a quick but emphatic hug to in a rope line. The message was always the same. You belong. You matter. I think highly of you. An economist from a British university would later put out a study that looked at the test performances of Elizabeth Garrett Anderson students, finding that their overall scores jumped significantly after I’d started connecting with them—the equivalent of moving from a C average to an A. Any credit for improvement really belonged to the girls, their teachers, and the daily work they did together, but it also affirmed the idea that kids will invest more when they feel they’re being invested in. I understood that there was power in showing children my regard.

Want to change the world? Push everyone you know to work within their ISO. Mentor people to help them realize their genuine interests and skills and capitalize on even the smallest opportunities around them. When it comes to your own career, make every decision with a constant eye toward your own intersection. A career of “work with intention” is the kind that moves industries forward. Do it for yourself and for the rest of us.

Our most heated argument concerned the preponderance of women in my epic and Athene’s ubiquity, and the precedence given to famous women when Odysseus meets the ghosts of the departed. I had mentioned only Tyro, Antiope, Alcmene, Jocasta, Chloris, Leda, Iphimedeia, Phaedra, Procris, Ariadne, Maera, Clymene and, naturally, Eriphyle, and let Odysseus describe them to Alcinous. “My dear Princess,” said Phemius, “if you really think that you can pass off this poem as the work of a man, you deceive yourself. A man would give pride of place to the ghosts of Agamemnon, Achilles, Ajax, Odysseus’s old comrades, and other more ancient heroes such as Minos, Orion, Tityus, Salmoneus, Tantalus, Sisyphus and Hercules; and mention their wives and mothers incidentally, if at all; and make at least one god help Odysseus at some stage or other.” I admitted the force of his argument, which explains why, now, Odysseus first meets a comrade who has fallen off a roof at Circe’s house—I call him Elpenor—and cracks a mild joke about Elpenor’s having come more quickly to the Grove of Persephone by land than he by sea. I also allow Alcinous to ask after Agamemnon, Achilles and the rest, and Odysseus to satisfy his curiosity. For Phemius’s sake I have even let Hermes supply the moly in passages adapted from my uncle Mentor’s story of Ulysses. In my original version I had given all the credit to Athene.

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.

All he had ever wanted was to tell—in the best possible words, arranged in the best possible order—the stories inside him. He had been more than willing to do the apprenticeship and the work. He had been humble with his teachers and respectful of his peers. He had acceded to the editorial notes of his agent (when he’d had one) and bowed to the red pencil of his editor (when he’d had one) without complaint. He had supported the other writers he’d known and admired (even the ones he hadn’t particularly admired) by attending their readings and actually purchasing their books (in hardcover! at independent bookstores!) and he had acquitted himself as the best teacher, mentor, cheerleader, and editor that he’d known how to be, despite the (to be frank) utter hopelessness of most of the writing he was given to work with. And where had he arrived, for all of that? He was a deck attendant on the Titanic, moving the chairs around with fifteen ungifted prose writers while somehow persuading them that additional work would help them improve.

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.

Once women have lost her and then found her again, they will contend to keep her for good. Once they have regained her, they will fight and fight hard to keep her, for with her their creative lives blossom; their relationships gain meaning and depth and health; their cycles of sexuality, creativity, work, and play are re-established; they are no longer marks for the predations of others; they are entitled equally under the laws of nature to grow and to thrive. Now their end-of-the-day fatigue comes from satisfying work and endeavors, not from being shut up in too small a mind-set, job, or relationship. They know instinctively when things must die and when things must live; they know how to walk away, they know how to stay. When women reassert their relationship with the wildish nature, they are gifted with a permanent and internal watcher, a knower, a visionary, an oracle, an inspiratrice, an intuitive, a maker, a creator, an inventor, and a listener who guide, suggest, and urge vibrant life in the inner and outer worlds. When women are close to this nature, the fact of that relationship glows through them. This wild teacher, wild mother, wild mentor supports their inner and outer lives, no matter what.

The trouble with Hemingway’s cabin in the woods is that it’s a cabin and it’s in the woods. The Beatles didn’t get good by renting a self-storage garage in the boonies and doing their ten thousand hours in solitude. There seems to be an audience component to getting good, even if the audience happens to be in a Hamburg strip club. Yes, young writers need to log long hours with their tools, but once their solitary work’s done, they need to talk and compare notes with other apprentices, as well as mentors. With others, they need to test their sense of what’s working and what isn’t. Hearing even drunken applause is important; it helps you keep going.

We live in a world where we have to sacrifice our comfort for the sake of others. Where we have to go an extra mile to meet others' needs. Where we have to dig deep in our resources to please others. I have gone out of my comfort zone for some people. Some people have gone out of their comfort zone for me. And I'm grateful. It's life. It's a common thing. There is no right or wrong to this behaviour. We do it because either we want to or that we must. By the way, our self-sacrificing service can be unhealthy to us. Some people burn themselves down trying to keep others warm. Some break their backs trying to carry the whole world. Some break their bones trying to bend backwards for their loved ones. All these sacrifices are, sometimes, not appreciated. Usually we don't thank the people who go out of their comfort zone to make us feel comfortable. Again, although it's not okay, it's a common thing. It's another side of life. To be fair, we must get in touch with our humanity and show gratitude for these sacrifices. We owe it to so many people. And sometimes we don't even realise it. Thanks be to God for forgiving our sins — which we repeat. Thanks to our world leaders and the activists for the work that they do to make our economic life better. Thanks to our teachers, lecturers, mentors, and role models for shaping our lives. Thanks to our parents for their continual sacrifices. Thanks to our friends for their solid support. Thanks to our children, nephews, and nieces. They allow us to practise discipline and leadership on them. Thanks to the doctors and nurses who save our lives daily. Thanks to safety professionals and legal representatives. They protect us and our possessions. Thanks to our church leaders, spiritual gurus and guides, and meditation partners. They shape our spiritual lives. Thanks to musicians, actors, writers, poets, and sportspeople for their entertainment. Thanks to everyone who contributes in a positive way to our society. Whether recognised or not. Thank you. Thank you. Thank you!

I laid out my five expectations that first day [as FBI Director] and many times thereafter: I expected [FBI employees] would find joy in their work. They were part of an organization devoted to doing good, protecting the weak, rescuing the taken, and catching criminals. That was work with moral content. Doing it should be a source of great joy. I expected they would treat all people with respect and dignity, without regard to position or station in life. I expected they would protect the institution's reservoir of trust and credibility that makes possible all their work. I expected they would work hard, because they owe that to the taxpayer. I expected they would fight for balance in their lives. I emphasized that last one because I worried many people in the FBI worked too hard, driven by the mission, and absorbed too much stress from what they saw. I talked about what I had learned from a year of watching [a previous mentor]. I expected them to fight to keep a life, to fight for the balance of other interests, other activities, other people, outside of work. I explained that judgment was essential to the sound exercise of power. Because they would have great power to do good or, if they abused that power, to do harm, I needed sound judgment, which is the ability to orbit a problem and see it well, including through the eyes of people very different from you. I told them that although I wasn't sure where it came from, I knew the ability to exercise judgment was protected by getting away from the work and refreshing yourself. That physical distance made perspective possible when they returned to work. And then I got personal. "There are people in your lives called 'loved ones' because you are supposed to love them." In our work, I warned, there is a disease called "get-back-itis." That is, you may tell yourself, "I am trying to protect a country, so I will get back to" my spouse, my kids, my parents, my siblings, my friends. "There is no getting back," I said. "In this line of work, you will learn that bad things happen to good people. You will turn to get back and they will be gone. I order you to love somebody. It's the right thing to do, and it's also good for you.

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.

If you could have a gigantic billboard anywhere with anything on it, what would it say and why? “Discipline equals freedom.” Everyone wants freedom. We want to be physically free and mentally free. We want to be financially free and we want more free time. But where does that freedom come from? How do we get it? The answer is the opposite of freedom. The answer is discipline. You want more free time? Follow a more disciplined time-management system. You want financial freedom? Implement long-term financial discipline in your life. Do you want to be physically free to move how you want, and to be free from many health issues caused by poor lifestyle choices? Then you have to have the discipline to eat healthy food and consistently work out. We all want freedom. Discipline is the only way to get it. What is one of the best or most worthwhile investments you’ve ever made? Ever since I have had a home with a garage, I have had a gym in my garage. It is one of the most important factors in allowing me to work out every day regardless of the chaos and mayhem life delivers. The convenience of being able to work out any time, without packing a gym bag, driving, parking, changing, then waiting for equipment . . . The home gym is there for you. No driving. No parking. No little locker to cram your gear into. In your home gym, you never wait for equipment. It is waiting for you. Always. And, perhaps most important: You can listen to whatever music you want, as loud as you want. GET SOME.

This was a pivotal event in his career, as well as a personal epiphany. Often, when a man is young and idealistic, he believes that if he works hard and does the right thing, success will follow. This was what Boyd’s mother and childhood mentors had told him. But hard work and success do not always go together in the military, where success is defined by rank, and reaching higher rank requires conforming to the military’s value system. Those who do not conform will one day realize that the path of doing the right thing has diverged from the path of success, and then they must decide which path they will follow through life. Almost certainly, he realized that if he was not promoted early to lieutenant colonel after all that he had done, he would never achieve high rank.

Everything we do and say will either underline or undermine our discipleship process. As long as there is one unsaved person on my campus or in my city, then my church is not big enough. One of the underlying principles of our discipleship strategy is that every believer can and should make disciples. When a discipleship process fails, many times the fatal flaw is that the definition of discipleship is either unclear, unbiblical, or not commonly shared by the leadership team. Write down what you love to do most, and then go do it with unbelievers. Whatever you love to do, turn it into an outreach. You have to formulate a system that is appropriate for your cultural setting. Writing your own program for making disciples takes time, prayer, and some trial and error—just as it did with us. Learn and incorporate ideas from other churches around the world, but only after modification to make sure the strategies make sense in our culture and community. Culture is changing so quickly that staying relevant requires our constant attention. If we allow ourselves to be distracted by focusing on the mechanics of our own efforts rather than our culture, we will become irrelevant almost overnight. The easiest and most common way to fail at discipleship is to import a model or copy a method that worked somewhere else without first understanding the values that create a healthy discipleship culture. Principles and process are much more important than material, models, and methods. The church is an organization that exists for its nonmembers. Christianity does not promise a storm-free life. However, if we build our lives on biblical foundations, the storms of life will not destroy us. We cannot have lives that are storm-free, but we can become storm-proof. Just as we have to figure out the most effective way to engage our community for Christ, we also have to figure out the most effective way to establish spiritual foundations in each unique context. There is really only one biblical foundation we can build our lives on, and that is the Lord Jesus Christ. Pastors, teachers, and church staff believe their primary role is to serve as mentors. Their task is to equip every believer for the work of the ministry. It is not to do all the ministry, but to equip all the people to do it. Their top priority is to equip disciples to do ministry and to make disciples. Do you spend more time ministering to people or preparing people to minister? No matter what your church responsibilities are, you can prepare others for the same ministry. Insecurity in leadership is a deadly thing that will destroy any organization. It drives pastors and presidents to defensive positions, protecting their authority or exercising it simply to show who is the boss. Disciple-making is a process that systematically moves people toward Christ and spiritual maturity; it is not a bunch of randomly disconnected church activities. In the context of church leadership, one of the greatest and most important applications of faith is to trust the Holy Spirit to work in and through those you are leading. Without confidence that the Holy Spirit is in control, there is no empowering, no shared leadership, and, as a consequence, no multiplication.

[Scarlett] knew how to smile so that her dimples leaped, how to walk pigeon-toed so that her wide hoop skirts swayed entrancingly, how to look up into a man's face and then drop her eyes and bat the lids rapidly so that she seemed a-tremble with gentle emotion. Most of all she learned how to conceal from men a sharp intelligence beneath a face as sweet and bland as a baby's. Ellen, by soft admonition, . . . labored to inculcate in her the qualities that would make her truly desirable as a wife. "You must be more gentle, dear, more sedate," Ellen told her daughter. "You must not interrupt gentlemen when they are speaking, even if you do think you know more about matters than they do. Gentlemen do not like forward girls." [Ellen] taught her all that a gentlewoman should know, but she learned only the outward signs of gentility. The inner grace from which these signs should spring, she never learned nor did she see any reason for learning it. Appearances were enough, for the appearances of ladyhood won her popularity and that was all she wanted. . . . At sixteen, thanks to Mammy and Ellen, she looked sweet, charming and giddy, but she was, in reality, self-silled, vain and obstinate. She had the easily stirred passions of her Irish father and nothing except the thinnest veneer of her mother's unselfish and forbearing nature. . . It was not that these two loving mentors deplored Scarlett's high spirits, vivacity and charm. These were traits of which Southern women were proud. It was Gerald's headstrong and impetuous nature in her that gave them concern, and they sometimes feared they would not be able to conceal her damaging qualities until she had made a good match. But Scarlett intended to marry-and marry Ashley-and she was willing to appear demure, pliable and scatterbrained, if those were the qualities that attracted men. Just why men should be this way, she did not know. She only knew that such methods worked. It never interested her enough to try to think out the reason for it, for she knew nothing of the inner workings of any human being's mind, not even her own. She knew only that if she did or said thus-and-so, men would unerringly respond with the complementary thus-and-so. It was like a mathematical formula and no more difficult . . . If she knew little about men's minds, she knew even less about the minds of women, for they interested her less. She had never had a girl friend, and she never felt any lack on that account. To her, all women, including her two sisters, were natural enemies in pursuit of the same prey-man.

We were in Julie’s room one night, my eldest daughter and I, maybe a decade ago now. I wanted to show her how the canvas painting she had carefully labored over for her little sister's Christmas gift was framed and hung on the wall. I said, gazing at her masterpiece with no small amount of motherly pride, “Now it looks like a real work of art”. Bella looked at me quizzically, wondering yet again how her mother could possibly understand so little about the world. “Mama, every time you make something, or draw something, or paint something, it is already real art. There is no such thing as art that is not real” And so I said that she was right, and didn’t it look nice, and once again, daughter became guru and mother became willing student. Which is, I sometimes think, the way it was meant to be. ~~~~~ art is always real. all of it. even the stuff you don’t understand. even the stuff you don’t like. even the stuff that you made that you would be embarrassed to show your best friend that photo that you took when you first got your DSLR, when you captured her spirit perfectly but the focus landed on her shoulder? still art. the painting you did last year the first time you picked up a brush, the one your mentor critiqued to death? it’s art. the story you are holding in your heart and so desperately want to tell the world? definitely art. the scarf you knit for your son with the funky messed up rows? art. art. art. the poem scrawled on your dry cleaning receipt at the red light. the dress you want to sew. the song you want to sing. the clay you’ve not yet molded. everything you have made or will one day make or imagine making in your wildest dreams. it’s all real, every last bit. because there is no such thing as art that is not real.

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.

Nonconformity is an affront to those in the mainstream. Our impulse is to dismiss this lifestyle, create reasons why it can’t work, why it doesn’t even warrant consideration. Why not? Living outdoors is cheap and can be afforded by a half year of marginal employment. They can’t buy things that most of us have, but what they lose in possessions, they gain in freedom. In Somerset Maugham’s The Razor’s Edge, lead character Larry returns from the First World War and declares that he would like to “loaf.”23 The term “loafing” inadequately describes the life he would spend traveling, studying, searching for meaning, and even laboring. Larry meets with the disapproval of peers and would-be mentors: “Common sense assured…that if you wanted to get on in this world, you must accept its conventions, and not to do what everybody else did clearly pointed to instability.” Larry had an inheritance that enabled him to live modestly and pursue his dreams. Larry’s acquaintances didn’t fear the consequences of his failure; they feared his failure to conform. I’m no maverick. Upon leaving college I dove into the workforce, eager to have my own stuff and a job to pay for it. Parents approved, bosses gave raises, and my friends could relate. The approval, the comforts, the commitments wound themselves around me like invisible threads. When my life stayed the course, I wouldn’t even feel them binding. Then I would waiver enough to sense the growing entrapment, the taming of my life in which I had been complicit. Working a nine-to-five job took more energy than I had expected, leaving less time to pursue diverse interests. I grew to detest the statement “I am a…” with the sentence completed by an occupational title. Self-help books emphasize “defining priorities” and “staying focused,” euphemisms for specialization and stifling spontaneity. Our vision becomes so narrow that risk is trying a new brand of cereal, and adventure is watching a new sitcom. Over time I have elevated my opinion of nonconformity nearly to the level of an obligation. We should have a bias toward doing activities that we don’t normally do to keep loose the moorings of society. Hiking the AT is “pointless.” What life is not “pointless”? Is it not pointless to work paycheck to paycheck just to conform? Hiking the AT before joining the workforce was an opportunity not taken. Doing it in retirement would be sensible; doing it at this time in my life is abnormal, and therein lay the appeal. I want to make my life less ordinary.

After a series of promotions—store manager at twenty-two, regional manager at twenty-four, director at twenty-seven—I was a fast-track career man, a personage of sorts. If I worked really hard, and if everything happened exactly like it was supposed to, then I could be a vice president by thirty-two, a senior vice president by thirty-five or forty, and a C-level executive—CFO, COO, CEO—by forty-five or fifty, followed of course by the golden parachute. I’d have it made then! I’d just have to be miserable for a few more years, to drudge through the corporate politics and bureaucracy I knew so well. Just keep climbing and don't look down. Misery, of course, encourages others to pull up a chair and stay a while. And so, five years ago, I convinced my best friend Ryan to join me on the ladder, even showed him the first rung. The ascent is exhilarating to rookies. They see limitless potential and endless possibilities, allured by the promise of bigger paychecks and sophisticated titles. What’s not to like? He too climbed the ladder, maneuvering each step with lapidary precision, becoming one of the top salespeople—and later, top sales managers—in the entire company.10 And now here we are, submerged in fluorescent light, young and ostensibly successful. A few years ago, a mentor of mine, a successful businessman named Karl, said to me, “You shouldn’t ask a man who earns twenty thousand dollars a year how to make a hundred thousand.” Perhaps this apothegm holds true for discontented men and happiness, as well. All these guys I emulate—the men I most want to be like, the VPs and executives—aren’t happy. In fact, they’re miserable.  Don’t get me wrong, they aren’t bad people, but their careers have changed them, altered them physically and emotionally: they explode with anger over insignificant inconveniences; they are overweight and out of shape; they scowl with furrowed brows and complain constantly as if the world is conspiring against them, or they feign sham optimism which fools no one; they are on their second or third or fourth(!) marriages; and they almost all seem lonely. Utterly alone in a sea of yes-men and women. Don’t even get me started on their health issues.  I’m talking serious health issues: obesity, gout, cancer, heart attacks, high blood pressure, you name it. These guys are plagued with every ailment associated with stress and anxiety. Some even wear it as a morbid badge of honor, as if it’s noble or courageous or something. A coworker, a good friend of mine on a similar trajectory, recently had his first heart attack—at age thirty.  But I’m the exception, right?

Indeed, equal amounts of research support both assertions: that mentorship works and that it doesn’t. Mentoring programs break down in the workplace so often that scholarly research contradicts itself about the value of mentoring at all, and prompts Harvard Business Review articles with titles such as “Why Mentoring Doesn’t Work.” The mentorship slip is illustrated well by family businesses: 70 percent of them fail when passed to the second generation. A business-owner parent is in a perfect spot to mentor his or her child to run a company. And yet, sometime between mentorship and the business handoff, something critical doesn’t stick. One of the most tantalizing ideas about training with a master is that the master can help her protégé skip several steps up the ladder. Sometimes this ends up producing Aristotle. But sometimes it produces Icarus, to whom his father and master craftsman Daedalus of Greek mythology gave wings; Icarus then flew too high too fast and died. Jimmy Fallon’s mentor, one of the best-connected managers Jimmy could have for his SNL dream, served him up on a platter to SNL auditions in a fraction of the expected time it should take a new comedian to get there. But Jimmy didn’t cut it—yet. There was still one more ingredient, the one that makes the difference between rapid-rising protégés who soar and those who melt their wings and crash. III.

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.

Evidently Nehru, though a nationalist at the political level, was intellectually and emotionally drawn to the Indus civilization by his regard for internationalism, secularism, art, technology and modernity. By contrast, Nehru’s political rival, Muhammad Ali Jinnah, the founder of Pakistan, neither visited Mohenjo-daro nor commented on the significance of the Indus civilization. Nor did Nehru’s mentor, Mohandas Karamchand Gandhi, India’s greatest nationalist leader. In Jinnah’s case, this silence is puzzling, given that the Indus valley lies in Pakistan and, moreover, Jinnah himself was born in Karachi, in the province of Sindh, not so far from Mohenjo-daro. In Gandhi’s case, the silence is even more puzzling. Not only was Gandhi, too, an Indus dweller, so to speak, having been born in Gujarat, in Saurashtra, but he must surely also have become aware in the 1930s of the Indus civilization as the potential origin of Hinduism, plus the astonishing revelation that it apparently functioned without resort to military violence. Yet, there is not a single comment on the Indus civilization in the one hundred large volumes of the Collected Works of Mahatma Gandhi. The nearest he comes to commenting is a touching remark recorded by the Mahatma’s secretary when the two of them visited the site of Marshall’s famous excavations at Taxila, in northern Punjab, in 1938. On being shown a pair of heavy silver ancient anklets by the curator of the Taxila archaeological museum, ‘Gandhiji with a deep sigh remarked: “Just like what my mother used to wear.

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.

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.