Non-sales founders often don't know how to evaluate or support their first sales leader. The advice is to hire a sales-focused board member or advisor whose primary role is to mentor and care for that new sales leader, providing crucial guidance and a dedicated advocate.

Great mentors explicitly clarify whether a mentee seeks direct advice (mentoring) or guidance to find their own solutions (coaching). This distinction, along with mentee-driven goals, makes the relationship more effective and respects the mentee's agency.

A mentor's unique value lies in their ability to provide brutally honest feedback that a regular coworker would avoid. This directness, like being told your thinking is 'all over the place,' is what forces critical self-reflection and sparks genuine growth.

A manager is not a mentor. Instead of depending on a single, formal mentor within their reporting structure, aspiring leaders should cultivate a personal 'board' of two or three trusted advisors. This external network provides diverse, on-demand input for specific business situations that fall outside a leader's direct experience or comfort zone.

Busy, successful people mentor others because they find joy in watching that person grow. Mentees must show they are applying the advice and getting results. This demonstrates a return on the mentor's time and emotional investment, ensuring their continued engagement.

Mentoring isn't just about imparting wisdom; it's a "selfish" act of learning from the younger generation. Mentees offer valuable insights into modern approaches to productivity, work-life balance, and leveraging new technologies. They are more focused on output over hours and aren't guilty about taking vacations, providing a fresh perspective for senior professionals.

Research shows women often have more mentors than men, but men have significantly more sponsors. Mentors offer advice, while sponsors use their influence to advocate and create opportunities. This distinction is critical for advancement, as sponsorship provides access to roles that mentorship alone cannot.

A common pitfall in mentorship is developing emotional dependency. Mentors should provide support, advice, and guidance for your professional growth, but they are not a place for codependency or a substitute for a therapist or parent. Keeping this boundary clear is crucial for a healthy and effective relationship.

To build a strong "personal board of directors," go beyond your immediate network. A powerful tactic is to ask your existing, trusted mentors to identify their own mentors and explain what makes them valuable. This provides a vetted, high-quality pipeline for expanding your circle of guidance.