Mentoring Stories

Sujana Adapa

Sujana's Mentoring Story

I have not realised the real value of mentoring when I lived in India and in Malaysia. I tried to reflect back and think hard to make sure whether I missed out on capturing any important episodes of mentoring when I lived in India and in Malaysia. It’s kind of stunning that nothing comes to my mind. I honestly think that I am pretty sure that I had role models at the personal and professional fronts but, not any real mentors. My father was my first role model. He was a medical doctor (Physician) and often questioned conventional thinking and asked for scientific facts for validation. In the Indian culture, I believe this was a huge challenge to overcome in a society that heavily relies on many rituals, traditions and customs. My first Masters course was in Agriculture and my principal supervisor was the next role model who really helped me understand the value of scientific research.

After moving to Armidale in 2006, I started thinking about PhD studies (or even possible transfer of credits as I was enrolled into a PhD program in Kuala Lumpur, Malaysia) and eventually enrolled into a PhD program in 2007 here at UNE. My then co-supervisor Professor Ray Cooksey (now retired; an Emeritus Professor in the Business School) not only helped me understand the personal and professional relationships in the student-supervisor arrangement but also set up fortnightly discussions in such a way that helped me realise my career interests. I particularly recall one incident when Ray took on the acting Deputy Vice Chancellor Research role but, always had time to discuss my PhD work particularly data analysis and interpretation. For me, the lesson learnt was time management and downplay of power dynamics that places a greater emphasis on relationships and people. Ray mentored me so informally that allowed me to build upon my strengths. For example, Ray introduced me to premium national management professional association (ANZAM – Australian and New Zealand Academy of Management) in my first year of PhD studies where I gave a snapshot of my PhD research work. This professional conference attendance and presentation also helped me understand the value of networking.

In the second year of my PhD studies, I was able to secure casual teaching in the Business School. I graduated with a PhD in 2010 and I also had a one year fixed-term position as a Lecturer in the Business School. However, the full time employment status did not extend to 2011. I went back to teach on a casual basis and an opportunity opened up to be involved as a research assistant in a state government (NSW) funded research project titled intentional innovation communities. This project had collaboration with the Penn State University, USA and I was introduced to Professor Ted Alter. Ted really offered unconditional support as it was my first experience to work in a research project in an international collaboration. As you are aware, teaching and research are the key parameters for securing an academic job. I was able to tick these boxes and when the position was advertised, I competed with 6 shortlisted staff (from Australia and the UK) and I was successful in securing the job. I started full time job as a Lecturer in the continuing position in the Business School at UNE in 2012. Since then, Professor Alison Sheridan offered both formal mentoring as my supervisor (then Head of School) and informal mentoring that helped to progress in my career. Lesson learnt is that mentors are givers and shy away from publicity.

I cannot close this mentoring story without thanking students that I taught every year here at UNE. Unintentional reverse mentoring also occurred over many years as I was able to pick up many key points related to western culture from students that enhanced my overall understanding of the Australian context. If I sum up, mentors can be seniors/juniors and men/women who help you realise and achieve your goals formally/informally. The power of mentoring cannot be ignored as this process offers multitude of benefits.

Katrina Dickson

Katrina's Mentoring Story

When I think back to my 20’s I did not have anyone who acted as a mentor. We were expected to be independent and work things out for ourselves. The idea of mentorship was not mainstream. Supporting me did not seem to occur to the first few managers I had. I now realise that to support someone requires a person to have a certain strength and vulnerability in themselves.  If that mentor is also a leader, some form of ‘servant leadership’ is required. A servant leader knows that supporting staff is more likely to result in greater overall results for a team, and a happier workplace. However, servant leadership is relatively rare, with leaders potentially more inclined towards ‘command and control’.

I have had several people who have been role models (usually unknowingly). The first of these is my grandmother. She engaged with everyone, no matter who they were, what they did or how old they were. She was interested in people, asked questions and truly listened to the answers, was poised, always well-groomed and admired by many. I decided to model myself on her many years ago. I learnt that first impressions do count, friendliness and openness builds connections and makes for all round happiness, and that age is meaningless unless you let it be meaningful. It is wisdom that counts.

Two people, while not mentors, changed the course of my life. My children had started school, I was on many committees, lived on a farm, but I was yearning for more. I went to a talk by Jan Logan, who had founded a highly successful luxury jewellery brand. Prior to this, she had lived on a farm in north-west NSW and had started making jewellery to sell at local markets. She started small, took courageous risks, saw opportunities, and did not see age as a barrier. At a similar time, I watched an interview with Ita Buttrose. She was strong but kind, spoke her mind, seized opportunities and learnt from setbacks. Like Jan Logan, Ita Buttrose is still going strong. After these talks, I realised that the time to start is now. So, I did an MBA, which led to a PhD. I cannot imagine where I would be if I had not taken that first step.  

My PhD supervisors are the closest I have had to mentors. Both highly intelligent professors, they knew how to guide and support me in reaching my potential. They could see that I was very self-motivated and driven, and juggling many other things in my life. They never pressured me. I will always value their ongoing support, guidance, friendship, and mutual respect.

Along the way, I have learnt to ask for help when I need it. People usually like to help, and it can save a lot of time if I can avoid re-inventing the wheel, or avoid failures.  I am now also happy not to try and ‘do it all’. This requires a certain vulnerability: I am happy to admit that there are things I do not know, or things I do not know how to do. There are things that I inherently don’t love doing, so I ask for help, or outsource. I can then spend my time on things I am good at, and that I enjoy. For me assistance from others can come in many forms, not just a formal mentoring relationship. Take what works for you, leave what doesn’t, and if you find a good mentor, go for it!

Justin Field

Justin's Mentoring Story

I would like to share my stories about two of my professional mentors.

Earlier this year at Oracle, I was asked to lead a global project to build a new HR dashboard.  The project team is composed of 27 people in 10 time zones.  I selected a mentor, Eileen, from our HR Information Systems group – she had extensive project management experience and extensive political experience with most of the key players that would be influential in the new project.  I have known Eileen for approximately four years, having worked with her on several previous projects.  Our previous collaboration established my credentials with her and so she was happy to mentor me.  We do not have a regularly scheduled meeting, but I reach out to her as difficult situations come up, when I need her insight and her advice.  We keep in touch over email and through Zoom.  It has been extremely helpful because she knows how work gets done at Oracle, and what sort of political pitfalls to avoid, and so I listen closely to the advice she gives me.

At UNE, my mentor is Professor Alison Sheridan.  She was also my PhD supervisor and so I have known her for more than a decade.  In my role as adjunct lecturer, I seek her advice on how to deal with teaching and learning issues, especially some of the trickier issues with challenging students.  I rely on her extensive experience and her knowledge of the University's procedures to give me guidance.  Sometimes our relationship extends to emotional support – when things get difficult. 

These two mentors have helped me this year to achieve much more effective performance, by way of their insights, their advice, and their differing perspectives. 

Ed Lefley

Ed's Mentoring Story

Key mentors in my career journey include:

1. A former Head of Service (my manager’s manager)
2. The many coach educators
3. My current manager

The first one in my list was actually the manager who recruited me into the youth service; at that time he had been working in that area for over 20 years, and knew it was a passion job for many people. He’d push you, and he’d support you, and as long you had the passion about what you were doing then he’d back you 100%. He was the kind of manager who would push and push, but knew when to stop – even if it did bring you to tears in the process (a memorable supervision meeting that time – I wear my heart on my sleeve when something is important to me). At that point he knew you invested 100% in the job, and that was what mattered to him. Importantly he also taught you about working with volunteers (we were a full time team of 7, but had over 125 volunteer staff), and working in a very transparent and accountable organisation; underpinning this was the need to engage all key stakeholders from the young people who we worked with, to the 125 volunteers who supported and ran many of the programmes we delivered. The ability to negotiate and work with these key people to get things to happen was crucial to delivering a successful programme – and you had to learn how everybody worked.

Within my career journey the coach educators have been mentors throughout my outdoor activity career; much like the previous example, this are all experienced practitioners who have walked the walk, and will challenge your own perception of what you can do, but also importantly give you the tools to do that. Working in challenging environments is only possible (and easy) when you are equipped with appropriate tools and knowledge, and at that point it becomes easier. The attention to detail that these educators instilled in you – the understanding of how the very basics were the building blocks that translate through to successful outcomes in the long term is fundamental to so many aspects, be it research or teaching in higher education; if you don’t recognise that the basics aren’t known, then of course as you progress you won’t get it right – the difference is you get a fail instead of a swim in a cold Welsh river in the winter!

My current manager, in many ways is much like my first example; driven by a passion to make a difference, this underpins much of the work that is done at a company level. Attention to detail, looking at all those causal factors again comes in, and being critically aware of what you are looking at are all aspects that are encouraged and valued in this work role. The ability to work autonomously on a project, and scope out where that project may go is also important.

Ian Wiltshire

Matthew Wysel

Matthew's Mentoring Story

Mentoring is the most important thing I have consistently searched out in every role in my career. Mentoring is someone who has walked your path before you and can offer you the sort of advice you never wanted from an older cousin but probably always needed. In my view, mentoring is different to coaching as a coach can help you with specific aspects (skills, techniques, competencies) but usually as a skilled observer, rather than as someone who knows your personal experience from the inside out. Mentors should be close enough for empathy, but distant enough for perspective. 

That introduction sounds like I have benefited from an abundance of clearly identifiable, forthright mentors who have driven well-understood Mentor/Mentee relationships throughout my career. Regrettably, it has been the opposite. If you have that, treasure it. The collection of experiences that constitutes my – now – diverse background has meant that while I have often benefited from the hard-earned wisdom of others, it has typically not come from someone who has walked in my shoes. 

That said, I have benefited greatly from many informal Mentor/Mentee relationships. Often these informal arrangements require subtler approaches and more ‘contextualising’ to realise the benefit of their advice, nudges, and solace. My father still offers sagely advice into my current circumstances. Very often the specific recommendations will require slight adjustment, but invariably the theme or central concept is sound. His life-long imperative has always been the pursuit of education as an insurance against a changing workforce. While I have had breaks from formal education, my current Master in Professional Accounting and PhD in Economics and Computer Science are both attempts at incorporating that maxim. 

My current, and many of my past, supervisors have also functioned as Mentors – or at least Exemplars. Often intangibles like the importance of a strong work-ethic, a resolutely peoplecentred approach to management, or a strong moral compass were learnt. Sometimes I have learnt from them by seeing the importance of doing the opposite to what they have done. Often their learning has impacted me too. Very often it was the way they made decisions that impacted me most. Their extra years’ experience seemed to confer greater efficiency in decision making and a natural knack for avoiding the mistakes I was making. 

In all cases, irrespective of the mode or manner of Mentor/Mentee relationship, retaining humble approach to learning is central. Learn from everyone.