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Leadership Lounge: Leadership Under Fire: How Mentorship Can Help C-suites Turn Headwinds Into Opportunity
00:18:59
C-suite executives face an unprecedented cascade of simultaneous challenges—AI transformation, regulatory upheaval, geopolitical instability, and economic turbulence. Unlike previous generations who weathered single crises, today’s leaders must nav...
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- [00:08]
Emma Coombe
Welcome to the Leadership Lounge, a place to kick back and listen as our experts dissect some of the biggest questions leaders face today. I'm Emma Coombe, Leadership Advisor in our London office. Today, C Suites face a relentless cascade of challenges, policy upheavals, economic turbulence, geopolitical tensions, and the rapid advance of AI. Unlike previous generations who perhaps weathered single crises, today's executives are tasked with navigating sustained uncertainty that many have never experienced before. In today's episode, we're exploring how the right mentor can transform leadership under pressure, providing battle tested wisdom and serving as strategic thinking partners who challenge assumptions when the stakes are at their highest. But before we dive in, remember to share any questions you have on mentoring or any other leadership topic you want our experts to answer by emailing redefinersusslerynolds.com we look forward to hearing from you. And if you enjoy listening to our episodes, leave us a five star review on Apple or Spotify. So let's dive in. We'd first like to welcome Kurt Harrison, Leadership Advisor in Russell Reynolds Associates New York office and also the America's leader for our RRA mentor program, into the conversation. Kurt, welcome to the Leadership Lounge.
- [01:26]
Kurt Harrison
Thank you, Emma. It's great to be here.
- [01:29]
Emma Coombe
So, Kurt, the C Suite playbook has been rewritten. While previous generations may have faced very few crisis at a time, today's leaders juggle AI transformation, regulatory upheaval and geopolitical instability, all while maintaining growth. And we know from our latest global CEO turnover index that CEO tenure continues to decrease. So how can mentors help leaders navigate this sustained complexity?
- [01:56]
Kurt Harrison
Well, it's a great question, Emma, and really the nature of leadership challenges has fundamentally shifted from what were episodic crises to what has become really a period of sustained uncertainty which shows no sign of abating anytime soon. And this really accentuates the benefits that a best in class mentor can provide to a new enrolled CEO or to a CEO in a succession plan. You know, many current C suite executives rose through the ranks during pretty stable environments, benefiting from a fairly positive macroeconomic backdrop, slow and steady growth that has radically changed over the past year. And mentors who have successfully navigated multiple economic cycles can really bring invaluable pattern recognition, advice and counsel to new enrolled CEOs. Our mentees truly value the perspectives of leaders who have, quote, unquote, been there and done that, right? These individuals have been through the fire and emerged stronger.
- [03:06]
Emma Coombe
You're absolutely right, Kurt. Leaders can draw on the hard won wisdom of mentors. And the great thing about mentoring is that these individuals don't have a vested interest. You can be honest with them and they are unencumbered by your career progression or other politics that are at play. So it's that independent perspective that is so valuable. And leaders today are facing poly crises. We had in the UK Brexit, then we all had the pandemic, then the Ukraine war, then trade wars and trade tariffs. It's a lot for leaders to contend with. And I for one have heard incredible feedback from leaders who've been paired with mentors about how much energy and confidence that relationship can give them. And Kurt, we also know that communication demands have intensified dramatically for today's leaders. How can mentors help CEOs and C suite leaders handle the pressure of constant communication and potential controversy?
- [04:02]
Kurt Harrison
Another great question, Emma. And you know, the environment we're living in now has an expectation for immediate and authentic leadership communication. Right. We're living in an era of social media 24, seven news cycles. And so literally every statement a C suite leader makes is scrutinized and amplified in a way that has never happened before. And so mentors can really provide invaluable frameworks for crisis communication and help leaders to develop their own authentic voice. So one thing that we've seen come out of this is the success that we've had pairing mentors with mentees from outside of their industry. We really try to focus on experiential alignment, more than just industry alignment. And some of our most successful mentor mentee pairings have been with people outside of industry.
- [04:59]
Emma Coombe
And in many cases, Kurt, it's about maintaining stakeholder confidence amidst uncertainty or change, which an outside mentor can help hugely with, and where it's even more reassuring to get comfortable with somebody who's not from your own industry, given how high stakes these conversations are. And of course, a lot of the advice that mentees are looking for is frankly around influencing individuals, about managing key stakeholders. And of course, the wisdom of lived experience bears so much fruit here. So somebody doesn't have to be from the direct industry. What they do have to be able to impart, in my view, is really how to navigate complexity, how to shape people's views, how to win hearts and minds, or to have the difficult conversations. And that's where mentors can be incredibly valuable. We'd now like to introduce our second guest into the conversation, Amanda Foster, leadership advisor in Russell Reynolds Associates London office. So, Amanda, for CEOs or C suite leaders who've successfully moved through the ranks of their organisations, there can be a Reluctance to seek mentorship, whether it's pride, time constraints or concerns about appearing vulnerable. And Amanda, why is it critical for C suite leaders to look past this and seek the support of a mentor?
- [06:12]
Amanda Foster
I think the first thing to say that's really important is that men mentorship is not remedial, it's developmental and it's all part of an agile, constantly learning mindset which keeps executives fresh in how they look at the future rather than looking backwards. And it's not about an overt lack of experience on the part of the mentee and actually having an outside in perspective, a thought partner who can bring that external experience and really hard earned experience, scars on their nose experience to your situation and be your thinking partner as you think through the business challenges that you have. And actually one of the interesting points about our RA mentor program is that it's not purely for individuals who are new in seat and finding their way. And not insignificant proportion of our mentees are individuals who've been in seat for a while and either facing new leadership challenges in in their roles or looking for new and different ways to deliver better in that role.
- [07:17]
Emma Coombe
I think this is such an important point Amanda, that it's not remedial, but it's about development and further supporting an executive as they grow and develop. And seeking the support of a mentor doesn't mean that you're not capable. In fact it means that you're really open to your own growth areas. And actually it's a positive sign oftentimes for, for a board or for a CEO if you're a C suite member, that you're that invested in your own development. I advised on the appointment of a mentor to a CEO whose business was going through a sale process. His chair really wanted him to be well supported and well advised through this. And part appreciating all the good work that had been done, part recognising that this was a deeply uncertain time and the CEO needed to be able to, if you like, vent to somebody, but also really recommit to his leadership team as well through the period of uncertainty. And this was hugely powerful. He actually said it was the best thing that his chair did for him. Finding this mentor and providing this resource during a period of great change in quite a different situation. We found a mentor for a CEO in an infrastructure backed business which is actually highly regulated and where the stakeholder management situation was becoming particularly complicated. A lot of different people to influence with opposing agendas and the mentor was very valuable in being able to step back, listen, provide sage advice and allow that individual as well, in part to just find more energy and more determination to seek a way through it all. These are just two examples, of course, but there are many different crossroads or moments in a leader's tenure where a mentor can add value. So when it comes to finding the right mentor, coming back to you, Amanda, we what should leaders look for in a mentor, particularly during times of uncertainty?
- [09:03]
Amanda Foster
I think the most important thing for a mentee is to look for a mentor who has faced similar business challenges to those that the mentee's facing is that they have a different difficult dynamic with their chairman and broader board. Is it that they have a challenged organizational structure and culture? And then to look at mentors who are faced with similar challenges, albeit potentially in completely different industries, and that mentor can then be a thought partner to the mentee around that particular challenge. Another really important aspect, I think in a mentor is somebody who can objectively challenge a mentee. And again, if someone is not actually familiar with the industry, they can ask the question that may be obvious externally, but not obvious internally within an organization. Mentors also, I think critically need high eq. Many of the challenges that our mentees face are to do with people rather than the business or business strategy.
- [10:07]
Emma Coombe
The high emotional question is so important, Amanda, and it reminds me of an earlier episode of Leadership Lounge where we talked about why even top leaders need a mentor and highlighted the importance of a mentor being the right fit. From a relationship compatibility point of view. There has to be a connection. There has to be mutual respect from the outset. And so with our Russell Reynolds mentoring model, we make sure that any mentee has at least two chemistry calls with different prospective mentors. And that that click factor, if we call it that, is really, really strong. Without that base level of compatibility or understanding, even the most experienced mentor won't be able to provide the psychological safety needed for honest, transformative conversations. So Amanda, on this point about building a relationship between a mentor mentee for C suite leaders who've never had a formal mentor, how would you recommend they approach building these relationships authentically?
- [11:03]
Amanda Foster
Actually, that's a really interesting question, Emma, because at the end of the day, this is a relationship and the amount of juice that both parties get out of this relationship is very much a function of. Of trust. And trust takes time. So the first thing to say is that the first couple of engagements may be formal and not particularly don't feel particularly fruitful, but actually when both parties really invest in listening on both sides, that relationship warms. So be patient. Is the first observation I would make. The other thing to say to mentees is be respectful of your mentor's time. These individuals are not doing this for the financial compensation. They're doing this to give back. And they really want to know and feel that they're being heard, actually in both directions, both sides are being heard. So both parties should come, particularly the mentee, come to the conversation prepared and available and on time. And I'm super confident that the mentor will give more than back in return for that commitment.
- [12:16]
Emma Coombe
Absolutely, Amanda. The most successful mentoring relationships I've observed are built on mutual respect and genuine curiosity about each other's perspectives and experiences. In fact, a mentor often becomes so invested in a mentee's ongoing career development is really touching to see. I'd now like to introduce our third and final voice into the conversation. Jeffrey Cheng, leadership advisor in Russell Reynolds, associate Shanghai office. Geoffrey, welcome to the leadership lounge.
- [12:44]
Kurt Harrison
Hey, Emma. Thank you for having me here.
- [12:46]
Emma Coombe
Geoffrey, what's your advice on how to approach the mentor mentee relationship authentically to maximize the value a mentee gets from it?
- [12:54]
Kurt Harrison
The first thing you need to set clear goals and what you want to gain, what you want to get, and also define specific goals and outcomes for the mentor relationship. The second point, I think is the most important. When you have this mentor program, you need to be open and honest. You need to share real challenges and struggles to get relevant and actionable advice. Don't be shy. Don't hide yourself. So when you open your heart, when you become a very honest person to share the real challenges, the mentor can help you more.
- [13:36]
Emma Coombe
That vulnerability you mentioned, Geoffrey, is often the hardest part for many senior leaders. But it's also where great breakthroughs happen. If mentors and mentees can meet off site and if the mentee can really force themselves to step away from the day to day and be in a place where they can reflect and truly benefit from the mentor. It makes such a difference. But this really takes an investment of time and preparation and scheduling to make sure that that can happen. It's by really letting your guard down and being authentic, being your whole self, that this mentor mentee relationship can become extremely impactful. Amanda, I know you wanted to also speak on this. Why is it often easier for a mentee to be more vulnerable with an outside mentor?
- [14:18]
Amanda Foster
When you are a CEO and your chairman is your mentor, there, there is an implicit conflict in there. He is also your boss. And there is something about being able to say, I'm really struggling with this. I'm really struggling with my relationship. With my chair, for example, you couldn't begin to have those conversations with an internal mentor. And it doesn't mean that there aren't informal mentor relationships that go on in an organization, they absolutely should. But that external objective perspective that allows you to say, I'm really struggling with this or I've been trying X, Y and Z and they're not working, I don't know where to go now, doesn't impact your career, doesn't impact the perceptions that people have of you internally.
- [15:04]
Emma Coombe
It's such a crucial point, Amanda. And outside mentors can provide an objective perspective. They're not clouded by judgment, they're not going to gossip to anybody within an organization where the stakes are high. But that's not to say that a mentor inside your organisation can't also bring value. There's so much for junior leaders coming through the ranks to learn from how to benefit, complex webs of relationships and politics to cut through and to see a path forward. So I do think both can be considered. But as you get more senior, it inevitably becomes less risky and probably more powerful to have an outside mentor. So Geoffrey, final question for you. What's the biggest mistake leaders make when entering mental relationships and how can they best avoid it?
- [15:49]
Kurt Harrison
I think the biggest mistake there's actually some of the leaders they made and when entering the mental relationship is that when they enter into relationship they don't have any clear expectations or they may have a passive approach, simply expecting guidance without driving the engagement. So how to avoid the mistake? I think there's few points. The first point, you need to set up very clear goals. The second thing, you need to take ownership by yourself. You need to take ownership of your own development. Also the last thing I think are very important, you need to build a very good trust and understanding with your mentor.
- [16:33]
Emma Coombe
There's some brilliant advice there, Geoffrey, and certainly on our RRA Artemis program, our accelerator program for leaders who are one to five years away from a group CEO role, we pair them with mentors and the very distinct feedback has been for those individuals who show up to every meeting really well prepared with some key areas that they want to focus on. The mentor then gives so much more. You get out what you put in and we've seen some really constructive relationships build for those who are really prepared and thoughtful and focused. And Kurt, to turn it to you, what do you see as the biggest mistake a mentee can make when entering into a mentor relationship?
- [17:14]
Kurt Harrison
I think the biggest mistake is falling into the trap of treating mentorship as a one way transaction. As opposed to building a mutually accretive relationship. Right? Mentees should not expect immediate solutions to their immediate business needs. They should expect to gain valuable strategic insights during the course of a longer engagement.
- [17:39]
Emma Coombe
That's absolutely right, Kurt. The most successful mentoring relationships are those where mentees approach them as strategic partnerships rather than quick fixes. When leaders invest in building genuine, long term relationships with their mentors, they create a foundation for sustained success that extends beyond solving for one particular challenge or obstacle. So our time in the lounge today has come to an end. In 30 seconds. This is what we've learned. Seek mentors who've weathered multiple crises. Their battle tested wisdom is invaluable when facing today's sustained uncertainty. Mentorship isn't remedial. It's about gaining fresh perspectives that keep even experienced leaders sharp. Having an external mentor means a leader can be vulnerable without career consequences. They can discuss real struggles openly and come prepared with clear goals and be genuinely open. Mentorship is a relationship, not a transaction. If you have any topics or burning questions you'd like us to cover in future episodes of Leadership Lounge, then please get in touch. Email your questions on mentoring or anything broader to RedefinersRussLernolds.com until next time. Goodbye.