You’re the Driver, Not the Passenger: Take the Steering Wheel of Your Development!
A mentor is like an experienced pilot who knows the route, but you’re the one sitting behind the wheel. Your active attitude and sense of responsibility are the fuel that drives the entire mentoring journey.
How to Take the Steering Wheel of Your Development?
Prepare for Every Meeting
Don’t come empty-handed. Before each session, spend 15 minutes thinking about: What challenge am I facing? What do I want to ask about? What progress have I made since last time? Preparation shows respect for both your time and your mentor’s.
Own the Agenda
This is your meeting. Start by saying: “Thank you for your time. I’d like to discuss today…” You set the tone and direction of the conversation. The mentor is at your disposal, not the other way around.
Ask for What You Need
Mentors don’t read minds. Need specific feedback? Say: “Could you give me feedback on my presentation?” Want to meet someone from another department? Ask: “Do you know anyone who could tell me about…?”
Implement and Report
The greatest growth happens BETWEEN meetings. If you agree on something, do it. Start the next session with a summary: “After our last conversation, I did X. The result was Y. It taught me Z.” This shows your commitment.
Proactive Mentee Checklist
- Before the meeting, I send my mentor 2-3 discussion points.
- During the meeting, I take notes and record key actions.
- After the meeting, I send a brief thank you with a summary of agreements.
- I treat feedback as a gift, even when it’s hard to accept.
- I celebrate my small successes and share them with my mentor.
Read Also
- ‘Proactive Mentee Attitude’
- Active Mentee Stance
- RESPONSIBILITY FOR DEVELOPMENT: How Mentors and Mentees Can Build Success Together
Read also
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Frequently Asked Questions
What if my mentor does not give me enough structure or direction?
That is actually normal — mentoring is not coaching or training, and most mentors expect the mentee to drive the agenda. Use the checklist from this article to prepare discussion points before each session and open with a clear statement of what you want to cover. Taking ownership of the structure is itself a powerful developmental exercise.
How should I handle feedback from my mentor that feels unfair or inaccurate?
Treat it as data rather than a verdict. Thank your mentor for the honesty, then take time to reflect before reacting. Ask clarifying questions such as “Can you give me a specific example?” to better understand the feedback. Even if you ultimately disagree, the process of examining the feedback closely almost always reveals something useful.
How many discussion points should I prepare for each mentoring session?
Two to three focused topics work best for a typical 45-60 minute session. Preparing too many items leads to shallow conversations, while a single topic may not fill the time or offer enough variety. Prioritize your list so the most important question comes first in case time runs short.
Is it appropriate to contact my mentor between scheduled sessions?
Yes, brief check-ins between sessions are usually welcome and show genuine engagement. A short message sharing a win, asking a quick question, or forwarding a relevant article keeps the relationship alive without being intrusive. Just be mindful of your mentor’s time and keep between-session communication concise.