Ken Biberaj on Aspiring to Be a Role Model Father Just Like His Dad

In Chapter 2 of 23 in his 2013 Capture Your Flag interview, New York City Council Candidate Ken Biberaj answers "To What Do You Aspire as a Father?" Biberaj notes how his role model father inspired his public service career goals, including running for City Council. As he thinks about how he will raise his newborn son, Hudson, Biberaj looks to the ideals his father taught him - from working hard to playing by the rules to focusing on helping other people. Ken Biberaj is currently a 2013 Democratic Candidate for City Council in New York City. He is also a public relations executive for the Russian Tea Room restaurant at One Fifty Fifty Seven Corporation, a family business focused on real estate development, investment sales and retail leasing. Previously Biberaj was Florida Research Director for the Kerry-Edwards for President Campaign. Biberaj holds a JD from New York Law School, a Masters in Public Policy (MPP) from Harvard University Kennedy School of Government, and a BA in Political Science from American University. 

Ken Biberaj on Why to Make Time in Your Schedule to Mentor Students

In Chapter 15 of 23 in his 2013 Capture Your Flag interview, New York City Council Candidate Ken Biberaj answers "Why Do You Make Time in Your Schedule to Mentor College Students?" Biberaj shares what he has learned being a mentor to first-generation college students at New York Needs You. For him, the rewards of making time for mentoring come down to helping students compete for and get great internships and jobs.

Ken Biberaj is currently a 2013 Democratic Candidate for City Council in New York City. He is also a public relations executive for the Russian Tea Room restaurant at One Fifty Fifty Seven Corporation, a family business focused on real estate development, investment sales and retail leasing. Previously Biberaj was Florida Research Director for the Kerry-Edwards for President Campaign. Biberaj holds a JD from New York Law School, a Masters in Public Policy (MPP) from Harvard University Kennedy School of Government, and a BA in Political Science from American University. 

Slava Rubin on How to Have a Better Career Advice Conversation

In Chapter 8 of 15 in his 2013 Capture Your Flag interview, Indiegogo CEO Slava Rubin answers "How Have You Learned to Give Better Advice When People Ask You For Help?" Rubin shares how as he has gotten older, he is less prescriptive in giving advice and more investigative. By helping those he coaches and mentors work through key issues and questions, Rubin creates ownership and accountability they can then use to follow through. Slava Rubin is CEO and co-founder of Indiegogo, the world's largest crowdfunding platform. Indiegogo empowers anyone, anywhere, anytime to raise funds for any idea—creative, cause-related or entrepreneurial. Prior to Indiegogo, Rubin worked as a management consultant. He earned his BSE degree from The Wharton School, University of Pennsylvania.

Transcript: 

Erik Michielsen: How have you learned to give better advice when people ask you for help?

Slava Rubin: I think when I was younger, my advice would usually be about giving a specific answer and telling them what they should do because they weren’t clear on what they should do and they just needed somebody to tell them.

Which I think that as I’ve gotten older, I’ve learned from some of my mentors that good advice is not telling somebody what to do but is asking all the right questions and providing the experiences, so you can help guide their expectations as to where the decision might take them. So these days I really wanna pull out the facts where they get to understand the situation, help them understand themselves, and help them, guide them to their own answer as opposed to telling them the right answer or the wrong answer.

Erik Michielsen: Can you tell me a bit more about how one of the mentorship experiences taught you that? An example?

Slava Rubin: Yeah, I mean even with Indiegogo in the early days, sometimes I would ask for one of my mentors, sometimes even looking for the answer for him to tell me but he was like, you know, “This is not my company to run. It’s your company to run. So I’m just gonna help guide you with some of my experiences and thoughts, and then you gotta make the decision and feel accountable to it.”

Erik Michielsen: How are your mentoring relationships changing as you gain experience and have new responsibilities?

Slava Rubin: I mean it’s great. As CEO of Indiegogo, I’m definitely getting more people I get to mentor people that wanna be entrepreneurs, I try to mentor them, whether it’s officially or just a one-off conversation or email, but the mentors that I have are super valuable because I’m constantly getting myself into a situation that I’ve never been in before and I wanna have some people’s feedback as to what they think about it. It’s never about “Are you older than me, or younger than me, or smarter than me?” Rather, “Do you have experience that I can learn from?” So that’s really what I look for.

Leslie Kerner on Learning to Lead Teams in a Senior Executive Role

In Chapter 14 of 21 in her 2013 Capture Your Flag interview, education software company executive Leslie Kerner answers "What Do You Enjoy Most About What You Do?" Kerner finds she his at her best when working with other people and helping them to achieve great things. She notes how she has transitioned out of hands-on work for senior management and executive leadership responsibilities. She learns to help others by removing obstacles in their way and providing the best support possible.

Leslie Kerner is Senior Vice President and General Manager for the Professional Services group at Amplify, a software and services company innovating K-12 education. She is responsible for building and managing training, professional development and consulting services for schools. Previously, Kerner worked as a management consultant at Deloitte & Touche. Kerner earned an MBA from the Duke University and a BA from Northwestern University.

Matt Curtis on 3 Ways to Give More Effective Mentor Advice

In Chapter 12 of 18 in his 2013 Capture Your Flag interview, HomeAway government relations director Matt Curtis answers "How Are You Learning to Be a Better Mentor to Young Professionals?" As someone well-versed in seeking out mentors and asking for advice, Curtis learns three principles to giving more effective mentor guidance. First, it pays to be positive. Second, transparency is essential. Third, Curtis pushes hard to get as much insight from a mentee as possible before making recommendations. Matt Curtis is the director of government relations at HomeAway Inc. Previously he was communications director for Austin mayors Lee Leffingwell and Will Wynn. He earned his bachelor's degree in radio, television and film from the University of North Texas.

Courtney Spence on Fatherly Advice on Why to Work Every Day Doing What You Love

In Chapter 2 of 20 in her 2013 Capture Your Flag interview, social entrepreneur Courtney Spence answers "Where Has Your Family Been Most Supportive in Your Career Development?" From an early age, Spence is encouraged by her father to "find a way to make a living doing what you love." He encourages his daughter, saying "I don't want you to have a job but I want you to work every day of your life." This guides Spence from college into her social entrepreneurship nonprofit work. All the while her parents find moments and space to support their daughter's development.

Social entrepreneur and storyteller Courtney Spence founded 501c3 nonprofit Students of the World (SOW) to shine a light on progress and celebrate the world's problem solvers. She is building a movement of next-generation storytellers and creative activists through the SOW program The Creative Activist Network. Spence is a graduate of Duke University.

Transcript:

Erik Michielsen: Where has your family been most supportive in your career development?

Courtney Spence: Wow. They have been supportive throughout my entire career development. From the beginning, it was find a way to make a living, doing what you love to do, and my dad always said I don’t want you to have a job but I want you to work every day of your life. And it’s that different philosophy of I don’t go to my job that I have to, I go work hard because I want to. And, you know, it doesn’t mean that you enjoy what you do every day, all day, or even all month, but, you know, as long as you find your passion and are able to follow it, it just lifts you up and lifts those people around you. And so, I think that kind of started me off on that path when I was, you know, 16, 17, 18 through my early 20s, thinking about what I wanted to do.

Most recently, this has been a really wonderful year, but a year of a lot of challenges, a lot of ups and downs, a lot of new situations that I have not faced before as a leader in our organization, and some really hard times. And I think that, you know, it’s when the going gets tough, I get on the phone or I go to my parents’ backyard, and I’m lucky to have two really wonderful parents who are mentors and that who really are equally as passionate about my passion as I am. And so, I would say that while I would give them credit for putting me on the right path to following your passion, I think that knowing that I can turn to them in times of doubt, or crisis, or questioning what we’re doing, and being able to have that as like a sounding board, and a family is pretty amazing, actually, so.

Courtney Spence on Getting Mentor Advice on How to Conduct Layoffs

In Chapter 6 of 20 in her 2013 Capture Your Flag interview, social entrepreneur Courtney Spence answers "How Have Mentors Helped Motivate You to Do Your Best Work?" Spence shares how mentors have supported her through challenging situations by sharing examples of how they acted in similar circumstances. She highlights a recent need to conduct layoffs and how mentors supported her through decisions to lay off employees. Social entrepreneur and storyteller Courtney Spence founded 501c3 nonprofit Students of the World (SOW) to shine a light on progress and celebrate the world's problem solvers. She is building a movement of next-generation storytellers and creative activists through the SOW program The Creative Activist Network. Spence is a graduate of Duke University.

How to Help Young Working Women Prepare for 20s to 30s Changes

In Chapter 16 of 20 in her 2013 Capture Your Flag interview, social entrepreneur Courtney Spence answers "How Are You Learning to Be a Better Mentor to Young Women Professionals?" Spence, now in her mid-30s, shares how connecting with her sisterhood of friends in the past year has given her greater context for where she can be most helpful to young women professionals in their 20s. She learns to appreciate the difficult decisions that make a woman's professional life more complex and the realistic professional trade offs that women make in their 30s to achieve personal goals. Social entrepreneur and storyteller Courtney Spence founded 501c3 nonprofit Students of the World (SOW) to shine a light on progress and celebrate the world's problem solvers. She is building a movement of next-generation storytellers and creative activists through the SOW program The Creative Activist Network. Spence is a graduate of Duke University.

Audrey French on How to Find the Right Mentor at the Right Time

In Chapter 6 of 18 in her 2013 Capture Your Flag interview, entrepreneur Audrey Parker French answers "How Have Mentors Helped to Motivate You to Do Your Best Work?" French shares how different mentors have been valuable at different stages of her career. Out of college, French works for a female small business owner who inspires her own entrepreneurial leap. Later, after leaving the business world, French finds a female mentor that helps her come to terms with her new life after the company and her motherhood aspirations. Audrey Parker French is an entrepreneur who co-founded CLEAResult, an energy management consulting firm she helped grow to #144 on the 2010 Inc. 500 list of fastest-growing private companies and then sell to General Catalyst Partners. She currently volunteers as a Court Appointed Special Advocate (CASA) and teaches children's choir. She graduated from Wake Forest University and lives with her husband in Austin, Texas.

Audrey French on How to Be a Better Mentor to Young Women Professionals

In Chapter 10 of 18 in her 2013 Capture Your Flag interview, entrepreneur Audrey Parker French answers "How Are You Learning to Be a Better Mentor to Young Women Professionals?" After selling the company - CLEAResult, she co-founded, French is able to get space and be a more engaged and useful mentor to young women professionals trying to better navigate their careers. Her own entrepreneurship experience teaches her the importance of not needing to have all the answers before moving forward on a big decision. Audrey Parker French is an entrepreneur who co-founded CLEAResult, an energy management consulting firm she helped grow to #144 on the 2010 Inc. 500 list of fastest-growing private companies and then sell to General Catalyst Partners. She currently volunteers as a Court Appointed Special Advocate (CASA) and teaches children's choir. She graduated from Wake Forest University and lives with her husband in Austin, Texas.

Bijoy Goswami on How a Mentor Can Bring Out Your Best

In Chapter 5 of 19 in his 2013 Capture Your Flag interview, leadership philosopher Bijoy Goswami answers "How Have Mentors Helped Motivate You to Do Your Best Work?" Goswami shares the story of his mentor Martin Henry, who at the time of the interview was battling terminal cancer in the UK. Over an 18 year period, Henry mentors Goswami, stewarding him on his journey by creating conversations that help clarify his goals.

Bijoy Goswami is a writer, teacher, and community leader based in Austin, Texas. He develops learning models to help individuals, organizations and communities live more meaningfully. Previously, he co-founded Aviri Software after working at Trilogy Software. Goswami graduated from Stanford University.

Creating Internships to Help Students Start Real Estate Careers

In Chapter 15 of 18 in his 2013 Capture Your Flag interview, real estate developer Brett Goldman answers "What is Your Approach to Providing Interns an Experience that Prepares Them for a Real Estate Career?" Goldman starts by teaching interns the fundamentals of real estate development research. By going to county registrar offices to understand real estate records, title information, block and lot maps, and title insurance,, Goldman teaches his interns what it means to own real estate and how the real estate ownership process works. 

Brett Goldman is a Real Estate Acquisitions Director at Triangle Equities in New York City.  He holds a BA in General Studies from the University of Michigan and a Masters in Real Estate Development from the Columbia University Graduate School of Architecture, Planning, and Preservation.

Phil McKenzie on Improving Small Business Strategy Planning

In Chapter 15 of 18 in his 2013 Capture Your Flag interview, entrepreneur Phil McKenzie answers "At This Point in Your Life, Where Are You Seeking Advice and Coaching?"  McKenzie looks for support that will help him better plan longer-term strategy for his organization.  He finds support from his Duke business school network as he sets up a board of advisors to help the business grow. 

Philip L. McKenzie is the Founder and Global Curator of Influencer Conference, a global content platform that brings together tastemakers in the arts, entrepreneurship, philanthropy and technology to discuss the current and future state of influencer culture. Prior to that, he was Managing Partner of influencer marketing agency FREE DMC and an equities trader at Goldman, Sachs & Co.  He earned an MBA from Duke University and a BBA from Howard University.

Mark Graham on Growing into a New Manager Job Role

In Chapter 11 of 17 in his 2012 Capture Your Flag interview, digital media executive Mark Graham answers "At This Moment in Your Life, Where Are You Seeking Advice and Coaching?"  Graham shares how he gets coaching support from his boss, VH1 editorial director Matt Muro, and Muro's boss, Dan Sacher, VH1 VP Media.  By meeting each week, they help Graham learn to manage, delegate, lead, and grow in his career. 

Mark Graham is currently a managing editor at VH1, an MTV Networks company. Previously Graham worked in editing and writing roles at New York Magazine and Gawker Media.  He graduated from the University of Michigan with a B.A. in English.  

Transcript: 

Erik Michielsen: At this moment in your life, where are you seeking advice and coaching?

Mark Graham: It’s simply an active part of what I’m doing. In my new role as a managing editor, I now have a team of people, and I’m learning how to effectively manage them, effectively lead them, to motivate and to grow and to help continue to build our work up. So sort of as a result of that, I’ve been leaning very heavily on both my boss, his name is Matt Muro, he’s our editorial director at VH1, as well as his boss, his name is Dan Sacher, he’s our vice president of digital media, both for VH1 as well as for Logo. 

I really look up to both of those individuals. I think they’ve done excellent work in their career and they’re both at places that ultimately I’d like to be at some point in my career. You know, I’d like to, you know, continue to grow and learn, and they’ve both been very valuable and very helpful to me into helping me recognize things that I’m good at and things that I need to continue to work and improve on in my professional career. So both of those guys I lean very heavily on, you know, we meet on a weekly basis to make sure our goals are being met, we’re on track with certain programs. 

You know, a lot of our content is sort of churned out on a day-to-day basis reacting to things that are happening in the news but we also have longer term plans and initiatives that we’re working on that take, you know, months and months and months to get an idea that, you know, grows ultimately into a product that you can execute on the web. So, you know, really staying in close contact with both of those guys has been very important to me and they’ve both shown incredible support to me through my couple of years in the organization, and are people like I said that I look up to and that I lean on for help and guidance, and sort of, you know, recognizing that you can’t do it all. 

And, you know, one thing that they’ve really been great at helping me realize and understand is, is learning how to effectively delegate responsibilities. And helping me sort of understand and prioritize which things I should be taking out on my own and which things that I can sort of help generate the seed of an idea and then step a little it back and check in on it from time to time rather than, you know, running the ball the whole way through. So that’s something that I’m continuing to learn and grow. 

Candidly, I’ll admit that that’s something that I’m not great at right now. I’ve sort of gotten to this point in my career by seeing projects through very personally and spending lots and lots of time at the office and now that I have the amount of responsibility that I do, I can no longer do that. There just aren’t enough hours in the day for me to balance my professional life and my personal life together in a way that makes sense, so really sort of learning how to hand off responsibilities and to also be able to solicit feedback from my peers and also people that work for me. Really being in close contact with them, understanding ways that I can help them better, ways that they can help me better too, and really sort of understanding that, and understanding the dynamics of how people work in an organization, that’s been very important and I think I continue to learn that.

Stacie Bloom on Learning to Balance Family and Career

In Chapter 6 of 18 in her 2012 Capture Your Flag interview, Neuroscience Institute Executive Director Stacie Grossman Bloom answers "At This Moment in Your Life, Where are You Seeking Advice and Coaching?"  Bloom shares her struggle trying to find balance and her desire to find someone in her life who has done it before.  As it stands, Bloom notes she does not have a female figure in her life to provide that advice and support on raising three kids while working a full-time job. 

Stacie Grossman Bloom is Executive Director for the Neuroscience Institute at the NYU Langone Medical Center.  Previously, she was VP and Scientific Director at the New York Academy of Sciences (NYAS) and, before that, held editorial roles at the Journal of Clinical Investigation and Nature Medicine.  She earned her BA in chemistry and psychology from the University of Delaware, her PhD in Neurobiology and Cell Biology at Georgetown University and did post-doctoral training in Paul Greengard's Nobel Laboratory of Molecular & Cellular Neuroscience at Rockefeller University. 

Transcript: 

Erik Michielsen:  At this moment in your life, where are you seeking advice and coaching? 

Stacie Grossman Bloom:  At this moment in my life, I think it would be really great to have some advice or some coaching about how to balance it all. And you know, like I said, every day I think is a little bit of a struggle for me. I do feel a lot of guilt. You know, I’m not the mom who’s going on all of the field trips, but I go on some. I think it would be great to have someone in my life who has sort of done this, who has had the great big wonderful job and the great big wonderful family, and sort of did all. But I—right now, I don’t really have a person like that, and I kind of wish that I did.

Erik Michielsen:  Are you actively seeking something like that? Like, by reaching out and—

Stacie Grossman Bloom:  No, I’m not. I mean I think that if I had come across someone like that I would probably latch onto them a little bit. I do, you know, come across women sometimes who have raised 3 kids and who have done these amazing things, and I do tend to corner them and ask them a lot of questions, but I’m not pushy enough to continue to follow up over and over again. But I especially think it’s challenging. I have 3 daughters, and I think that that’s a really big challenge, raising girls I think is tricky, and I would love to know, you know, how do you raise 3 girls, have a job, make sure that they’re well-adjusted, confident, smart girls who are making smart decisions, but you know what? Even if I stayed home, and didn’t have a job, I think I’d have that same problem.

Stacie Bloom on Learning to Manage High Potential Employees

In Chapter 10 of 18 in her 2012 Capture Your Flag interview, Neuroscience Institute Executive Director Stacie Grossman Bloom answers "What Leadership Skills are Becoming More Relevant to You as Your Career Progresses?"  Bloom notes why management skill development is central to her current growth.  As she gains management experience, she gets more comfortable making difficult decisions and helping high potential employees flourish. 

Stacie Grossman Bloom is Executive Director for the Neuroscience Institute at the NYU Langone Medical Center.  Previously, she was VP and Scientific Director at the New York Academy of Sciences (NYAS) and, before that, held editorial roles at the Journal of Clinical Investigation and Nature Medicine.  She earned her BA in chemistry and psychology from the University of Delaware, her PhD in Neurobiology and Cell Biology at Georgetown University and did post-doctoral training in Paul Greengard's Nobel Laboratory of Molecular & Cellular Neuroscience at Rockefeller University. 

Transcript: 

Erik Michielsen:  What leadership skills are becoming more relevant to you as your career progresses?

Stacie Grossman Bloom:  The leadership skills that are becoming more relevant to me as my career progresses are definitely those associated with management. Managing a larger and more diverse team of individuals. I would say there’s a lot of different personalities, there are a lot of very difficult conversations, I think for me a few years ago, having those difficult conversations was unbelievably taxing, it was so stressful. I’m at the point now—I don’t love to have a difficult conversation with an employee, nobody does. But I’m certainly at the point now where I feel a lot more comfortable. I know what needs to be done. 

And that’s part of management, putting people on a professional development career path is something that’s become more important as I’m supervising higher levels of individuals, really talented people who I’m hoping they’ll stay with me for 2 or 3 years but I know that they’re not gonna stay with me forever, these are the people who are gonna have my job and more, very soon. Mentoring those people is really, really important to me. Making sure that they understand that they’re on a path where they’re gonna be able to accomplish great things. And I really take that mentorship very, very personally and very seriously.

Stacie Bloom on How to Be a Better Mentor

In Chapter 11 of 18 in her 2012 Capture Your Flag interview, Neuroscience Institute Executive Director Stacie Grossman Bloom answers "What Do You Find To Be the Most Important Elements of a Mentorship Experience?"  Bloom shares how mentors have shaped her non-traditional science career outside the laboratory.  She notes the importance of respect, trust, open communication, selflessness, and dedication to your personal network and knowledge development.  She also makes it clear a good mentor does not necessarily need to dedicate a large amount of time to the relationship; rather it just needs to be focused and dedicated. 

Stacie Grossman Bloom is Executive Director for the Neuroscience Institute at the NYU Langone Medical Center.  Previously, she was VP and Scientific Director at the New York Academy of Sciences (NYAS) and, before that, held editorial roles at the Journal of Clinical Investigation and Nature Medicine.  She earned her BA in chemistry and psychology from the University of Delaware, her PhD in Neurobiology and Cell Biology at Georgetown University and did post-doctoral training in Paul Greengard's Nobel Laboratory of Molecular & Cellular Neuroscience at Rockefeller University.

Transcript: 

Erik Michielsen:  What do you find to be the most important elements of a mentorship experience?

Stacie Grossman Bloom:  You know I think a relationship with a mentor is really important. For me, it was really key in helping to shape my career, I try really hard to be a good mentor, in particular to people with PhD’s who are looking for careers outside of the laboratory, so outside of that very traditional career path. And I’ve hired a lot of those kinds of individuals and they’ve gone on to do amazing things. I think a lot of communication, open communication, having a mentor who you really respect and trust is really important, someone who’s really selflessly being helpful to you and not undermining you. And I think someone who can help you build your network, someone who will take you to places where you can meet people who may be able to help you in your career. I really think of a relationship with a mentor as being like a lifelong relationship.

Erik Michielsen:  And how do you set aside time to be a mentor? 

Stacie Grossman Bloom:  I don’t think it takes a lot of time to be a mentor. I don’t necessarily say, okay, today I’m gonna set aside an hour of my time to being a mentor, but I get contacted by a lot of people. I’ve spoken at a lot of conferences and I’m invited to give talks at a lot of universities about my career, and afterwards I’m contacted a lot. I also have hired a lot of PhD scientists who have worked for me and I’ve spent a lot of time with those individuals. I don’t think that you necessarily need to set aside time, but I do think that it’s really important to take the time to help people like that, so I get a lot of cold calls, I get a lot of emails, I’m always trying to respond, if I can’t respond to an email directly then I usually ask someone who’s worked with me or -- and for me, to help me and maybe they can step up and be a mentor to that individual. I think it’s very hard to field all the calls and all the emails but I do try to make an effort to get back to everybody. Because I think my career path has been unique and I think that it’s a really—that it’s a career path that a lot of people could pursue, I don’t think that I’m so special, but I think knowing how to do it and how to navigate it is really important.

Simon Sinek on Why Reciprocity Improves Mentor Mentee Relationships

In Chapter 12 of 16 in his 2012 Capture Your Flag interview, author and public speaker Simon Sinek answers "At This Moment in Your Life, Where Are You Seeking Advice and Coaching?"  Sinek notes how he is taking an approach to better balance mentor-mentee relationships in his life.  Specifically, he chooses to mentor someone only if it is a reciprocal relationship, i.e. the mentee also plays a mentor role and vice versa.  Simon Sinek teaches leaders and organizations how to inspire people.  His goal is to "inspire people to do the things that inspire them" and help others find fulfillment in their work.  Sinek is the author of "Start With Why: How Great Leaders Inspire Everyone to Take Action".  He works regularly with the United States Military, United States Congress, and many organizations, agencies and entrepreneurs.  Sinek is an adjunct professor at Columbia University and an adjunct staff member at the think tank RAND Corporation.  Sinek earned a BA in Cultural Anthropology from Brandeis University.

Transcript

Erik Michielsen:  At this moment in your life, where are you seeking advice and coaching?

Simon Sinek:  I have a few mentors, people who I love. And I have a very specific sort of definition of a mentor. So, I have a mentor, a remarkable human being, who’s been there for me, he’s been good to me. And look, he’s much older than me, he’s accomplished much more than me, he’s an amazing guy. And I said to him, I love that you’re my mentor. And he replied, and I love that you’re mine. And I realized that this whole mentor-mentee relationship is unbalanced. It creates this sort of strange power down like that I know everything and you are the mentee. And so my new standard is—occasionally, I’ll get a phone call from somebody that says, hey, Simon, will you be my mentor? And my answer is, only if you’ll be mine.

In other words, I will only be someone’s mentor if I want them to be mine. In other words, if there’s something about them that I want to learn, I wanna be around, I could learn, I could be around, you know? Then I will gladly share what I have as well. But I think mentor relationships aren’t mentor-mentee, they should be mentor-mentor. And one should only agree to be someone’s mentor if you want them to be your mentor too. And so the people I get advice from, I’m proud to say that I get to share with them also. And it’s a mutual relationship, of all the people that I would call my mentors, of all the people that I would say I learn a lot from, I know they would all say the same of me, and I’m proud of that.