What is resilience? Its role in your career

How many times did you run into people who have experienced the worst circumstances and yet, they seem to move on with ease? Today we answer the question, what is resilience? And explore the key role it plays in your life and your career success.

The best way to answer what is resilience is with an example. Over a period of two years, a friend of mine suffered four major surgeries, had a severe accident that required two additional operations plus two months of recovery, the loss of her job, personal bankruptcy and the attempted suicide of her daughter. To tell you the truth there were times when I feared for her life. I though she wouldn’t have the strength to survive the magnitude of the difficulties facing her. But not only did she survive but in addition, she came out of that period stronger than before.

What is resilience? — Definition

There are many definitions of resilience, a word that refers to the quality in objects to hold or recover their shape, or the quality of people to stay intact in the face of adversity.

What is resilience? The ability to overcome adversities. Prepare for eventualities and learn to improvise.

What is resilience? The ability to overcome adversities. Prepare for eventualities and learn to improvise.

Psychological resilience is the ability to bounce back from a negative experience with a “competent functioning”. Neuroscience considers that the most resilient people have stronger emotional balance when faced by stressful situations. This better prepares them to put up with higher levels of pressure. It gives them a sense of control over their circumstances and an expanded ability to face challenges.

How resilience impacts your career growth

It’s not enough to answer the question what is resilience, but it’s critical to understand how it affects your career. Consider that the more resilient you are the easier it will be to:

  • Overcome adversity
  • Adapt to change (whether it’s change you seek or that happens unexpectedly)
  • Manage highly stressful situations
  • Face crises
  • Go through hard personal and professional times

Traits of resilient people

Many studies on resilience have been done over the past few years. They are helping identify people and organizations that conquer extreme adversity. (For example, people who are able to overcome a severe recession, a natural disaster or a terrorist attack and those who can’t.)

One of the best ways to answer what is resiliency is to explore what resilient people have in common.

According to Diane Coutu, author of a great article on what is resiliency and how it works, many of the

What is resiliency? You can tell right away by watching people who overcome major natural disasters.

What is resiliency? You can tell right away by watching people who overcome major natural disasters.

latest theories agree that resilient people share three characteristics:

1A staunch acceptance of reality– This is what enables them to consider the real possibility of extreme and adverse situations that might happen in the future. It’s what enables them to prepare for this eventuality.

2A deep belief that life is meaningful– This is what enables them to strengthen their relationships with others, seek solace in their values, interpret what happens as a challenge, and find hope to keep going. Rather than getting stuck asking, “Why is this happening to me?” they adopt a proactive attitude towards their new circumstances.

3– This is what enables them to adapt to any new situation, regardless of how challenging it may be, and find a solution.

If you think about it, many of these are typical traits of people who grew up in Latin America and other countries in the developing world where the unexpected is the norm. People in those areas are used to having a plan B and plan C at the ready. They are creative, problem solvers. And history has shown that they are able to overcome any challenge put in front of them. If you grew up in that region your make sure to use those innate strengths to your full advantage.

Now, if you have a tendency to come undone when faced by an obstacle or if it takes you way too long to recover from an unexpected situation, it’s time to strengthen your resilience. It will not only help you in your career but also in your personal life.

Test your resilience with this quiz
Like the bamboo that bends with a strong wind but doesn't break, so can you if you develop resilience.

Like the bamboo that bends with a strong wind but doesn’t break, so can you if you develop resilience.

Here are a few ideas on how to do it:

  • Face the reality that unplanned, stressful things often happen and prepare for them the best you can.
  • Understand that there are circumstances out of your control and focus on those you can control. For instance, your interpretation of what is happening. If you find a meaning to the situation it will be easier to go through it.
  • Strengthen your personal relationships. They are key to support you during high- pressure times.
  • Practice using improvisation and creativity to resolve problems on the spot.
  • Build self-confidence so overcoming adversity becomes second nature.

Nowadays, resilience is one of the most valued characteristics for employers. They guarantee your adaptability to new situations and your quick response time. It’s a quality you can continue to develop throughout your life. So go for it!

 

 

Climbing the ladder: What women don’t know

Why aren’t more women climbing the ladder at corporations and organizations of all kinds? It’s the million-dollar question. If you really want to change the status quo, read on!

We’ve been debating this question for a long time. Mostly because it’s unfathomable that so little change has happened in decades. Are women not climbing the ladder because of a personal decision or because of organizational biases?

Climbing the ladder: Three responsible categories, not two!

Let’s look first at two, broad categories that most commonly take the blame for making it hard for women climbing the ladder.

Organizational responsibility 

There is an array of factors that deliberately or inadvertently impact the number of women at the top in a negative way. These include barriers such as unwritten rules, policies, expectations, and perceptions of what constitutes leadership potential, executive presence, etc.

For instance:

  • Often, women are not offered advice or training on business, financial and strategy which is key to reach the highest levels of an organization.

    Often, women are not offered advice or training on business, financial and strategy which is key to reach the highest levels of an organization.

    Expectations that in order to reach the C-suite you must be available 24/7. Or work late every night to entertain clients.

  • Expectations that women are still mostly responsible for family matters.
  • Perceptions of men being more competent or having more executive presence.
  • Regular skepticism, push back and challenges of women’s ideas and competences.
  • Fill-in positions through recommendations of current executives in office. (These tend to be white men and have a network with a similar make-up.)
  • Value face-time in the office for promotions(penalizing people who are mobile.)

Personal responsibility

This group of factors includes your own behaviors and decisions that impact your career trajectory.

For example:

  • How assertive you are in your communication and leadership style.
  • How strong your network of sponsors is.
  • How hard and often you negotiate for yourself along your career.
  • How visible you and your accomplishments are to key people.
  • How comfortable you are taking risks.
  • How important other pursuits outside of your career are for you.

Now, in trying to figure out which of these two categories is more responsible for women not climbing the ladder, we keep pointing fingers with little visible results.

The truth is that here’s a third category that connects Organizational and Personal. One that we haven’t paid as much attention as it deserves. One that can really make the difference.

Joined Responsibility

Climbing the ladder requires women to leverage all their assets and know as much about the business of their organization as possible.

Climbing the ladder requires women to leverage all their assets and know as much about the business of their organization as possible.

This category is the space where both individual women and organizations share responsibility for more women not climbing the ladder. Due to the way in which organizations have traditionally perceived and promoted men and women, and social norms affecting both genders, some advice and training fell through the cracks. Companies didn’t offer it. Women didn’t ask for it.

This advice refers to the expectation that a person must have certain abilities in order to reach C-level. Advice that hasn’t been verbalized as often to women as to men. And women haven’t asked about it either. Here are the areas that may be holding you back at any level:

  • How focused you are in business outcomes. (Both the outcomes of your own role and on how they impact the overall outcomes of the business.)
  • How closely you align your role in the organization with the business strategy. (Can you answer why the company is paying your salary? Hint: Think of the “why” you do what you do.  Not the “what” it is you do.)
  • How much financial acumen you have. (Do you know how to affect the company’s bottom line within your own role? At any level, it’s important to understand how what you do affects the financials of the overall company.)
Check out Susan Colantuono’s brilliant book on this topic!

Mastering these three aspects will make it easier for women climbing the ladder to get to the very top. If you are a manager, supervisor or an executive, you may need to start sharing this type of advice with your subordinates. Offer them coaching and training programs to fill-in any gaps in knowledge. If you are an individual contributor, this is your call to action. Don’t let one more day go by without seeking help in this area. Here is a great, very inexpensive Business Foundations online course, taught by Wharton Business School.

It's important to understand how your role supports the overall business strategy.

It’s important to understand how your role supports the overall business strategy.

As women, we already have many of the advantageous characteristics that make for a successful 21st Century executive. Make sure you don’t overlook the business, financial, and strategic abilities that are taken for granted at higher levels. You may not have thought about them much along the way and they may be the one thing that’s holding you back.

 

 

 

 

 

Networking for Business: A Year-Round Sport

If you only conceive networking for business as mingling among similarly dressed professionals with a pocketful of business cards and a drink in hand, think again.

Why? First, because if you’re like many women you may not have enough time to attend all the networking for business events out there. Second, because you may not enjoy them that much. Third, because they are usually not the best way to network. Networking for business shouldn’t be about collecting as many cards as possible in a stiff business setting. Instead, it should be about making truly meaningful and beneficial personal connections, something that you can do nearly anywhere.

Networking for business can take place in formal or informal settings.

Networking for business can take place in formal or informal settings. Photo taken at RSM Signature Event

Practice it every day at work

If you are still buying into the idea that women who work full time are still mostly responsible for their family and home, it’s very likely that you’ve decided to cut out networking for business from your life. After all, there are only 24 hours in a day. Something’s got to give. But this a bad decision for your career because people offer opportunities to people they know and trust. If you are not someone who spends time with your colleagues, bosses and potential new supervisors, they won’t know you well enough to offer you those great assignments.

Take every opportunity to socialize with people at work to develop strong, trusting relationships.

Take every opportunity to socialize with people at work to develop strong, trusting relationships. Photo taken at RSM Signature Event

So, get used to lifting your head from your work, walking to the office next door or to the cubicle on the other side of the room. Say hello, chit-chat, find out how everyone’s doing. A few times a week bring your food to the general cafeteria area and eat with a friend or two. Join the group for an after-hours a few times a month. In other words, networking for business should happen effortlessly, every day at your place of work.

You may want to read about how to strike the right tone when talking about yourself.

Networking for Business 2.0

Now, back to the idea of networking for business at large events. The truth is that professionals in your field don’t only attend industry meetings and seminars. They shop, they travel, and they take their kids to many different activities. If you keep an open mind, you will always be ready to connect with people around you regardless of where you are. Networking for business can be done anywhere, and that’s the beauty of it. Once you master the art to connect with others, you can keep it going 24/7. Consider the following places:

  • Coffee shops
  • Airports
  • Train stations
  • Your child’s school
  • Hair salon
  • Gym
  • Grocery line
  • House of worship

Networking for business starts with a conversation

Building contacts in an organic way is not that hard. By remaining honestly interested in the other person, you can strike natural conversations, just as you would with any potential friend. Using appropriate small talk is generally a good way to go. Here are a few tips to help you start the conversation and keep it going:

  • Talk about your mutual interests (i.e. your children if you meet at a sporting event), your commute if you are waiting on the train, or the food if you meet at a food line during a wedding.
  • Ask open ended questions that provide insights into the other person’s interests, likes, dislikes, etc.
  • Talk about what your own interests and passions.
  • Look for common professional and personal interests.
  • Talk about your work and what you love about it.
  • Discuss meeting for coffee or exchanging emails.
Networking for business starts with a conversation. You can have it anywhere, anytime. Photo taken at RSM Signature Event.

Networking for business starts with a conversation. You can have it anywhere, anytime. Photo taken at RSM Signature Event.

Of course, you are less likely to meet someone who works in your field when you are simply striking up conversations with strangers than if you meet them at an event specifically designed to carry out networking for business. But, the people you meet out in the world can add significant value to your personal and professional life.

Meeting a make up artist, for instance, could help you strengthen your personal appearance, someone who works in the banking sector could put you in touch with a small business loan officer, etc. Besides, hearing what others outside of your sector do, how they solve problems, how they gain market share, and so on, allows you to bring fresh ideas to your own workplace.

Asking for feedback is a great way to improve upon your networking for business skills.
Set up some time to network every week.

Set up some time to network every week. Photo taken at RSM Signature Event.

Be Generous

As with any other kind of relationship building, networking for business is all about creating a mutually rewarding relationship. So before you ever think about how your new connection might benefit you, think of how you could be of help to your new acquaintance. What could you offer this new contact that is unique and helpful? Do you know information they could use? Do you have a specific connections you could introduce them to? Could you volunteer for a particular cause they support? Offering to help before anyone offers to help you will send a clear message about your generosity and your commitment to this new relationship. If you keep this principle at the heart of all your networking for business you will always come out ahead.

Be generous with all your relationships. Always figure out how you can be of help to your new connections.

Be generous with all your relationships. Always figure out how you can be of help to your new connections.

Nothing Happens if You Don’t Follow Up

One key habit of good networking for business is to follow up. Send whatever it is you promised to send, or do whatever you promised you would do. This is one of the areas where lots of people fall flat, lose credibility and see doors close. True, not everyone you meet will evolve into a real relationship. Very often people seem interested at the time you meet them and then they won’t reply to your follow up calls or emails. Remain perceptive so that you can drop them if theres’ no mutual interest. But let it not be you the one who fails to follow up when you promised to do so.

A powerful network is without a doubt one of the most valuable assets you can develop if you want to take your career to the next level. Start practicing networking for business as an ongoing activity rather than one you only do when you are at annual conference, and you’ll see your network grow exponentially. And your opportunities along with it!

 

I find my passion in the most unexpected places

The story of a woman surgeon, woodworker & sailor

“I’m an orthopedic surgeon. I like building furniture and sailing. All fields usually dominated by men. I find my passion has never been limited by my gender. I’ve never looked at anything through that lens, until I noticed that others did.”

Dr. Margareta Berg was born in Gothenburg, Sweden where she also went to the University Medical School and obtained her MD in orthopedic surgery and a PhD degree. She has dedicated her life to her passions, which frequently found her in a male-dominated field. Her latest project is her biggest challenge yet and it could save many lives. This could be the story that changes your view on what you can do!

Dr. Margareta Berg, Swedish orthopedic surgeon who works part of her time in Laponia, an area of Sweden close to the Arctic Circle.

Dr. Margareta Berg, Swedish orthopedic surgeon who works part of her time in Laponia, an area of Sweden close to the Arctic Circle.

Read more about how to find your passion here.

When we first met, you told me, “An equal opportunity household helped me find my passion.” Could you expand?

When I grew up there was no difference between male and female chores at home. I still don’t know if this was a conscious choice made by my parents, or just a sign of their true nature. My elder brother liked cooking and baking at a very early age, and as a 7-year old I thrived in my father’s simple woodworking studio. One of my favorite hobbies was to carve wood with a very sharp knife, most often holding the piece against my stomach and directing the knife towards my own abdomen. Nobody would have guessed that these early exercises helped me find my passion for orthopedic surgery.

"I find my passion in many things: making furniture is one of them," Dr. Margareta Berg

“I find my passion in many things: making furniture is one of them,” Dr. Margareta Berg

In elementary school in the 1960s we had to choose between sewing or woodworking. As I had sewn my own slacks since I was ten and I liked carpentry, I chose woodworking. I was the only girl out of a thousand students in the class. Of course I was bullied for this choice, even by some woodworking teachers. But I didn’t care, and continued to find my passion in unusual places. I don’t know where this stubborness and strong-will came from. Maybe it was a combination of genes inhereted from my ancestors. I come from powerful men in the iron and steel production and I’m distantly related to the prominent Wallenberg family with ties in most industrial groups in Sweden.

When you were 14 years old you wanted to be a psychiatrist and as you graduated high school with top grades you were able to enter Med school right away. Then, after your “surgery semester” (or rotation) you changed your mind. How did you find your passion for orthopedics?

When the surgery-semester started, students were placed as medical candidates at different surgical wards. It started with three weeks in orthopedic surgery in August 1979. The very first day, not knowing how to scrub or how to behave in an operating room, our supervisor pointed at a friend and me and said, “Our first case is a hip replacement and you will be my first and second assistants.” We were both thrown into the OR and did as we were told. Now, remember that back in 1979 a hip replacement was a much longer procedure and not the kind of “assembly line” we know today. During those few weeks we assisted in all kinds of orthopedic surgery, even in children.

"I find my passion in orthopedic surgery after my rotation in orthopedics. I entered Med school to be a psychiatrist." Dr. Margareta Berg, founder of Surgicon Foundation

“I find my passion in orthopedic surgery after my rotation in orthopedics. I entered Med school to be a psychiatrist.” Dr. Margareta Berg, founder of Surgicon Foundation

After my three weeks rotation in orthopedics I did find my passion. So I changed my mind. I wouldn’t be a psychiatrist but an orthopedic surgeon.

Did you realize you were entering a male dominated field?

There was not a second of hesitation or any thoughts whatsoever about this profession being a “male” or “female” occupation. I just wanted to do something I liked, instead of spending my lifetime in a specialty with better working hours but for which I had no passion.

Dr. Margareta Berg, Founder Surgicon Foundation

Dr. Margareta Berg

The first time I realized that just being a female resident in orthopedic surgery was a provocation, was at age 30. It felt like I was being interviewed nearly every day at work when people asked me:

“How do you feel about being a woman in orthopedic surgery?” To which I’d usually answer:

“Well, how should I know? I don’t know how it feels to be a man in orthopedic surgery.”

So from the very beginning I entered the field completely free of any preconceptions. I just did my job, as everybody else. It took me several years to understand that it was something special to be a woman in this profession. The gender question was thrown at me after I had already been in this field for a while. Why couldn’t I be left in my innocent, equal world? The truth is that if I had known this reality from the start, it would certainly have given me second thoughts about this specialty.

Laughter is always a great way to navigate an awkward situation.

Laughter is always a great way to navigate an awkward situation.

You might enjoy reading “Women mentors: A group of surgeons like no other

Were you treated differently because you were a woman?

I was bullied, almost every day. But this just helped me develop a very useful method to defend myself: A very rapid, sharp and efficient sense of humor. I did not want to raise my voice for fear of being seen as a bitch, and I did not want to cry (as I never do) showing a useless weakness. When things got awkward, making everyone burst out in laughter was the best way to handle the situation.

This film director is another powerful woman in a male-dominated field. Don't miss her story!

You worked hard and yet you found time to continue to find your passions elsewhere. Tell us about that.

I spent days and nights at work, just to learn, doing a lot more hours than expected. I would usually go home at 7 or 8 PM, had a rest, and then returned to work until midnight.

"I find my passion in sailing. The silence helps me rest and unwind," Dr. Margareta Berg, founder Surgicon Foundation

“I find my passion in sailing. The silence helps me rest and unwind,” Dr. Margareta Berg, founder Surgicon Foundation

But I also needed to unwind. So, faithful to my habits, I did this wholeheartedly. During Med School I had saved all my student loans for eleven semesters by working on weekends to support myself. In 1980 I made a large withdrawal and bought a 26 ft sailing boat. (I had been sailing with my family since I was a child.) It took a week of being all alone on the boat to get back to normal sleep and to feel well rested. As the boat had no engine I developed the technique of entering and leaving harbors and desert creeks by sail during ten years. To some people, this was a strange thing for a single woman do to. And I find my passion for woodwork is still alive today in my furniture-making.

You shared with me that through your career one of your ongoing concerns had been the standarization of practical surgical training. How did that become your latest project and passion?

Well, trying to continue to find my passion in surgery led me to something I had been observing for years.

By 2010 I had spent 30 years in orthopedics. I had observed the lack of structure in surgical training and also I had experienced the differences in quality of surgical training and the potentially harmful consequences of this differences. So I decided that we needed to do something about it. I contacted key colleagues in my own network of surgeons across the world and organized a two-day brainstorming meeting in September 2010 in Howth, Ireland. Along with a group of leaders in surgery we decided to create the Surgicon Project.

What exactly is the Surgicon project and why is does it matter so much to you?

Surgicon is a worldwide network of leaders in surgery with a common interest in Surgical Training and Equalized International Certificates of Surgical Skills. There is a high incidence of surgical errors that are a direct result of the lack of a structured surgical training. In general, across the world, a surgical resident is placed with an attending surgeon who functions as a mentor for 4 or 5 years. After that period he/she becomes a “specialist.” Yet there is a lack of standardized curriculum during this learning period and different attending surgeons teach different things to their residents. Consequently, many preventable mistakes take place and even lives are needlessly lost.

The Surgicon Foundation is a worldwide network of leaders in surgery with a common interest in Surgical Training and Equalized International Certificates of Surgical Skills.

The Surgicon Foundation is a worldwide network of leaders in surgery with a common interest in Surgical Training and Equalized International Certificates of Surgical Skills.

A 2008 Swedish retrospective study of medical records showed 105,000 injuries caused by hospital care in one year of which nearly 50% were related to surgery. Of the total number there were 3,000 deaths, all in a population of 9 million inhabitants. Each injury resulted in a prolonged hospitalization of an average of 6 days.

Surgicon held two congresses in 2011 and 2013. The delegates called them “The Davos for Surgeons” due to the high concentration of world surgical leaders in the same geographical spot for several days. In 2012 the non-profit Surgicon Foundation was created with the goal of creating the needed curriculum to standardize surgical training and drastically reduce preventable mistakes and deaths. In 2013 Surgicon was invited to collaborate with the World Health Organization.

What do you need to move this passion forward?

Everytime I find my passion, I invest all my efforts, time, energy and money into it. This is no different. I’ve spent the last five years working overtime just to organize these two major medical congresses and I’m now involved in fundraising to create the curriculum. We are looking for corporations, non-profit organizations, and governments interested in taking this project to the next level. It will highly benefit patients and their families around the world. And it will help drastically reduce medical costs.

You can connect with Dr. Margareta Berg via:

Twitter: @SurgiconProject

Email: congress@surgicon.org

Website: www.surgicon.org

 

Cross Cultural Mentoring: Mentoring 2.0!

Cross cultural mentoring relationships offer unique opportunities to broaden perspectives and reduce unconscious biases. Here’s how they work.

Given the rapid changes in workforce demographics, understanding the potential challenges and opportunities created by a cross cultural mentoring relationship has become as critical as finding a compatible mentor.

Try cross cultural mentoring to receive insights into your unconscious biases.

Try cross cultural mentoring to receive insights into your unconscious biases.

The Blackwell Handbook of Mentoring defines cross cultural mentoring as “relationships where mentors and protégés differ on the basis of race, ethnicity, gender, sexual orientation, disability, religion, socio-economic class, or other group memberships.” Note the definition goes beyond race and ethnicity to include other social factors that shape mentors and mentees values, beliefs, and behaviors. This broader, more comprehensive way to define cross-cultural mentoring is the core factor to identify the challenges and opportunities this new scenario presents.

Why is this important? Gaining a clear understanding of the dynamics of cross cultural mentoring provides a layer of information that could enrich the development and launch of mentoring programs and proactively address potential blind spots.

Challenges of Cross Cultural Mentoring 

Any type of mentoring relationship– from peer mentoring to a more formal set up (i.e. experienced and junior individuals)—will encounter the challenges of starting a new relationship. It takes time to develop and cultivate trust. Interactions between mentors and mentees are influenced by underlying biases, assumptions, and beliefs. When you add the element of culture to the mentoring experience, unforeseen challenges could emerge. Two challenges come to mind:

  • If you are looking for an honest cross cultural mentoring relationship, you definitely have to go beyond the food. But going out for a bite is a great way to get the conversation going!

    If you are looking for an honest cross cultural mentoring relationship, you definitely have to go beyond the food. But going out for a bite is a great way to get the conversation going!

    Biases and Assumptions. Research shows that every single individual has unconscious biases. The ability to be biased allows individuals to discern information and make decisions. Biases could jeopardize a cross cultural mentoring relationship when either mentor or mentee make wrong assumptions about each other because of their biases. For example, a mentee could assume that her mentor—because he is older—is less experienced and tech-savvy. A mentor could assume that her mentee is unfamiliar with American popular culture because she was born outside the U.S. Both circumstances could lead to condescending behaviors—also known as micro aggressions. Behaviors based on unfounded biases can take many forms. A senior leader in the financial services industry said when asked about her current mentee, “I don’t see her as Indian because she has no accent.”

  • Differences in values, beliefs and expectations. Historically, mentoring programs have relied on matching pairs who are as similar as possible. The logic was that people who are alike (i.e. same race, gender, ethnicity, etc.) would have a higher degree of fit and compatibility. Once pairs are matched, the focus shifts to setting expectations and goals. A mentoring pair that is cross cultural would benefit from taking a step back and learning what expectations and goals look like to each other individually. For example, an expectation is to have an open door policy. The mentee, however, places a high value on formal authority and believes that rank trumps any other directive. Her expectation is that the mentor will initiate communication despite the open door expectation. This could lead to frustration and create an unnecessary distraction if not addressed proactively.

Opportunities of Cross Cultural Mentoring

Ready to move to the next level of your career? Experience what it means to be supported by thousands of professionals like yourself!

Ready to move to the next level of your career? Experience what it means to be supported by thousands of professionals like yourself!

Despite potential challenges presented by a cross cultural mentoring relationship, there are opportunities to consider:

  • Perspective and mindset tune up. Engaging in a cross cultural mentoring relationship provides a rare opportunity to broaden perspectives and mindsets for both parties. The mentee—from the previous example–who identifies herself as Indian but has no accent could leverage that exchange to discuss with her mentor that the lack of accent does not determine her cultural affiliation. The mentor, in turn, has the opportunity to become aware of this bias of assigning an American identity to those with no accent.
  • Innovation partnership. When two people with different backgrounds are invested in a mentoring program, the benefits of mutual mentoring become clear. What a better chance to brainstorm on new ideas than with a trusted thinking partner. Building on the trust cultivated through comparing and contrasting their beliefs and assumptions, mentors and mentees could strengthen their bond by directing their conversations to topics beyond career advancement and office politics. They could consult each other on business issues. Their different perspectives become a potential asset to fuel out-of-the box solutions.

Engaging in an effective cross cultural mentoring experience (HBR: Race Matters) goes beyond going out for mojitos or Thai food. Cross-cultural mentoring not only offers the opportunity to learn about others perspectives and expand your own. It also helps mentors and mentees become more agile in their thinking as decision makers and leaders.