Working Wounded Blog: Mentor Relationships
June 8, 2005 — -- News Flash: Bob Woodward announced he'll release a book on Deep Throat. At the same time there seems to be little interest in a book from the real Deep Throat, Mark Felt. So what gives?
How many articles have you read recently about Mark Felt, aka Deep Throat, that mentioned that his family was trying to get money for his story? I've read a ton of 'em.
Most of the stories mention that Felt's main money-earning strategy, to write a book, has not gotten a lot of interest for two main reasons. First, because Woodward is racing out a book on Felt's story. Second, because Felt is really old and full of contradictions in his recounting of the Deep Throat tale.
So what does this have to do with a business blog? Plenty, because it tells an important tale about mentors and the responsibilities of their mentees.
Woodward wrote a long article in The Washington Post recently about how Felt took him under his wing when Woodward was a young officer in the Navy. He gave him career advice for many years. As the No. 2 guy in the FBI, Felt met repeatedly with Woodward to help steer his investigation into the Nixon administration. Felt risked his career to deliver the story of a lifetime to Woodward.
Think about it -- without Felt's guidance and support, Woodward would probably be, at best, a mid-level editor at the Post and not the author of a number of best-selling books.
Felt was there for Woodward both personally and professionally. Felt helped put Woodward in a position to make millions of dollars. And now that Felt is an old man, he wants to do more for his grandkids than he can afford on a Civil Service pension.
So what does his mentee do? Race his book to the bookshelves so he can elbow out any possibility of Felt getting anything for his massive help earlier in Woodward's career.
I've not heard any criticism of Woodward for the quick turnaround of his book. I've not heard anyone mention that Woodward should give something back to support someone who played the pivotal role in his life. I could be wrong. Woodward could have reached out to Felt to say thank you and to help the old guy out. If he has, he keeps secrets much better than the Nixon administration, because I've not read a word about this anywhere.
Mentoring is something you do to give something back, not for a payday somewhere down the road. But in this case, I believe Woodward has spent a bit too much time profiting from his mentor and not nearly enough time giving something back.
Mentees, don't forget the people who helped you early in your career. Sure, Woodward's fortune is based on his writing ability. But there are a lot of great writers out there who never got the start of his career quite like Woodward did, courtesy of Mr. Felt. Bob, isn't it time that you gave something back?
Quote of the week:
"Whom the gods want to destroy they send 40 years of success." Old proverb.
Weekly book excerpt:
From "Coach Yourself: Make real change in your life" by Grant and Greene (Perseus, 2001)
"Goals must be SMART:
S -- Specific. Vague goals lead to vague, half-hearted attempts to achieve them (example, spend one hour each week exclusively with each child, letting the child choose the activity).
M -- Measurable. We need to be able to evaluate our progress (arrive home from work before 6:30 p.m. three evenings a week).
A -- Attractive. If we don't want it, we're unlikely to put in a sustained effort (hope that my daughter's speech will improve if I spend more time with her).
R -- Realistic. We must be capable of achieving the goal (not sure if I can make it home before 6:30 three times a week, but I will try).
T -- Time-Framed. We need to have an appropriate time frame in mind (I will try this for one month and then review my progress). It also means that we need to distinguish between a vision and a goal."
Working Wounded Mailbag:.
"Several years ago when I started as a junior engineer, one of my new team members met with me to discuss the project in detail. I was very flattered and offered my advice and ideas, which was the design. When we entered my first team meeting he stole all of my ideas and presented them to the team! So I stood up when he was finished with the briefing to 'explain the details' of my design and ask if anyone had any questions, which he neglected to do because he knew he couldn't answer them. After the briefing a few other engineers discreetly told me that they had that same experience with him and really had to choke back the chuckles when he got what was coming to him."
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Bob Rosner is a best-selling author, an internationally syndicated columnist, popular speaker and a recent addition to the community of bloggers. He welcomes your comments at bob@workingwounded.com.
This work is the opinion of the columnist and in no way reflects the opinion of ABC News.