Have you ever been in a situation where you needed guidance, but couldn’t find it from your usual sources? During the height of the pandemic, I struggled with a decision. Should I stay in the city where I’ve lived for the last 22 years or should I go back to my hometown to be closer to family? Of course, plenty of people had opinions, but it was a long-time mentor who helped me make the best choice. And I wasn’t surprised about that. 

Mentors have been an important part of my professional development since my first job in advertising. As a mentor, you provide guidance that a person can’t get from a spouse, sibling, co-worker, or friend. A good mentor doesn’t have a stake in your decisions, just an interest in helping you gain some perspective and make plans that will work for you.

I’ve been fortunate to have terrific mentors during my career, each bringing something to my professional development that I desperately needed. My first mentor was the Chief Financial Officer of a company I started working for in my early twenties. He could see my energy and potential—and also the huge gaps in my knowledge.

When I made mistakes, instead of dismissing me, he was both firm and kind. I could have bristled at the criticism, but instead I took his feedback and used it. Thanks to his guidance, I not only became great at my job, but I also gained a mentor who helped me shape the career I wanted to build.

Mentoring can happen organically like that when an experienced leader makes time to guide a young team member, and when that guidance is accepted with a willing heart.

Another mentor entered my life when I was more experienced, and he brought a different perspective to my work and decisions. He was an entrepreneur, an independent thinker, and a person whose creative energy and bold action inspired many of his employees, including me.

As my boss, he expected excellent work, of course, but also loyalty and a commitment to his vision. As a mentor, he valued me as a person with my own goals and vision. It was okay for me to say if those goals might take me to the next step in my career. And because he encouraged independent thinking, my co-workers and I weren’t afraid to make big, bold decisions with our careers. For some of us, it was jumping off that cliff and starting our own businesses. He encouraged, supported, and applauded that kind of thinking.

Formal mentorship programs exist in companies and organizations and they can be great. You can also keep it simple, though, and let your mentoring evolve as it’s needed. Look for bright people who can use a little guidance. Provide a friendly suggestion. Let them know they can come to you, that you’ll listen without judgment, and have their back. Challenge them to do a little more, to make themselves better. Connect them to a new opportunity.

Sometimes, your mentee will take up your time, ignore your advice, and make you wonder why you bothered. (Ask my mentors how I know this.) It can make being a mentor feel frustrating. But you might find that mentoring can also invigorate YOU, add a spark to the work you do every day, and help you appreciate the lessons you’ve learned.

Whether you’re interested in joining a global or national association, an industry-specific organization, or a local community group, professional development organizations come with many benefits.

For one, membership typically provides access to learning opportunities and industry-specific information. Some professional organizations offer courses, conferences, labs, virtual discussions, and more, which help you stay in touch with members and cultivate a community conducive to asking questions, discussing trends, and learning from one another. There is so much information at your fingertips and you should use all of the resources that are available to you.

When you join an organization, there are countless opportunities to build your network through meetings, committees, events, happy hours, etcetera. Carving out time for these should be a priority, as it’s a great way to meet new people and establish new connections. Take advantage of these events, step out of your comfort zone and spark conversations with people inside or outside your industry. Not only will this build your own professional network, but you may also cultivate new friendships.

Among the myriad of professional development organizations, there are also organizations that merge industry and community service. You may discover new hobbies and newfound passions for social issues.

Professional development is about putting yourself out there, developing meaningful relationships and leveraging the multitude of resources available to you. Get out there, join a professional organization, you’ll discover new perspectives and a newfound appreciation for your community, profession, and yourself.

I’ve long been an avid reader of presidential history. One of my favorite historians, Doris Kearns Goodwin, wrote a book about Abraham Lincoln titled, “Team of Rivals”.  Throughout the book, Goodwin dives into how President Lincoln filled his Cabinet with former foes in order to ensure he had every perspective at the table.

This idea made an impression on me to always consider who you surround yourself with in order to get perspective and insights. Now most of us don’t get to organize an official cabinet, but we do get to create what is often referred to as a “kitchen cabinet”—a group of trusted friends and associates. Those in my kitchen cabinet don’t even know I consider them as such, but they’re a group of people I have met along the way in both my personal and professional life and I value their opinion.

Your kitchen cabinet should be made up of a handful of people you can call on at any time to get advice. They can be personal friends or professional colleagues and if you’re lucky, your kitchen cabinet includes people whose strengths play to your weaknesses and challenge you to think bigger and bolder while being true to yourself.

Throughout my career, I’ve been fortunate to have a kitchen cabinet whom I can rely on to bounce ideas off of and get varying viewpoints. They have guided and encouraged me to challenge myself and step out of my comfort zone. At times, they offered a new perspective and changed my outlook on certain issues and ideas. 

With each advancement in my career, the individuals in my kitchen cabinet have shifted a bit as I’ve lived in different cities and held different jobs. But the lessons I learned from them have always stayed with me. A former boss used to always say she surrounded herself with people smarter than her. Turns out, she was the smart one to recognize her own shortfalls and make sure she built a strong team who would complement her strengths and weaknesses and ultimately work well together.

I challenge you to consider who is in your kitchen cabinet. If you identify a missing piece, make this the year you surround yourself with people who make you the best you can be.  

In just four years, TikTok has stormed to the front of the social media landscape – amassing a billion monthly users worldwide with a staggering 138 million in the U.S. alone.

TikTok’s short-form platform and personalized feed has become so popular that Meta revamped Facebook and Instagram to keep pace. Those videos keep users on the app for 95 minutes a day. But is TikTok right for your organization?

With so many users spending so much time on the app, it seems like an easy question to answer. But any organization will need to ask itself – who is my audience? TikTok’s users are overwhelmingly young, with more than 60 percent of users in the U.S. being under the age of 30. And half of those are under the age of 20. If your target audience isn’t Gen Z, TikTok might not where you want to spend your time and money.

Any organization will also need to weigh the pros and cons of creating content for TikTok and what comes with it. Your traditional ads might not work in the fast-paced world of a TikTok feed. Short-form videos require their own mindset to produce and aren’t just a shorter version of a traditional ad. The key to TikTok success, much like many ad campaigns, is partnering with the right people. In TikTok’s case – an influencer.

A traditional celebrity partnership isn’t needed on TikTok with some teen influencers holding followings in the millions. Organizations need to consider who is in an influencer’s following and their engagement when looking for a partner.

However, the Chinese-owned app is also not without controversy.

There have been bi-partisan efforts to ban the app in the U.S. over concerns the Chinese can use TikTok to spy on its users and push certain narratives. In December 2022, TikTok was banned from federal government phones with state governments, including North and South Carolina, in order to keep the app off state-owned devices. South Carolina Gov. Henry McMaster said the ban was to help protect critical cyber infrastructure from foreign and domestic threats. The app has also been banned at Auburn University and the University of Texas.

While the pros might seem to outweigh the cons on the surface, any group should always measure the weight of each factor before committing time and resources to TikTok.

When your flight encounters turbulence, have you ever looked to see if the flight attendant appears concerned?  In turbulent times, it’s normal to look for help from people in leadership positions. They will generally have the facts and be able to cast a vision forward. To do this, leaders need to be prepared.

If you are a leader, or support a leader, be sure to pause and respond, not just react.  How do you do that?  Here are some first steps.

Get the facts. It’s easy to listen to the first account of a situation and start to plan. Don’t do it. Request information from every member of your critical response team. I have been in multiple situations where the first account of a crisis was just a slither of what actually occurred. If we had not worked to get every side of the story, our client may have felt compelled to take an unneeded action.

A Critical Response Team (CRT) is responsible for, trained and committed to working together during a crisis. Teams should have the authority and/or expertise to guide your organization through a crisis. If you don’t have a critical response team in place, establish one immediately.

Circle up with your CRT. Once you have the facts – or at least a solid understanding of the situation – swiftly assemble your crisis response team, brief them on the situation and gather their feedback.  This should take place within the first hour of the crisis. Your team will provide various points of view that will be critical in determining a path forward.  For example, human resources professionals will offer insight from an employee perspective, risk managers will seek ways to mitigate financial risk, operations will pursue ways to minimize operational impact, legal will think about liability and communication professionals will consider the brand’s reputation. Each of these perspectives is important and your job as the leader is to find the balance between the sum to determine your next actionable steps.

Determine immediate next steps. Every crisis is unique, so the immediate next steps must be determined when your CRT gathers.  For example, if you have a major accident on site, do you close down manufacturing for the rest of the day?  If a scandal is about to break in the media, do you decide to notify the board and employees to try and mitigate fears before they read the story (and hear the rumors)?

Communicating is one of the keys to weathering a corporate storm. So after you have determined immediate next steps…

Identify three key message points and a spokesperson. These key points will be the basis for your initial messaging, including items such as an email to the board, a notice to employees or a media holding statement. If you have a crisis response plan in place, your spokesperson should already be identified and trained.  Otherwise, determine who is best suited to calmly, stay on message.  His or her demeanor can say more than the actual words out of one’s mouth.

NOTE: If your crisis is a “bet-the-company” situation, the person at the top must be the spokesperson. Do not lay blame, do not lie and never say “no comment.”

In closing, like death and taxes, a crisis is coming.  The challenge is preparing in advance, long before a storm is on the horizon and your plane encounters turbulence.  As a leader in an organization, we encourage you to make crisis response preparation a priority.  Will preparing ensure a Hollywood “happy ending”? No.  But, doing nothing is a great foundation for failure.