The More (Mentors) the Merrier:
How to set up your own board of mentors
BY JOANNE GORDON
If you run a $7 billion company, you need a mentor.
Denise Morrison of Campbell Soup Co. has more than one, as do many wise women.
Years ago, Morrison, president of global sales and chief customer officer of the $7 billion, Camden, N.J.-based Campbell Soup Co., set up her personal board of mentors. Think of a group of mentors as a personal board of directors to help you make smarter career choices and informed business decisions. The benefit: Unbiased insight. Margaret Heffernan, five-time CEO and author of The Naked Truth: A Working Woman's Manifesto on Business and What Really Matters (Jossey-Bass, 2004), offers tips about starting your own personal board.
Keep it Professional and Diverse:
Strive for four to six board members—former colleagues, men and women in your network, even an interesting woman you meet at a party—who vary by age, background, and gender. Let each represent an area of your professional life that you want to grow, be it finance, marketing, management, even spirituality or community work. Let your board reflect who you are and who you want to become.
Ask with Confidence:
Tell a potential board member that you have a group of bright individuals whose expertise you confidentially consult from time to time regarding business and career issues. Be clear that you don't require a huge time commitment, just confidentiality and freedom to occasionally tap their expertise. Most will be touched you value their opinion and will want to belong to a group of smart people.
Expect and Demand Honesty:
A board is not a fan club. Ask for sincere feedback about decisions you must make, conflicts you face, whether your professional choices are leading you toward the best results for you and your company. Be prepared for constructive criticism. Unless you're perfect, board members should identify mistakes and areas of improvement.
Consult with Purpose:
Don't waste board members' time with trivial matters, but don't be shy. Limit inquiries to significant issues, with contact no more than once every six to eight weeks, unless you are in crisis mode, like negotiating a new job or managing a merger. Once a year, take individual members to lunch or host a board dinner at your home where conversation is, unapologetically, all about you.
Give Back:
Offer your own expertise in return for theirs, as well as access to your contacts. Send articles or books they'll find pertinent, and a gift or card when their input yields positive results. Says Heffernan, "Nothing rewards advice better than seeing the accomplishment it generates."
