Be the Mentor You Wish You’d Had: Building Leaders Beyond the Drill Weekend

Most of us can name the leaders who shaped us in meaningful ways; and those who made less than positive contributions. Early on in my career, as a platoon leader, my company commander once told me, “I guess you care more about yourself than the mission.” Later, he refused to talk with me until I could “improve on my communication.” These less-than-positive moments left a lasting mark: I realized I needed mentors who would listen, guide, and allow room to learn. This is the kind of mentor I now strive to be, because everyone deserves someone who invests in their growth, even in the smallest moments.

Making Every Moment Count

In the National Guard, mentorship unfolds in fragments – drill weekends, annual training, and deployments – while life continues between these moments. I learned that making mentor-mentee relationships meaningful requires intention. Mentors and mentees need to be fully present during check-ins, providing honest feedback even when it is uncomfortable, and treating small interactions – an after-action debrief, a quick hallway conversation – as opportunities to build trust. Often, these small moments matter more than any formal lesson.

Mentorship in the National Guard has shaped not just my career, but also how I lead and interact with others. Unlike the active component, where contact between soldiers and leaders is constant, I had to learn to make every minute count – both as a mentee and now as a mentor. I witnessed how intentional mentorship can bridge gaps in experience, knowledge, and confidence. It’s about more than passing on technical skills; it is about helping someone navigate challenges, balance their dual lives as a Guardsman and civilian, and grow into the leaders they can become.

I saw this mentorship work in many forms. Sometimes it is an experienced non-commissioned officer who shares a story of a challenge they faced on a deployment. Other times, it’s a senior officer who shares a story of failure, helping others see that setbacks are not the final judgment on your ability to lead. Each experience reinforced that mentorship is deeply personal – it is about showing up, listening, sharing honestly, learning from one another, and trusting that your insights can make a difference in others.

Overcoming Challenges: Time, Distance, and Diversity

As alluded to above, mentorship in the National Guard is not without its challenges. Drill weekends are short, annual training is compressed, and deployments pull people in multiple directions. There were leaders I barely saw for months at a time, yet the lessons they imparted, intentional or not, stayed with me. These experiences taught me that being a mentor is not about the amount of time spent, but the quality, consistency, and authenticity applied in the time you do have with others. Even a 10-minute conversation can change someone’s perspective if you approach it with care and attention.

The National Guard attracts individuals from diverse backgrounds, all serving side by side. This diversity is a strength, but it can create gaps in experience, expectations, and leadership development. Mentorship addresses these gaps by committed soldiers who seek guidance from someone with more experience, which evolves into a mutually beneficial relationship. This relationship can help bridge gaps and provide shared understanding of anything from operational knowledge, professional development, and personal growth.

Technology has become a valuable tool in mentoring. I used video calls and messaging to check in with mentees between drills, offer guidance, or even just ask, “What’s on your mind?” Sometimes, just knowing someone is invested in your growth can be enough to motivate a soldier to push through a challenge or take a chance on a leadership opportunity where they felt less than prepared to take.

Leading Through Mentorship

Mentorship has also taught me that leadership is about influence, example, and trust. I try to model resilience, accountability, and adaptability in my interactions. I encourage reflection after exercises or missions, writing thank-you cards to recognize people’s efforts, to promote writing and sharing their thoughts for others to learn from, or even just talking about a book I am reading. I learned to celebrate success, but also to help mentee analyze failures without shame. Growth happens in that space between effort and outcome.

Being a mentor in the National Guard is ultimately about creating a culture of trust, shared expertise, and confidence. I want every soldier I work with to feel they have someone in their corner, someone who will guide them through challenges and help them see their potential. I mentor the way I wish someone had mentored me: with patience, honesty, and genuine investment in their development.

Creating a Lasting Legacy

Mentorship in the National Guard is personal, intentional, and transformative. It has shaped who I am as a leader, and I am committed to paying it forward. I mentor because I know the impact the right guidance, given at the right time, can have in the lives of others. Every service member, from private to general officer, will eventually take off the uniform for the last time. 

When your career ends, your awards, positions, and promotions are just lines on a page. Your legacy is not in titles in the careers you shaped, the soldiers you steadied, and the leaders you inspired. Whether it is the NCO who got promoted because you helped them prepare, or the officer who commissioned because you showed them the way, the mentorship you provide continues to serve long after you are gone. Do not wait for a formal program or for someone to ask. Identify one soldier at drill – just one – and take two minutes to be the mentor you wish you had.

Jakob Hutter is a logistics officer in the Kansas Army National Guard. He holds a Master of Science in Organizational Leadership, a Bachelor of Science in History, and is a member of the Military Writers Guild.