This post is the first from Maxine Gardner, our Director of Finance. She joined our team officially this past June, but has worked with us since about March. A Navy Commander (O-5), she is currently in command of the Defense Logistics Supply Agency (Aviation) in San Diego, CA. Without a doubt we prioritize mentoring, but often times we forget the power of sponsorship and advocacy. Here Maxine reminds us of the power we have as leaders to place people in positions of opportunity.
I can remember the first time a more senior Naval Officer acted as my advocate – sixteen years ago. I was an Ensign (O-1) trying to laterally transfer into a community other than the one in which I was commissioned. The Commander I called looked up my record and told me he thought I was an excellent candidate and that he would hold a place for me to submit my paperwork for consideration. When I thanked him he simply responded with, “Just remember this for the day when you are in a position to help an Ensign.” I knew at that moment I was pursuing the right community because that was the culture I wanted to join.
In mid-2019, the 31st Chief of Naval Operations (CNO) published the Navy Leader Development Framework 3.0. When reviewing the document one will note that page twelve of the framework has a section dedicated to Mentorship and Advocacy. As CNO Richardson’s words are read one may ask oneself if perhaps ADM Richardson was receiving our Military Mentors (MM) newsletters because his framework is spot-on with the MM ethos. He writes of the relationship between a mentor and a protégé, as well as the difference between that relationship and others also meant to develop a professional. Most importantly, he describes the need for advocacy. I think it is impossible to have a conversation about leadership and leader development without including the topic of mentorship and even further including the topic of advocacy. To go a bit deeper, I believe that you are not truly a mentor until you advocate on behalf of a protégé. I also believe a true mentor openly vouches for and assists in propelling their protégés into visible opportunities for further growth rather than simply making suggestions and leaving it at that.
Looking back on my career, I can pinpoint specific moments similar to the one I described above where I was offered opportunities because mentors and advocates opened doors, made introductions, placed my name on a list, nominated me for a position, or tagged me to a post on social media. I would not be where I am today if not for the mentors and leaders that recognized my potential and took an interest in my development to step into further leadership roles. We all have a responsibility to look to the future to ensure the development of our teams and the people we know who will one day relieve us to take the watch. I know I’m speaking to choir, but let’s all pledge to make more recommendations and offer more introductions. Let’s all be that Commander in a position to help an Ensign.
Start a conversation. Spark a transformation.