You’re looking to take your IT Strategy career to the next level. How can you find the right mentor?

The fact that you are reading this is proof that you are also on a journey of 'more'. So, the need here is typically the need for 'more'. Therefore, clarity on this 'more' can either be more of 'depth' or more of 'width' or a blend of both. It is however more beneficial to choose one dimension as you cant compete in two dimensions at the same time as successfully as you would do in one dimension. It then becomes easier to identify valuable mentors in the dimension you seek to improve yourself in (skill, knowledge, perspective or application).

Having mentored many up and coming IT leaders in my career, I would suggest when looking for a mentor, you should have two primary considerations : - Personal Rapport : you need to find someone that you trust & respect and can get along with. There needs to be an open two way dialogue and so this personal chemistry is important to feel "safe" in opening up and letting yourself be vulnerable so you can learn as much as possible - Experience : "The only source of knowledge is experience" said Einstein. Seek a mentor that has done IT strategy, and knows that it is actually just the tech part of the business strategy. A seasoned CIO/CTO who has negotiated strategy with the Owner / Board / CEO will know the dos and don'ts.

I am a technology leader who also coaches up and coming leaders, message me to discuss this. It is important to select someone who has the right experience, has been a technology leader before as you want to be able to emulate and learn from their success. You should have an idea of what you want to achieve, but you don't need to be 100% on this because a coach will help you better define your goal. A great coach will take you through three broad stages: 1. Awareness. Understanding your natural inclinations, strengths and weaknesses. 2. Vision. Defining your target. A good model to use is the GROW framework. 3. A plan. A plan, but not over planning for it to be overwhelming. The next step is always your most important one!

Agree that it can help to have clear goals defined to gain a mentor that can help you with a specific ask or to answer specific questions. However, I've also found some of my best mentors through networking and displaying curiosity about a particular interest area. My long-term mentors were not selected with goals in mind, but rather people I've developed deep relationships with where both sides gain from each other and support each other.

I think a mentor relationship that involves deep discussions around potential scenarios is immensely helpful.. while every situation is different and deeply contextual in real life, it helps to understand how the mentor tackled it in their own career and what they would do differently if at all.

I agree but would suggest getting a mentor that is outside of the pure IT establishment. The reality is that IT Strategy executes in support of creating business value and as such having a fundamental appreciation of the dynamics driving business strategy is key.

A potential IT mentor shall have solid experience in IT but since this is a vast field, find out what exactly do you need and of that is matching the role. for example you may want to know more about selecting a right software or startegy of implementtion - be sure that you are reaching out to right person. Nothing wrong if you have more that one mentor yet be specifc what you need from your mentor.

When seeking an IT strategy guru, consider a well-rounded approach that combines research, networking, and a thorough assessment of their expertise. 1. Internal Exploration: Identify individuals with expertise in IT strategy, senior IT leaders. 2. External Hiring: Consider IT strategists from reputable strategy consulting. like Gartner, BCG, and McKinsey. 3. Industry Engagement: Participate in industry-specific conferences, workshops. These gatherings often feature seasoned experts. 4. Academic Collaboration: Collaborate with universities and research institutions. Faculty & researchers often specialize in IT strategy. Seek someone who possesses technical skills and understands the unique context of org and the dynamics of industry.

A Academia, enquanto cursando uma Pós ou um MBA é um celeiro incrível de mentores. Os mestres e doutores têm em sua maioria uma generosidade e uma predisposi??o em apoiar no desenvolvimento de carreira de maneira bastante relevante.

For example, Leverage Professional Networks such as LinkedIn, industry associations, and alumni networks to identify potential mentors who possess the expertise and experience you seek. Look for individuals who have a proven track record of success in IT strategy roles within reputable organizations, preferably with experience at consulting firms like or industry.

Be different. Do the unusual. Ditch formal mentorship requests. Instead, engage in casual, context-driven conversations where you can demonstrate your knowledge and curiosity. Start with a specific question or discussion that showcases your critical thinking or offers them value. This approach will naturally evolve into a mentorship without the pressure of formal labels.

Senior leaders typically have packed schedules, so for them to mentor someone, it's a personal commitment they must carefully consider and believe in. Therefore, prospective mentees must first clarify their own goals and reasons for seeking mentorship before approaching a mentor. Whether through direct outreach or via a mutual connection, authenticity and openness to learning are key when presenting oneself as a mentee.

If you're intimidated, then you really don't want to change. You have to be ruthless with your feelings and be willing to risk everything for your future.

Understanding that good mentors often have a natural inclination to give back can alleviate some of the intimidation associated with reaching out. Remember, many successful individuals recognize the value of mentorship in their own lives and thus are inclined to ‘pay it forward.’ However, this doesn’t mean one should approach potential mentors without preparation. A clear understanding of their background, achievements, interests, and values can help you articulate how this alignment can serve both your developmental needs and their interests or goals.

It has to be a two-way relationship where both get something. As the one being mentored, you can do legwork research into areas that they need help.

Show Appreciation and Gratitude. As you receive guidance and support from your mentor, express your gratitude and appreciation for their time, insights, and mentorship. Keep them updated on your progress, successes, and challenges, and seek their feedback and advice as you navigate your career journey.

Establishing a neutral ground for the mentee-mentor relationship is crucial, best achieved through regular reflection sessions. These meetings allow both parties to share key insights and align expectations regarding the desired outcomes of the mentorship journey.

It is also about trust. Trusting the mentor and mentee to open up, dialogue, deliver, ( even argue!), with each and not hold back is vital in any successful mentoring programme so that everyone gets the most out of it at all times, even when the official programme has come to a natural ending

Successful mentorship requires a combination of commitment, communication, mutual respect, and shared goals. Creating a culture of formal feedback and refelction is extremely important and there has to be complete honesty from both mentee and montor in those sessions. I have expereinced multiple such instances where these are just treated as a task but this is way beyond that as it is shaping someones career and life. Same goes with mentee - openess to feedback and true reflection towards it and truthfull to onself makes it a success or a failure. Lack of clarity in Mentees mind is granted but a true mentor brings that clarity during initial discussions and that set the path for success.

First it is important to answer you own self on why you want an IT strategy career - it is not a fun thing to do after all, neither fetches money like it does to an investment banker ! First, you should pursue IT strategy if you feel technology missions, vision and value statements of diverse companies make sense. Second, are you really good at translating high level vision to problems, solution and benefits for a user segment leveraging a combination of technology, process and people. Third, do you have the right domain, technology, financial acumen, to put a roadmap. Look for a mentor who has proven experience in standing up vision into strategy into industrialized solutions. Strategy mentor be seldom academic without hands-on insight.

Mentoring has to be about more than just a career. Character and integrity are at the top of the list for mentoring. And the mentor must be given verbal and explicit permission to call them out. The mentor must have the right to call "BS." I absolutely refuse to even talk with someone about mentoring without this. Period.

Key point to understand is when do you need a mentor and when are you looking for sponsorship. Mentorship often helps you grow and develop; sponsorship propels you to new career levels. I have found people often seek a mentor, when what they are really seeking is sponsorship. To gain that level of support, you need a deeper relationship with the sponsor, having demonstrated your skills/abilities and readiness to assume new opportunities.