TAKE THE CREDIT AND REJOICE IN YOUR MENTEE’S SUCCESS

Matthew chapter 3







Today we are walking in: Take the Credit and Rejoice in Your Mentee’s Success




Habakkuk 2:2




And the LORD answered me, and said, Write the vision, ​ and make it plain upon tables, that he may run that readeth it.
















VISION
















Today we look to the word​ VISION- H2377 chazown- vision(in ecstatic state)​, vision​s​ (in night)​, oracle, prophecy (divine communication)​, vision (as title of book of prophecy)​ ​from H2372; a sight (mentally), i.e. a dream, revelation, or oracle:—vision. to see, perceive, look, behold, prophesy, provide​, ​to see, behold​, to see as a seer in the ecstatic state​, to see, perceive with the intelligence​, to see (by experience)​, to provide



















The Torah testifies........




Numbers 24:4




He hath said, which heard the words of God, which saw ​ the vision H2377 of the Almighty, falling into a trance, but having his eyes open:




Numbers 24:16




He hath said, which heard the words of God, and knew the knowledge of the Most High, which saw ​the vision H2377 of the Almighty, falling into a trance, but having his eyes open:



















The prophets proclaim.........

1​ ​Samuel 3:1




And the child Samuel ministered unto the LORD before Eli. And the word of the LORD was precious in those days;there was no open vision H2377. ​







Jeremiah 14:14




Then the LORD said unto me, The prophets prophesy lies in my name: I sent them not, neither have I commanded them, neither spake unto them: they prophesy unto you a false vision H2377 ​ and divination, and a thing of nought, and the deceit of their heart.
















The writings bear witness.........




1​ ​Chronicles 17:15




According to all these words, and according to all this vision H2377, ​so did Nathan speak unto David.







Psalm 89:19




Then thou spakest in vision ​H2377 to thy holy one, and saidst, I have laid help upon one that is mighty; I have exalted one chosen out of the people.






Chapter 22

Take the Credit and Rejoice in Your Mentee’s Success




THE PEOPLE YOU brought along are taking over. Your successor is ready. Learn to say, “I trained her—now look how far she has come,” “I was his mentor. Isn’t he great?” or “I taught them. I am so proud of their accomplishments.” Then sit back and let them take the enterprise to a higher plane than you were able to do in your allotted time.




When somebody you mentored is doing well, tell people, “That is my boy!” That individual’s success is your success. That is your mentee, your protégé.




Yah felt the same way about His prototype, as noted several times in the gospels. He let people know that was His Son.




Matthew 3:17 And a voice from heaven said, “This is my Son, whom I love; with him I am well pleased.”




Yah took the credit. Are you ready to take the credit for mentoring the emerging leaders around you? If you have succeeded in producing successful leaders and chosen your successor, letting go is hard, but you can do it if you

realize the successor is the measure of your success.




Good leaders claim the credit for their successor’s success and rejoice in the success of others. If you have done your job as a leader, your successor or successors will go on to have many successes. You can take comfort in and take credit for much of their success. A leader glories in the successes of others. True leaders need not be afraid of their followers’ gifts and success. They have no reason to be jealous or resentful. After all, they nurtured those gifts and helped produce the leaders we see today.




Leadership is measured by the success of your successor. That is how you test yourself. Look at the leaders you produced.




This Is a Test




Mentors want the world to discover their protégés and provide them with opportunities to show their true capabilities. Mentors even set up opportunities for people to test their gifts. You see examples in which Moses gave Joshua assignments. He told Joshua to go fight a war, and he rejoiced in his victory.




Exodus 17:9 Moses said to Joshua,“Choose some of our men and go out to fight the Amalekites. Tomorrow I will stand on top of the hill with the staff of Yah in my hands.”




In a similar fashion, Yahusha provided opportunities for His students to test their abilities, and He was very excited when the disciples succeeded. A true leader does what Yahusha did. He sent His followers out to try some things and was pleased when they reported on what they achieved.




Mark 6:7 Calling the Twelve to him, he sent them out two by two and gave them authority over evil spirits.




Yahusha had modeled the behaviors and the type of ministry He expected of them. Then the Teacher let them loose to practice. He did not just lecture or preach and expect them to go out on their own with no trial period. He showed them and then gave them field experience.




We can recall that Yahusha even said He expected those who had faith in Him not only to do what He had been doing, but also to do “greater things than these” when He left (see John 14:11–13).




Secure leaders deliberately choose people who have the potential to be better than they are. Do not be afraid of people who are stronger than you. Do not be afraid of your weaknesses. Always hire people who are smarter than you because they make you look good. Apply this principle to your personal life. Marry someone who is smarter than you are. Your spouse will make you look good. If your children surpass your success, it is to your credit.




“A leader glories in the successes of others.”




Secure leaders provide opportunity for others to find and fulfill their Yah given purpose and reach their greatest potential. If I stand to speak before ten thousand people and someone I mentor is with me, I invite her to speak for five minutes or so. She might say, “You are crazy! I can’t speak in front of all these people.” But I insist that the crowd is waiting for her.“How are you going to learn to speak to thousands of people if you never do it? Use my

credibility and practice it now.” This is an opportunity to colead. I let her feel everything I feel—the anxiety, the butterflies, the sense of how to relate to a crowd. This leader in training can experience that whole environment. Those five minutes can be worth more than ten weeks’ classroom study because instead of hearing me lecture about it, the individual experiences it.




Mentorship programs must be more than instruction. They should be experiential. Mentoring differs from teaching or instruction, as I said previously, because teaching may give you information, but it does not model the lesson. Mentoring is modeling in order to train by experiential relationships. Mentoring has more to do with relationships than it does instruction.




Room for All




There is room at the top for everyone. A mentor believes his mentee should be better than he is. A mentor works on making others better. Moses was not upset when Joshua told him people were trying to prophesy as he did. Moses wished for all of them to prophesy—the whole camp. This is my leadership philosophy, that the original leadership model was based on the fundamental principle that we should not focus on building an organization with a leader but rather on building an organization of leaders. It is my desire as president of our organization and chief executive officer of our international company that all discover, develop, cultivate, and manifest the full potential of their leadership gifts.




This same idea excited Moses. He basically said, “I wish all of them were prophesying. Everybody is in charge. I wish everybody were doing what I am doing. What a job!”




That means Moses did not think he needed followers to be a leader. Moses probably measured his leadership by the fact that he was becoming unnecessary. He would not need to prophesy if others could hear Yah for themselves. That is how Moses thought. He ended his admonition to Joshua saying he wished the Most High would put His spirit on the others the way He had put it on Moses.




The average leader does not think that way. Ordinary leaders wish that no one will come along who has what they have so they can always be in charge. They forget that a true leader works himself out of a job. They do not

understand that a true leader desires to become unnecessary.




Tell a young person who pursues you that you are going to make them a mentoring project. “Before I leave or die, I am going to teach you everything I know.” When that individual becomes successful, he or she will tell everybody that you were responsible. Take the credit.




Go, Be Better




At a conference recently, I introduced Jerome Edmondson, a young man I had mentored. He had left his home and spent a whole year with me. He and his wife invested a great deal of money in this mentoring experience. Jerome has traveled with me to Africa, Europe, and South Africa, as well as all over the United States and the Caribbean.




After that year, this fellow is better than I am. He told me that he is the first black man to be a franchise owner of a particular restaurant chain. Jerome recently released a book that became a best seller. I was able to help with that. Not too long ago, he showed me a letter saying that he would be receiving a grant for one million dollars. My joy is in his success. He is an associate in my environment. He is an example of how to train people to become better than you.




My greatest joy is when my mentee becomes greater than I am. This is why I work so hard. My greatest legacy is in the people who exceeded me. When my mentee becomes great and powerful, I can move on to something greater in this life or go on to my reward in heaven. I want to be just like my mentor, Yahusha Hamachiach.




Greater works shall you do. That is what mentoring is all about. It is about making you better, greater, more influential, and more powerful. It is about helping you to exceed your own expectations. I would love to take the credit for that.




Points to remember:




Make others greater and take the credit.




Good leaders rejoice in the success of others

THE MENTOR CHOOSES/THE MENTEE PURSUES

Luke chapter 6







Today we are walking in: The Mentor Chooses/The Mentee Pursues







Habakkuk 2:2




And the LORD answered me, and said, Write the vision, ​ and make it plain upon tables, that he may run that readeth it.
















VISION
















Today we look to the word​ VISION- H2377 chazown- vision(in ecstatic state)​, vision​s​ (in night)​, oracle, prophecy (divine communication)​, vision (as title of book of prophecy)​ ​from H2372; a sight (mentally), i.e. a dream, revelation, or oracle:—vision. to see, perceive, look, behold, prophesy, provide​, ​to see, behold​, to see as a seer in the ecstatic state​, to see, perceive with the intelligence​, to see (by experience)​, to provide



















The Torah testifies........




Numbers 24:4




He hath said, which heard the words of God, which saw ​ the vision H2377 of the Almighty, falling into a trance, but having his eyes open:




Numbers 24:16




He hath said, which heard the words of God, and knew the knowledge of the Most High, which saw ​the vision H2377 of the Almighty, falling into a trance, but having his eyes open:



















The prophets proclaim.........

1​ ​Samuel 3:1




And the child Samuel ministered unto the LORD before Eli. And the word of the LORD was precious in those days;there was no open vision H2377. ​







Jeremiah 14:14




Then the LORD said unto me, The prophets prophesy lies in my name: I sent them not, neither have I commanded them, neither spake unto them: they prophesy unto you a false vision H2377 ​ and divination, and a thing of nought, and the deceit of their heart.
















The writings bear witness.........




1​ ​Chronicles 17:15




According to all these words, and according to all this vision H2377, ​so did Nathan speak unto David.







Psalm 89:19




Then thou spakest in vision ​H2377 to thy holy one, and saidst, I have laid help upon one that is mighty; I have exalted one chosen out of the people.






Chapter 21

The Mentor Chooses/The Mentee Pursues




MENTORING IS ALWAYS the prerogative of the mentor. The mentor determines if mentoring will take place. If you are reading this book because you are in need of mentoring, understand that there are two sides to the mentoring coin.




The first side is mentorship initiated by a leader who is in search of a potential candidate for succession. Intrinsically, all true leaders know they are transitional and therefore must focus not only on managing the present, but also on securing the future of their organization. It is imperative that they mentor future leaders, and thus they must initiate the process by choosing to mentor. Many people might seek out a specific leader to be their mentor, but as a priority and responsibility the leader must choose a mentee and initiate the relationship. He might mentor many individuals in an organization before

narrowing the selection to choose a successor.




In this case, the mentor selects an individual or individuals by his prerogative and invites them to submit to his tutelage, training, and discipline. This is what the great leader Yahusha Hamachiach did when He initiated the

selection of His twelve disciples. Many people were following Yahusha before He intentionally made His choice of the twelve.




Luke 6:12–16 One of those days Yahusha went out to a mountainside to pray, and spent the night praying to Yah. When morning came, he called his disciples to him and chose twelve of them, whom he also designated apostles: Simon (whom he named Peter), his brother Andrew, James, John, Philip, Bartholomew, Matthew, Thomas,

James son of Alphaeus, Simon who was called the Zealot, Judas son of James, and Judas Iscariot, who became a traitor.




John 15:16 “You did not choose me, but I chose you and appointed you to go and bear fruit—fruit that will last.”




Mark 3:13–15 (NKJV) And He went up on the mountain and called to Him those He Himself wanted. And they came to Him. Then He appointed twelve, that they might be with Him and that He might send them out to preach, and to have power to heal sicknesses and to cast out demons.




It is important to note that out of all those who joined His group, Yahusha intentionally and deliberately chose individuals “He himself wanted” to be with Him. These statements are pregnant with the spirit of the mentor and

indicate a desire for training and development by the mentor for future succession.




In this context, the mentor selects the mentee. The mentor invests time, energy, and often money in the mentee. However, as the relationship proceeds, the mentee must experience a transfer of responsibility and begin to pursue the mentor, realizing that the relationship is for the mentee’s benefit.




This dynamic is evidenced by Yahusha, who after calling some men to follow Him challenges them to sacrifice everything for the relationship with Him in order to benefit from the training. For example:




Matthew 16:24–25 Then Yahusha said to his disciples,

“If anyone would come after me, he must deny himself and take up his cross and follow me. For whoever wants to save his life will lose it, but whoever loses his life for me will find it.”




The leader may choose an individual or individuals to establish the relationship for mentoring, but the chosen one must also choose or pursue the mentor to whom he or she will submit in order for the process to be successful.




The second side of mentoring is that the mentee pursues the mentor. Those who desire to be mentored must seek out individuals to whom they will submit for this purpose. If you genuinely want and are willing to submit to a mentor for the process, first you will have to find a prospective mentor and persuade that person to mentor you. Then you will have to continue to pursue the mentor if you wish to benefit from the relationship.




“First you will have to find a prospective mentor and persuade that person to mentor you.” The very nature of leadership, which ultimately is the fulfillment of a vision of the future that exceeds the life span of the leader, makes mentoring a successor a priority and an imperative. A true leader knows he or she is obligated to mentor and must prepare a successor, but the selection of a specific person is his or her prerogative, and it may not be you. Mentors by definition are successful people whose time may be limited. Many people may be pursuing the same mentor, and all or most of them may be worthy of the mentor’s attention. Only a few will stand out enough to get it. The key is to make yourself genuinely available to serve the mentor, whether he chooses you or not. Your goal is to learn and benefit from the mentor’s knowledge,

wisdom, and experience.




As a leader, I am willing to mentor individuals who seriously pursue me seeking help and who willingly submit to me for training. Mentees pursue. Mentors choose or accept mentees. However, mentors are usually more inclined to take on mentees who display an earnest desire to be mentored and who demonstrate sincere effort. Sometimes the prospective mentee’s motivation for pursuit of a mentor is negative or questionable. The approach could be motivated by selfish ambition, a desire to associate with power and position, or to use the relationship to advance a mentee’s personal goals. The discerning mentor will reject this attitude and the spirit of manipulation.




Not Ready to Commit




Mentors will never mentor an unwilling, uncommitted, unsubmitted mentee. One of the most graphic examples of this principle is the succession account of the great biblical prophet Elijah and the mentoring of his successor, Elisha. The first action taken in the story of Elijah and his relationship with Elisha was the indication of Elijah of his willingness to mentor Elisha.




1 Kings 19:15–21 The LORD said to him, “Go back the way you came, and go to the Desert of Damascus. When you get there, anoint Hazael king over Aram. Also, anoint Jehu son of Nimshi king over Israel, and anoint Elisha son of Shaphat from Abel Meholah to succeed you as prophet. Jehu will put to death any who escape the

sword of Hazael, and Elisha will put to death any who escape the sword of Jehu. Yet I reserve seven thousand in Israel—all whose knees have not bowed down to Baal and all whose mouths have not kissed him.” So Elijah went from there and found Elisha son of Shaphat. He was plowing with twelve yoke of oxen, and he himself was driving the twelfth pair. Elijah went up to him and threw his cloak around him. Elisha then left his oxen and ran after Elijah.




“Let me kiss my father and mother good-by,” he said, “and then I will come with you.” “Go back,” Elijah replied. “What have I done to you?” So Elisha left him and went back. He took his yoke of oxen and slaughtered them. He burned the plowing equipment to cook the meat and gave it to the people, and they ate. Then he set out to follow Elijah and became his attendant.




This account of mentorship and succession offers lessons for the twenty-first century leader that may save many organizations from ruin. Let us look a little closer at this powerful story.




First, Elijah, the senior in the relationship, came intentionally to seek Elisha for mentorship training, as he was directed (see 1 Kings 19:16). Then Elijah chooses Elisha for mentoring: “Elijah went up to him and threw his cloak around him” (1 Kings 19:19). This act signified the mentor was choosing the mentee or bestowing on him the mantle of authority.




However, the choosing was not pursuing. It was an invitation for the mentee to pursue. Elisha did not respond with commitment at first, even though the cloak signaled that he was chosen as a mentee and potential successor. So Elijah did not pursue Elisha, but went on his way. Elisha’s parents were his priority. He returned home and continued to be with his family for a while. In essence, Elijah and Elisha did not yet have a mutual mentor/mentee agreement. Elisha wanted to put other things first.




“Elisha then left his oxen and ran after Elijah. ‘Let me kiss my father and mother good-by,’ he said, ‘and then I will come with you’ ” (1 Kings 19:20). Here, we see a lack of

commitment to enter the agreement and make the necessary sacrifice to be mentored. Elijah recognizes that Elisha is not ready.“ ‘Go back,’ Elijah replied. ‘What have I done to you?’ So Elisha left him and went back” (1 Kings

19:20–21). We see that Elijah rejected Elisha to test him for commitment, dedication, and interest. Elijah could have insisted or run after Elisha.




Eventually, Elisha did something that is symbolic of what all true mentees have to do. “He took his yoke of oxen and slaughtered them. He burned the plowing equipment to cook the meat and gave it to the people, and they ate. Then he set out to follow Elijah and became his attendant” (1 Kings 19:21). We see by these acts the ultimate sacrifice, commitment, and dedication to the mentor, which are the foundation of the mutual agreement necessary for mentoring to take place. This is the fulfillment of the second side of mentorship: the mentee pursuing the mentor. We see Elijah finally accepting Elisha when he demonstrated his commitment by his sacrifice.




Letting Go of the Old




Elisha came back with the right attitude. He burned his plow, sold his farm, and barbecued the ox. He showed up at Elijah’s door with nothing. By his submission, he implied, “I am ready to be mentored by you. Whatever you want me to do, I’m ready.” Elijah, in effect, says,

“Now you can come with me, and if you stay with me, you will get the power. You will get the ministry. You will get the company because now it is clear you are ready to serve me.” Notice that Elisha came as an “attendant.” This word means bond servant—one who was marked to be with his master forever.




Elijah accepted him. Elisha’s burning of the oxen and the selling of the farm were the keys to his being qualified for becoming the successor. As long as he had the farm and oxen, he was not completely committed or dedicated. Elisha would know that he would always have something on which to fall back in case things did not work out with Elijah. Wherever there is an alternative or option, there can never be full commitment and dedication to the first objective. This is why, in my experience, marriages with prenuptial agreements hardly ever work out. The agreement is “an escape clause,” dividing the spoils should the marriage end. Commitment and dedication is not possible where an option for escape exists.




Until he surrendered everything, Elisha always would have had a fallback position. He could run back home. When Elijah saw that Elisha had given up his comforts, his assurances, and his security, he essentially said, “Now I will mentor you.” Elisha had shown he was ready to invest in the relationship. He had left his comfort zone. If you are going to follow a mentor, you cannot give excuses. As the mentee, you must be willing to submit, commit, and even sacrifice.




Transfer of Power: True Succession




The most important part of this story of Elijah and Elisha is the mutual agreement and deep love Elisha developed for his mentor. Read his declaration of loyalty and love for Elijah:




2 Kings 2:1–15 When the LORD was about to take Elijah up to heaven in a whirlwind, Elijah and Elisha were on their way from Gilgal. Elijah said to Elisha, “Stay here; the LORD has sent me to Bethel.” But Elisha said, “As surely as the LORD lives and as you live, I will not leave you.” So they went down to Bethel. The company of the prophets at Bethel came out to Elisha and asked, “Do you know that the LORD is going to take your master from you today?” “Yes, I know,” Elisha replied, “but do not speak of it.” Then Elijah said to him, “Stay here, Elisha; the LORD has sent me to Jericho.” And he replied, “As surely as the LORD lives and as you live, I will not leave

you.” So they went to Jericho. The company of the prophets at. Jericho went up to Elisha and asked him, “Do you know that the LORD is going to take your master from you today?” “Yes, I know,” he replied, “but do not speak of it.” Then Elijah said to him, “Stay here; the LORD has sent me to the Jordan.” And he replied, “As

surely as the LORD lives and as you live, I will not leave you.” So the two of them walked on. Fifty men of the company of the prophets went and stood at a distance, facing the place where Elijah and Elisha had stopped at the Jordan. Elijah took his cloak, rolled it up and struck the water with it. The water divided to the right and to

the left, and the two of them crossed over on dry ground. When they had crossed, Elijah said to Elisha, “Tell me, what can I do for you before I am taken from you?” “Let me inherit a double portion of your spirit,” Elisha replied.




“You have asked a difficult thing,” Elijah said, “yet if you see me when I am taken from you, it will be yours—otherwise not.” As they were walking along and talking together, suddenly a chariot of fire and horses of fire appeared and separated the two of them, and Elijah went up to heaven in a whirlwind. Elisha saw this and cried out, “My father! My father! The chariots and horsemen of Israel!” And Elisha saw him no more. Then he took hold of his own clothes and tore them apart. He picked up the cloak that had fallen from Elijah and went back and stood on the bank of the Jordan. Then he took the cloak that had fallen from him and struck the water with it.




“Where now is the LORD, the Yah of Elijah?” he asked. When he struck the water, it divided to the right and to the left, and he crossed over. The company of the prophets from Jericho, who were watching, said, “The spirit of

Elijah is resting on Elisha.” And they went to meet him and bowed to the ground before him.”




What a beautiful story of effective mentorship and succession. Elijah was the consummate mentor, and Elisha the excellent mentee. Notice that Elisha not

only received the mantel of Elijah, but he also received his influence and his school of prophets. Note too that Elisha pursued Elijah right to the end and became his successor. Elisha told Elijah, “As surely as the LORD lives and as you live, I will not leave you.”




Before the mentoring relationship can even begin, you must identify a mentor worth pursuing. So there are two perspectives of mentorship, one is that of the mentor who chooses the mentee intentionally for the purpose of training and preparing that person for potential succession. The other is that of a mentee who, desiring to be mentored, identifies a mentor and indicates the willingness to submit and serve the mentor. This is in order to benefit from the mentor’s wisdom, knowledge, experience, and molding. In both cases, the mentee must pursue the mentor if mentoring is to be successful.




The mentor chooses but does not pursue the mentee. Anyone who could be considered a potent mentor would probably be busy and consumed by his or her priorities and passion. Thus, the ideal candidate would not be waiting casually for someone to come forward and ask to be mentored, nor would this outstanding leader be preoccupied with looking for someone to mentor. In fact, a person worthy of being a mentor already would have many people seeking his or her attention and wisdom. The challenge is that one leader can mentor only a few people effectively.




The mentor ultimately chooses the mentee, but only after the mentee has pursued a relationship and demonstrated the willingness to be mentored. Essentially, whether the mentor chooses the mentee or the mentee chooses the leader as mentor, the initiative and onus still would be on the mentee.




How to Choose a Mentor




Choosing someone to whom you can submit your entire life, plans, goals, ambitions, dreams, visions, and destiny is a very serious decision. Choosing someone to help form your priorities, values, moral convictions, and future

life’s work is critical. You must make the decision with great care. What are some of the qualities you might look for in a potential mentor, and where could you find such a person? Here are a few points I wish to submit for your

consideration. A mentor should be one who has:




• Lived long enough to have a character that has been tested over time by both his supporters and enemies and is worthy of trust.




• Overcome major obstacles, oppositions, challenges, discouragements, and points of failure in the pursuit of achieving a vision or a cause in the interest of humanity.




• Demonstrated wisdom, knowledge, and understanding of the comprehensive nature of life that makes the mentor’s counsel trustworthy.




• Exhibited a longevity and faithfulness to a cause, a vision, or a call with consistency.




• Made major personal sacrifices and demonstrated willingness to bear the cost of a dream and a passion, as well as to help others succeed or achieve their goals.




• Managed failure and success effectively and displayed a spirit of humility and candor.




• Shown willingness to protect his or her integrity and character without compromise.




Getting someone like this to mentor you is not difficult, as I have experienced that every genuine leader or truly successful person wants, desires, and feels obligated to mentor others as a way of giving back. The only requirements or demands would be that the mentee must be serious, committed, and dedicated to being mentored. Leaders do not want to waste their time. Therefore, asking a leader or someone from whom you desire to learn if he or she will mentor you is the first step. However, just as Elijah did, the prospective mentor will test your interest and commitment.




Ready and Willing




If you want someone to consider mentoring you, you must adopt the right frame of mind and demonstrate the right attitude. You must be:




• Willing to serve the mentor and not your personal ambition.




• Willing to sacrifice your personal interests to serve the mentor’s interests.




• Willing to submit totally to the mentor’s instructions, counsel, advice, rebuke, and correction.




• Willing to stay in the background until invited.




• Circumspect about the mentor’s weaknesses and not intent on taking advantage of them or using them as leverage for exploitation or blackmail.




• Vigilant and aware of all that surrounds your mentor and able to learn his/her habits, desires, preferences, interests, and priorities.




• Respectful of the mentor’s relationships or friendships and not intent on taking advantage of them for personal gain.




• Willing to study the process and principles of your mentor, not just his or her results.




• On guard against cultivating a spirit that is jealous of your mentor, understanding that you can never learn from someone if you are jealous of them.




• Open to learning how not to lean on your mentor.

Remember, to be mentored is a privilege and not a right.




Be eternally grateful and express it often. Gratitude will always attract help.




The Perfect Mentee




Again we can look at Joshua and Moses as one of the greatest, most-perfect examples of mentoring and succession. A careful review of their relationship as mentor and mentee provides us with an excellent case study for choosing a mentee and submitting to a mentor. Let us read some of their story and extract the unique principles of mentoring and succession demonstrated in

their relationship:




Exodus 24:13–14 Then Moses set out with Joshua his aide, and Moses went up on the mountain of Yah. He said to the elders, “Wait here for us until we come back to you.”




Numbers 11:28–29 Joshua son of Nun, who had been Moses’ aide since youth, spoke up and said,“Moses, my lord, stop them!” But Moses replied, “Are you jealous for my sake?”




Numbers 27:18–23 So the LORD said to Moses,“Take Joshua son of Nun, a man in whom is the spirit, and lay your hand on him. Have him stand before Eleazar the priest and the entire assembly and commission him in their presence. Give him some of your authority so the whole Israelite community will obey him. He is to stand

before Eleazar the priest, who will obtain decisions for him by inquiring of the Urim before the LORD. At his command he and the entire community of the Israelites will go out, and at his command they will come in.” Moses did as the LORD commanded him. He took Joshua and had him stand before Eleazar the priest and the

whole assembly. Then he laid his hands on him and commissioned him, as the LORD instructed through Moses.




Deuteronomy 1:37–39 Because of you the LORD became angry with me also and said, “You shall not enter it, either. But your assistant, Joshua son of Nun, will enter it. Encourage him, because he will lead Israel to inherit it.”




Deuteronomy 3:27–29 “Go up to the top of Pisgah and look west and north and south and east. Look at the land with your own eyes, since you are not going to cross this Jordan. But commission Joshua, and encourage and strengthen him, for he will lead this people across and will cause them to inherit the land that you will see.” So we

stayed in the valley near Beth Peor.




These accounts contain all the important principles of mentoring and succession. If you study the relationship of Joshua and Moses, first you will notice:




The mentee must submit to the mentor and possess a spirit of student and servant. As Numbers 11:28 reads, Joshua “had been Moses’ aide since youth.”




Mentorship had begun. Notice that the mentee aided the mentor first. In other words, mentoring begins with serving the mentor. If you want to learn from someone, you have to submit to him or her. To learn from someone, you have to be willing to serve. Thus, mentorship really begins with willingness to serve.




The mentee must be teachable and must not be competitive with his mentor.




The second thing we find about Joshua is that the Scriptures do not call him a servant of Yah. They always call him an aide of Moses (see Exod. 24:13, Exod. 33:11, and Num. 11:28). That is important because you cannot

be mentored when you compete with your mentor. If you want someone to mentor you, you cannot attempt to be equal to your mentor. Joshua just wanted to be a servant of Moses. He had the correct attitude.




The mentee must be present but not too pushy and aggressive with the mentor. Joshua stayed with Moses all the time. Yet Scriptures cite little that he said, so we can infer that he did not talk much. He is quiet, but he is present. That fascinates me and intrigues me. Joshua was always with Moses because the prophet was his mentor. Joshua followed where Moses went, but he did

not assert himself.




The mentee will have access to the environment of the mentor but must never abuse it. Joshua had this kind of access. Scripture says the young man headed up

the mountain with his leader (see Exod. 24:13). Joshua accompanied Moses to the Tent of Meeting. This was a special tent that Moses had set up and where he met with Yah. They would have intimate conversations there, and

the only person who went into that tent with Moses was Joshua. A mentor can get you into places. The Bible says Moses left the Tent of Meeting, and Joshua stayed (see Exodus 33:11). Perhaps he was just basking in the

greatness of Yah. A mentor can get you into the presence of greatness, and you can actually stay there because the great one will start to talk to you.




Even then, the mentee must tread lightly, being careful not to abuse the relationship. The mentee must learn in silence when allowed into the privileged places of his mentor. No one knows what, if anything, Yah said to Joshua during those moments in the Tent of Meeting or if Joshua said anything. Maybe Joshua’s experience there was to prepare him for future leadership. Joshua experienced Yah in a way that no other person did because he was brought into Yah’s presence by his mentor. A mentor can open doors for you that no one else can open. Shared influence and connections are important elements of mentorship and succession.




The mentee must never compete with, nor be jealous of his mentor. When Joshua perceived a threat to his mentor, he expressed jealousy. It was jealousy, not of Moses but for Moses, which are very different things.

The mentee must not usurp the position of his mentor, but must protect and defend it. We see Joshua expressing an interesting “menteeship” spirit. Joshua wanted Moses to stop the new “prophets” because the loyal aide saw them as competing with his mentor. This is the kind of person you want to mentor. Joshua wanted to protect Moses from competitors, not compete with Moses.

It impressed Moses that this young man wanted to protect his position, not take it. Moses realized that Joshua had an interest, not only in serving him,

but also in defending him. Joshua was not looking out for himself. He was protecting Moses’ turf. The mentee must never abuse the privileges of his mentor.




Finally, Joshua did not usurp Moses’ authority. He was in the presence of the Yah of Moses but never tried to claim Moses’ relationship with Yah for himself. The Scripture shows that not only did Joshua know his place, but he

also wanted to protect the greatness or authority of his leader. He wanted to make sure others did not encroach on the prophet’s powers. As we see in the example of Moses and Joshua, mentorship presumes a “lesser” and a “greater” in a relationship. Mentoring implies that the lesser is learning from the greater through interaction, interpersonal contact, observation, and experiences.




Mentors provide access to their lives, decision

making processes, bank of wisdom, and environment. The mentee has access to the mentor’s relationships and resources. Resources can be people, material, and secrets the mentor might have. So mentoring is a very

personal—and in some cases a very private—relationship. This separates it from ordinary interpersonal relationships.




Set Up for Success




One of most important processes of mentoring is not just learning from the experience of the mentor, but also learning from the situations the mentor will allow you to experience. The mentor is like a gymnastics coach.




One afternoon I was watching a documentary about gymnastics that showed how these amazing professional athletes train to become world-class competitors. I watched the coach fasten the safety straps to a young girl.




After positioning her on the mat, the coach threw her into the air as if she were a bird while he stood right below her. Every time she touched down, he caught her by the waist and threw her again. He never left his post. I saw the initial fear in the girl’s eyes, but as the exercise progressed, I noticed the fear turning into a smile of confidence.




The documentary moved on to the next day and there they were again, but this time the straps were off and the coach was still catching her. Finally, the fifth day came, and the coach was on the sidelines with a smile of confidence on his face. He watched his student pace the floor like a pro and with style, grace, and passion, complete her routine without a single mistake and land

with a sense of maturity that amazed even the toughest judges on the bench.




He had successfully mentored a future leader in gymnastics who eventually went on to compete in the world games. Many times a mentor may seem to have set you up to experience a measure of failure, but he is really setting you up for success and is standing

by just in case you falter. Good mentors will provide opportunities for you to participate in a situation that could teach you a lesson or allow you to use your gifts to prevail. The mentor knows that a mistake or temporary failure is a necessary step toward learning and qualifying for future success as a leader.




The Job of the Mentee




In order to get the most out of the mentoring process, you must understand certain principles.




The Mentee:




Must submit to the mentor. It is impossible to learn from someone if you do not submit to that person. It is like a class that does not accept the teacher’s authority. Submission does not mean that you give up your independence, uniqueness, rights, or will. It does not mean that the mentor is smarter than you or more talented. It means the mentor knows something that you want to learn. Be submissive to advice and instruction. I sometimes encounter people who ask me to mentor them but who then refuse my advice or instruction.




Right away that cancels our agreement. I cannot help someone who does not submit. Submission in this instance means that you understand and value the

contributions that the mentor can make to your life. You are willing to surrender your time and your ability to learn and receive from that mentor. Submission is the first act for the mentee.




Must accept that the mentor is acting in the best interest of the mentee. You have to believe that whatever the mentor recommends, instructs, or advises is in your best interest. Your mentor’s instructions may not seem to make sense at the time, and they might take you out of your comfort zone. The mentor’s counsel might seem strange to you or put you in unfamiliar surroundings. You must trust the judgment and carry out the instructions (within reason) of your mentor. Good mentors will never set you up for destruction. They will set you up for development, if you let them.




Mentors see your future far beyond what you see, so you need to trust their vision. Many times they will tell you do not do this or that, or to do something. They are preparing you for something they see for you ten years down the road. Must be willing to accept the mentor’s counsel. Do not ignore their instructions. We often claim that we submit to our mentors, and we still do not accept what they say. If you want to benefit from the mentor, you must

take the advice offered. To get the benefit, you have to accept the counsel offered.




The mentee must trust the mentor’s judgment. You cannot lead people who do not trust you, and you cannot learn from someone you do not trust. Remember, a good mentor does not want anything from you. The mentor did not pursue you. If the mentor gives you advice, he means it for your own good.




Must never abuse the privileges offered by a mentor. A mentor will give you access to such things as her private contacts, environment, or home. Mentors will give you access to the things they are reading, maybe their

friendships and other relationships, or even their venues, markets, and audiences. The mentee must be very cautious not to abuse any of those privileges. If the mentor gives you her private number, you cannot give it to people to prove you know someone powerful or famous. This is abuse. To have that number is a privilege.




Alternatively, if the mentor introduces you to one of

her contacts, you cannot go behind her back to try to work out a deal for yourself with that contact. That is an abuse of the relationship and an embarrassment to the mentor. It might have taken the mentor forty years to

make that connection, and she can give it to you willingly in forty seconds, but do not abuse it.




I expose my mentees to my television programs, let them meet my publishers, or give them the microphone to speak to ten thousand people for a few minutes. I do that because I want to build their confidence and help them,

but if the mentee secretly asks the host to invite them alone to speak next time, the mentee is abusing the privilege. People have told others I am their friend when they only met me once at a ministry somewhere and shook my hand. Do not abuse such opportunities offered by your mentor. You can say, “Yes, I have met that person. I shook his hand some time ago,” but do not say

that person is your friend when it is not true. I may give you access to the head of a country because you happen to be with me. That does not mean that you are his friend. I am his friend, and you should not disrespect him or me

by calling him next week for a casual chat. He does not know you, and that would be an abuse of the privilege the mentor offered. If you have a mentor, you will get access to that person’s life. Do not abuse it. Respect, honor,

protect, and safeguard the privileges given you by the mentor.




Must initiate or pursue learning from the mentor. Once you have a mentor, the pursuit continues. You have to pursue what you want to learn from the mentor. If you claim you want me to be your mentor, for instance,

then you have to prove it by your hunger, passion, and willingness to submit to my authority. The learner must not sit around and wait for the mentor to teach her or to develop her. Anyone worth having as a mentor will be fully engaged in work and other obligations. The one who wants to learn must pursue the mentor by cultivating the spirit of initiative.




You may feel as if the mentor is ignoring you at times, but remember mentors are busy. Just follow the mentor around and watch. Tell the mentor, “I want to see how you handle pressure, people, and stress.” The mentor will

not come to you to teach you five points on how to handle stress. You have to watch to see how they deal with pressures. Mentoring is more by observation than by instructions, so pursue the mentor. That is what Elisha did. In the end, he went to Elijah. That was what the disciples of Yahusha did. They forsook their fishing businesses and followed Yahusha wherever He went. They ate with Him and went to little villages with Him. The very word disciple means perpetual student, from the Latin and Greek for “learner” or “one who learns.” This implies that it is a continuous thing. Although it has come to be

associated with the twelve associates closest to Yahusha during His ministry on earth, it is not a religious word. It is someone who keeps learning. The instructor will teach only those who are hungry for education. The one who

wants to learn should pursue the teacher.




Should harness the power of questions. As an emerging leader, you must ask questions of the mentor, accessing one of the greatest mechanisms of mentorship. The protégé pursues the mind, the methods, the mechanisms,

and the mission of the mentor by initiating questions. Ask questions of the mentor. Nothing is more powerful as a tool for learning than asking questions. Mentors always know more than they tell you. Mentors can always

do more than they show you. They can always take you places you have never been, but you have to initiate the journey via questions. A mentor is like a reservoir, full of knowledge and information, experience and wisdom

—all wonderful, powerful substances—and you need to pull it out of them. A question is like putting a hole in a dam. The more questions you ask, the more holes you poke. If you ask enough questions, a torrent of wisdom will gush forth.




Good students do not talk much. They ask questions. When a mentee is in the presence of a mentor, he or she must speak little and let the mentor talk. This is usually by the mechanism of questioning. When I studied the process Yahusha used to teach the disciples, I was shocked to discover that most of His lessons resulted from a question someone asked. The gospels are full of examples like these:




Luke 17:20 Once, having been asked by the Pharisees when the kingdom of Yah would come, Yahusha replied, “The kingdom of Yah does not come with your careful observation…”




Mark 13:4 “Tell us, when will these things happen? And what will be the sign that they are all about to be fulfilled?”




Yahusha shared His wisdom with those who asked for it. To draw out information from the mentor, you have to ask for it. I always tell my students wherever I am around the world that when you are in the presence of a wise

or great person, ask questions and be silent. Whenever I meet anyone with much more experience and wisdom and with great accomplishments and success, I start asking questions. Questions automatically give you the ability to be the student. Mentees must ask questions. He who speaks, learns only what he knows; he who listens, learns what the other knows. Through listening, you become wiser. In this way, mentees initiate their own learning.




Sometimes you may be so determined to impress the mentor that you talk too much. If you are always talking, the mentor can become very irritated. If you want answers, do not tell the mentor what great things you do and how powerful you are, how anointed you are, what a good manager you are. How can you learn if you are talking?




Invests personal resources in pursuit of the mentor. Some mentees expect the mentor to pay for their development. Frequently people ask,“Will you mentor me?” and I reply,

“Okay, fine, let us agree that I will mentor you. As part of my mentoring program, I offer the elite privilege of allowing you to travel with me to experience my environment.” I find it very strange when someone responds, “Great! Can you send me a ticket?” Who is supposed to be pursuing whom? If you want to learn from me, you must be willing to invest your time, money, and resources in pursuit of that knowledge.




We need to understand the power of pursuit. If you want to learn from me, then invest your time, your money, and your resources in pursuit of me. You will have to invest in your own life. I have books, CDs, DVDs, and seminars.

If you are my mentee, I expect you to buy all of those books because you need to know my mind, my heart. Forty years of my experiences are in those books. When you buy the mentor’s book, you are not just buying the book. You are buying the person.




On occasion, a mentee has asked me a question, and I have refused to answer it because I have answered that question in a book I wrote. I tell them to read the book. Invest that twenty dollars to find the answer for yourself. As your mentor, I do not want your money, but I want you to invest in your own development. Always remember this: the job of a teacher is not to give answers but to stimulate the students to go find the answers themselves. Nothing is yours until you understand it.




Must never compete with the mentor. The mentee must be very aware that he is not in the relationship to compete, but to learn. First, this deals with motive. A mentee is one who wants to learn, who wants to become like the mentor in many different aspects, who would like to benefit from the mentor’s knowledge, experience, and wisdom. You cannot easily learn from someone when you are attempting to compete with him. You will find that mentors will resist the spirit of competition from a mentee because it reveals a spirit of pride or arrogance. It also reveals a spirit of distrust.




Must never take the mentor’s advice or criticism personally. If the mentor says things in a moment of anger or corrects you, it is to prevent harm from coming to you or to teach you a lesson. When Elijah told Elisha,

“Go back… What have I done to you?” (1 Kings 19:20), it must have sounded harsh, but it was necessary. When Yahusha told Peter that he was full of the devil, the words must have stung (see Matt. 16:23). Whatever the

circumstances, when the mentor speaks in the heat of the moment, the person on the receiving end must be cautious not to take the words personally.




The mentor might say, “Son, why are you dressed like that at this location? Go home and change into your suit.” Do not take that personally. He is trying to protect you because he knows that people at this event will be dressed in a certain way, and they will judge you or even refuse to admit you if you are not attired in a similar fashion. The invitation said “black tie,” and you are in tennis whites—nice clothes, but not the right ones.




A mentor might say, “Do not come in here right now. Please wait outside.” Do not take it personally. Perhaps it is a matter of protocol. Only people of a certain rank or members of a fraternal group are allowed in today.

Maybe he is discussing a confidential personnel matter.

He might say, “You can’t come to this reception with me. The president or prime minister will be there, and security is tight. You don’t have clearance. Just wait in the lobby.” At times, the mentor may not be able to or may not be inclined to give an explanation. Do not take that personally. He knows things you do not know.




A mentor will give you instructions that might make you feel uncomfortable. He may say things that hurt your feelings. Just trust that this too is for your benefit. “I will figure it out later. It hurts right now, but it is for my own good.” After Yahusha told Peter that he was full of the devil, the disciple still showed up at the next meeting. He did not take it personally. In a moment of anger, a mentor will say things that sting. Yahusha Hamachiach was angry because Peter had said, “You will not die” (see Matt. 16:21–22). Peter was attacking the vision. Yahusha was correcting Peter, and He did not say it nicely.




Anger is part of the mentoring process because the mentor sees you in your future and attacks the danger that threatens you. It is not personal. It is love. The leader wants to teach you a lesson. When a mentor speaks in the heat of the moment, you have to handle it. Be mature, suck in your stomach,come back and say,“Thank you.” Later on you will say,“Wow! Now I see why she did that.” Do not despise the anger of your mentor. It too is for your

good.




Must never be jealous of the mentor’s success. Often a young, emerging leader sees the life of the mentor and assumes or presumes that he could achieve instantly what the mentor has spent years of effort—a lifetime

of work—building up. In some cases, the mentor has experienced mistakes, failures, loss, disgrace, depression, or bankruptcy and come back out again to

overcome them before achieving what he or she has. The most important question a mentee should ask a mentor is not, “How can I have what you have?” That is the wrong question. Rather ask, “What did it cost you to

achieve that? What is the price you paid to achieve that?” The student needs to learn the process and the experiences necessary to achieve the goal.




The mentee must be very cautious not to cultivate jealousy regarding the mentor’s observed achievement. If you sought out a mentor, it is because that person is successful. You cannot learn from someone if you are jealous of her. Often emerging leaders see the life that the mentor has and desire it.




Mentees have a temptation to want instantly what the mentor gained over time. The CEO has a jet, a luxury car, a beach house, and more money than you ever dreamed of having, but you do not know what it cost him—fifty years of tough living. Do you covet the aircraft? Why not ask him what it cost to get that private jet? The answer is liable to be: “Oh, twenty years of criticism, five years of depression, two years of ostracism, and ten years of bankruptcy.




Then I finally got back on my feet and spent another ten years building my business to the point that I could afford all this. Now I travel three hundred days out of the year and hardly ever see my gorgeous wife and my darling

children. I haven’t had a home-cooked meal or slept in my own bed in weeks.” Never mind. It is not worth the price. Never be jealous of anyone, especially your mentor.




Must follow instructions even if it demands personal sacrifice. Many times a mentor will give the mentee an assignment, an instruction, or a project that may require a sacrifice of time, resources, energy, or relationships. The mentee must trust the mentor to the point of obedience.

That is a frightening word, but you have to obey the mentor because he knows more than you do. He has been where you plan to go and has done what you intend to do. If the mentor gives you instructions, just obey them.




This is hard for some of you to do because your pride is so tall that Yah cannot even get above it. Mentees also have to believe in the mentor’s belief in them. It is scary to do something for the first time. The mentor may give

you an opportunity that you never experienced before, but the fact that he gave it to you is evidence that he believes in you, even when you do not. That is the mentor’s way of developing your belief in yourself.




If you want to be mentored, you have to sacrifice. Now, be careful because some people who say they want to mentor you actually want you to buy them things—rings and clothing, for instance. They are not mentors. They are fleece artists. Good mentors make you spend money on yourself, not on them. Be careful about the person who professes to mentor you but wants you to make them rich. That is not a mentor. If so-called mentors take

from you, they are not mentors. If they demand that you enhance their lifestyle or that you do anything against Yah’s Word, the Bible, it is not mentoring. It is abuse.




Must be honest in the relationship with the mentor. No pretense, misrepresentation, or lack of integrity should enter the mentoring relationship. The mentor cannot afford to have the precious time he devotes to the relationship misused or devalued. The two parties must demonstrate mutual respect, integrity, and honesty. Do not try to be something before the mentor that you are not. The mentor will dismantle you. Do not lie to a

mentor. The mentor will eject you. Be open, transparent.

Do not try to misrepresent yourself to impress the mentor. You must have integrity.




Tell the mentor your vulnerabilities, your weaknesses, and your struggles. Be honest about what you do not know. This person can help you. If you are perfect, why do you need a mentor? The mentor can handle your secrets. The mentor knows how to manage your frailty. Mentors can help fix the cracks in your character. Mentors do not use your private information for personal

gain. They are there to improve you, so be honest with them. The mentor cannot afford to have the precious time he or she spends on you abused. Perhaps I have been preparing you for a certain position, and I find out later that you are not available or disqualified because of something else going on in your life or in your past. Both of us have wasted time. If I spent five months mentoring you, and I find out that what you are doing in secret has cancelled everything I did, you have abused my time. Mentoring demands honesty.




The Continuing-Education Program




Submitting to a mentor is a smart decision. It is not demeaning. It does not make you less. It makes you more. Mentorship is critical. The mentor is not

in it for gain. The mentor is in it to help you gain. Cherish the privilege and never abuse it. If you do not choose to benefit from the privileges extended by the mentor, the mentor never loses. The mentor knows what he knows, is

who he or she is. If you choose not to benefit, you will never become all you could be because you did not complete the mentoring process.




The mentee is more indebted to the mentor than the mentor is to the mentee. Yet each has a role to play and responsibilities in the relationship. Mentors respect mentees. They do not ignore your value. They know that you are important. In fact, a mentor will respect you just because you decided to enter the mentoring relationship. You never outgrow mentors. You must always be under somebody. The day you think that you do not need a mentor, you are a threat to humanity. I submit to my mentors quickly. Whenever I am in the presence of anyone who has great wisdom, I am a professional questioner. When I first met Nelson Mandela, I met history. I do not have those moments often in my life. I did

not want to spend my limited time with him telling him who I was, where I am from, and what I was doing. As far as I was concerned, I had just met a father and I was a child.




I started asking questions because I had to learn a lot in a short time. I do not have to take time to talk about me because I already know about me. My questions gave me the power to draw on his wisdom and learn from him. I was his student, however briefly, and I submitted to his instruction. Some people who sign up for my mentoring program are seventy-five years old. They are still learning, and they realize that I have something they need. Age is not an issue in mentoring. Peter was older than Yahusha. The mentor already has achieved a level of success and effectiveness regardless of age. Mentors reap rewards for fulfilling their purpose, not for their years. The mentee is the one who needs the development, the cultivation.




Do not abuse, misuse, ignore, or devalue the privileges extended by the mentor and squander opportunities to learn. Respect, cherish, and value the relationship. You will be the beneficiary.




Points to remember:




The mentor chooses, but the mentee pursues.




The mentee must submit to the mentor’s guidance, ask questions, and cherish the relationship

MENTORSHIP IS BY AGREEMENT

Luke chapter 5







Today we are walking in: Mentorship Is by Agreement







Habakkuk 2:2




And the LORD answered me, and said, Write the vision, ​ and make it plain upon tables, that he may run that readeth it.
















VISION
















Today we look to the word​ VISION- H2377 chazown- vision(in ecstatic state)​, vision​s​ (in night)​, oracle, prophecy (divine communication)​, vision (as title of book of prophecy)​ ​from H2372; a sight (mentally), i.e. a dream, revelation, or oracle:—vision. to see, perceive, look, behold, prophesy, provide​, ​to see, behold​, to see as a seer in the ecstatic state​, to see, perceive with the intelligence​, to see (by experience)​, to provide



















The Torah testifies........




Numbers 24:4




He hath said, which heard the words of God, which saw ​ the vision H2377 of the Almighty, falling into a trance, but having his eyes open:




Numbers 24:16




He hath said, which heard the words of God, and knew the knowledge of the Most High, which saw ​the vision H2377 of the Almighty, falling into a trance, but having his eyes open:



















The prophets proclaim.........

1​ ​Samuel 3:1




And the child Samuel ministered unto the LORD before Eli. And the word of the LORD was precious in those days;there was no open vision H2377. ​







Jeremiah 14:14




Then the LORD said unto me, The prophets prophesy lies in my name: I sent them not, neither have I commanded them, neither spake unto them: they prophesy unto you a false vision H2377 ​ and divination, and a thing of nought, and the deceit of their heart.
















The writings bear witness.........




1​ ​Chronicles 17:15




According to all these words, and according to all this vision H2377, ​so did Nathan speak unto David.







Psalm 89:19




Then thou spakest in vision ​H2377 to thy holy one, and saidst, I have laid help upon one that is mighty; I have exalted one chosen out of the people.






Chapter 20

Mentorship Is by Agreement




I STOOD ON the receiving line, surrounded by the elite of our society: the governor, diplomats, politicians, wealthy business owners, bankers, judges, and a mass of other socialites gathered at a beautiful, private venue. We were

all waiting to meet and shake hands with a man the world had come to love, respect, and admire—Nelson Mandela.




I remember the historic moment during that evening that I had the privilege of meeting this global icon, the first president of the new South Africa. He had just been freed from the prison on Robben Island a few days earlier, and his first official trip was to my small nation of islands, the

Bahamas. His decision to travel there was a result of his relationship with our first prime minister, Sir Lynden Pindling, who had been a university colleague of Mr. Mandela’s in England. Pindling was the world leader who

presented the case of Mr. Mandela’s imprisonment to the United Nations to demand his freedom from the l apartheid-driven government prison on Robben Island.




As for me, as a man who grew up in an environment of racism and oppression in this former British colony, I understood the nature of prejudice, and I had always admired the sacrifice, commitment, and dedication of this

freedom fighter. I had embraced him as a distant source of inspiration. To me, he was a mentor. At least, that is what I thought.




Finally, my time came to shake those hands that had become so hardened and calloused after twenty-five years of cracking the hard rock of Robben Island with a hand ax during his incarceration. The prime minister of the Bahamas at that time, Mr. Hubert Ingraham, introduced me to this towering figure who was bigger than life to me. I reached out my hands and felt myself melting under the warm radiance of a smile I will never forget. My eyes filled with tears as I felt my hands touch history. I surrendered to the emotions of the moment and hugged him.




“Thank you, sir, thank you,” I heard myself mutter. He simply held me close to his heart and said,“Thank you, son.”




Here I was in the shadow of my long-distance “mentor” and touching a legend who would change the world’s view of human dignity.




“The two parties in a mentoring relationship must

reach an agreement and have an explicit

understanding at the outset.”




Those of us on the receiving line were guests for a private dinner held in his honor, and I sat a few seats away from President Mandela. During the meal, I watched him closely and observed everything he said and did. The way he was kind in spirit, gentle in all responses, and without guile, hatred, and bitterness reduced me to childlike wonderment. Many questioned him about his feelings toward his oppressors and about the impact his experience had had on his life. His response was consistently one of forgiveness and

reconciliation. I saw love in its pure form and made a decision that I would always try to emulate this monumental example of leadership.




As the evening drifted on, I listened as a student, basking in the depth of knowledge and experience leaking from the lips of this rare human specimen. I began to acknowledge that even though I had held up Mr. Mandela as a personal mentor for years, I did not know him. I had to accept the fact that he was not my mentor, but rather a source of inspiration and motivation to me.




That night I was able to observe him directly and to see how he listened intently to others, waited with thoughtful meditation before he calmly answered questions about his painful past. I noticed how he used his hands to gesture and how he wore the unique shirt that has become a trademark. I was for the first time understanding what true mentoring is, even while accepting that this was not the nature of our relationship. I was interacting with true character.




I realized that true mentoring involves more than distant observation of a character or person. Mentoring is more than reading the writings of an author, even though that might inspire and motivate you to act on the ideas.




Mentoring is more than learning about the accomplishments and achievements of another person or admiring their dedication to a cause or vision. Those things might ignite your own passion and encourage you to dream and believe in your vision, but they are not examples of mentoring.




I came to understand that true mentoring is the intentional submission of one person to the personal influence, counsel, instruction, correction, observation, understudy, and intimate exposure of another person’s life, environment, lifestyle, actions, and behavior. That includes their processing of ideas and management of a variety of circumstances in life. Submission to mentoring requires expectation and accountability on both sides. This submission is with a verbal or official understanding and agreement that the relationship is for the purpose of mentorship. In essence, mentoring requires mutual agreement between both parties.




I had to accept the fact that President Mandela was an inspirational character, a role model, a motivational icon, and an example of sacrifice and commitment to a cause, but not my official mentor. We had no agreement or

mutual consent as a teacher and a student. You could say my relationship with President Mandela was “distance learning.”




I have since traveled to South Africa almost every year to facilitate leadership training seminars and conferences and have encountered him only one other time, but Mr. Mandela will forever be an inspiration and motivation

to me.




Misunderstanding the Relationship




If mentoring is to be effective and successful, then the two parties in a mentoring relationship must reach an agreement and have an explicit understanding at the outset. As in marriage, the relationship will work better if the two understand each other’s expectations.




“You have been my mentor for years,” people tell me. “How is that possible?” I normally ask.“I do not know you.” “Oh, I have read your books,” they say. “I watch your television” programs. I tell them,“Then I may have inspired or motivated you, but I would not say I am your mentor.”




That is not mentoring in its true sense. As I said earlier, this is distance education, not mentoring. You can become a disciple of leaders through their resources, materials, or programs, but that is different from mentoring. True mentorship involves face-to-face, direct, and interactive communication.




I think we witnessed a misunderstanding about the mentoring agreement during the 2008 presidential campaign in the United States. The media frequently characterized the American teacher Jeremiah Wright as a “mentor” of Barack Obama, who was then a senator and candidate for the Democratic presidential nomination. It is clear, however, that no agreement on mentorship had ever existed between them.




When Obama arrived at Wright’s ministry years earlier, it was not as a mentee seeking direction. He went there as an adult looking for a place to fulfill his spiritual needs and his desire to help the community, not to be mentored by the Reverend Wright. Young Obama had heard that the ministry lived out its values through the kind of community projects that he wanted to do as well.




The frequent use of the term “mentor” in the context of their relationship was unfair. As far as we know, the Reverend Wright never said, “I am going to train you and mentor you. You are going to do what I say. Follow me.” No. The fact that Obama attended the ministry does not mean the teacher was his mentor. Obama did not say to the minister, “I’m here to learn from you. I submit to your authority and teaching. I want you to mentor me.” Neither did the relationship evolve into one of mentorship. They never had an agreement.




This is an essential point, as millions of individuals commit themselves to many ministres, mosques, temples, clubs, and other civic or religious organizations. They, or others observing them, could make the mistake of regarding their relationship with the leader in that environment as an official mentorship relationship. They are not necessarily that. If you attend a ministry, the teacher is not automatically your mentor. He is your teacher and spiritual instructor. His words and example might inspire you, but the two of you have no personal agreement for true mentoring.




As I noted earlier, mentorship is an intentional, conscious agreement between two individuals. It is intimate. It is explicit. To determine whether a mentorship exists, examine the specifics of the relationship. Was Barack Obama at teacher Wright’s side? Did Obama carry the minister’s Bible for him or spend days at his house? Did Obama travel with his teacher? No. Then no mentoring agreement was in place.




Even people in a relationship may assume that a tacit mentorship agreement exists, but you cannot assume that someone is your mentor or mentee. The mentor must agree consciously and explicitly to mentor. At times, we assume or presume that we are training someone, or that someone is training us, when that is not the case. Many times people want you to train them, help them, or develop them, but no communication has taken place

between the two parties. That is like expecting a marriage to take place when the parties have had no first date, no courtship, no engagement, and no license issued. Mentorship has to be an agreement. You want me to mentor you, and I decide to do it.




Again, mentorship requires commitment, dedication, submission, responsibility, and, most important, accountability. One reason an agreement is so important is that the relationship will require the mentor to assign tasks, offer correction, or dispense discipline. The parties must agree beforehand that the mentee will carry out tasks and accept the mentor’s discipline.




Agreeing to Agree




One of the greatest examples of a mentoring agreement is the relationship between the greatest leader in history, Yahusha Hamachiach, and His mentees. Let us take a brief look at His official relationship-agreement process. At thirty years old, this Hebrew teacher or rabbi, Yahusha, was clear on what He wanted to achieve. He knew His vision and mission, and He was dedicated to fulfilling them. You may recall His initial encounter with three of the men who would become His first mentees. These men were business owners. They operated a fishing business in a little town on the northern coast of the Sea of Galilee,

the large lake that empties into the Jordan River, flowing all the way to the Dead Sea in the south. Peter and his brother Andrew, along with James and John and their father Zebedee, were partners who worked these waters for most of their lives.




The account of their first meeting with Yahusha tells us the encounter took place at the shores of the lake one morning. They had fished all night, but were unsuccessful in securing a catch. One could assume they were depressed, frustrated, and discouraged. After all, fishing was their livelihood and fulltime profession. It was in this circumstance that the Hebrew villager Yahusha approached them. After solving their business and economic problem,

He intentionally invited them into a mentoring relationship. Let us read this account:




Luke 5:4–11 When he had finished speaking, he said to Simon “Put out into deep water, and let down the nets for a catch.” Simon answered, “Master, we’ve worked hard all night and haven’t caught anything. But because you say so, I will let down the nets.” When they had done so, they caught such a large number of fish that their

nets began to break. So they signaled their partners in the other boat to come and help them, and they came and filled both boats so full that they began to sink. When Simon Peter saw this, he fell at Yahusha’ knees and said,

“Go away from me, Lord; I am a sinful man!” For he and all his companions were astonished at the catch of fish they had taken, and so were James and John, the sons of Zebedee, Simon’s partners. Then Yahusha said to Simon,

“Don’t be afraid; from now on you will catch men.” So they pulled their boats up on shore, left everything and followed him.




The New Testament gospel record of the former tax collector and accountant Matthew, who was also an official mentee of Hamachiach, also gives an account:




Matthew 4:18–22 As Yahusha was walking beside the Sea of Galilee, he saw two brothers, Simon called Peter and his brother Andrew. They were casting a net into the lake, for they were fishermen.“Come, follow me,” Yahusha said,

“and I will make you fishers of men.” At once they left their nets and followed him. Going on from there, he

saw two other brothers, James son of Zebedee and his brother John. They were in a boat with their father Zebedee, preparing their nets. Yahusha called them, and immediately they left the boat and their father and followed him.




It is important to note that Yahusha did not allow them just to wander after Him. He invited them specifically, and He established the expectation and accountability factors of the mentorship relationship: “Come, follow me,”

Yahusha said, “and I will make you fishers of men.” Did they intentionally agree and accept the invitation? The gospel writers confirm that they did.




Luke 5:11 So they pulled their boats up on shore, left everything and followed him.




Matthew 4:21–22 Yahusha called them, and immediately they left the boat and their father and followed him.




Here it is clear that He invited and they accepted. After that they followed Him daily, observed, listened, watched, and accepted His correction for more than three years. Their relationship required an agreement of mutual

commitment, dedication, submission, and accountability. Theirs was a true mentoring relationship. It was all in the agreement.




The Right Motives




The mentor must be careful to choose wisely for the right person to mentor. As I travel around the world speaking at leadership conferences and corporate training seminars, many people approach me and express how much influence one of my lectures, books, or broadcasts has had on them. Such comments always humble me, and I find them to be a source of personal encouragement and satisfaction. However, many people also come to me and say they want me to mentor them. I usually respond by asking them questions to understand the motives for their request. I observe them for a little while and listen carefully to their responses.




I find that many of them are genuinely interested in receiving help and want to learn. If I feel they could be considered as a potential candidate for my mentoring program, I ask them to write to receive my mentorship

introduction packet. It includes a number of introductory items, along with a questionnaire and application to ascertain their deep motivation and understanding of the demands of mentoring.




However, occasionally I also encounter those who do not really want to be mentored or taught by me, but rather they want to be me. In essence, they want what I have more than they want to learn how I got it. They are driven

more by personal ambition than by a personal desire to submit, learn, and grow through a process. These are the kinds of characters that believe you can wave a wand and make them an instant you. They do not have the right

attitude.




As a public figure who has achieved a measure of success, I will always attract interesting characters. Many people have approached me and said they wanted to serve me as an assistant or volunteer to learn from me. Sometimes I allow them to work around me so I can observe their attitude and the content of their heart.




After a while their true motives are exposed. Some really want to serve me, but others want to use me. I discover their real motive was to use their association with me to boost their status, expand their personal network, or to

use the age-old advantage of name-dropping by being able to say or claim they know me. These are not potential mentees. These are parasites to avoid.




I have experienced these shady spirits so frequently during the years that I am now able to discern them very early and not give them access to my personal space or valuable time. I learned that not everyone who wants to “help” is a helper. I have identified some qualities that these characters exhibit that are red flags to watch for if you are the mentor. These attitudes will cancel any

individual as a candidate for mentorship:




• They are interested in your work and vision more than in you.




• They are aggressive in the presence of your associates.




• They introduce themselves to your colleagues and circle of influence instead of letting you do so.




• They frequently speak of one day having the same power, influence, or authority you have earned.




• They attempt to give you unsought advice.




• They suggest or believe they know more than you do about your own work and vision.




• They possess a spirit of jealousy over what you have accomplished, and they often suggest they could do the same.




• They question what you do, rather than ask questions to learn how you did it.




• They try to keep other people away from you so they can have you to themselves.




• They tend to compete with you rather than submit to you.




The Mentoring Agreement




Assuming you have found the right candidate to mentor, what would the agreement say? I suggest that it incorporate these concepts for the mentor and the mentee:




The Mentor:




The following affirmations should become every mentor’s commitment and goal for entering a mentoring relationship.




I agree to mentor.




As a mentor, you must be willing to consider and accept the commitment, cost, and dedication required to mentor. You must be faithful to your decision to mentor. I understand that leadership is “caught” more than taught. As a mentor, you must acknowledge that successful mentoring demands an interactive relationship with your mentee, providing opportunities to observe, listen, ask questions, understudy, and learn in your environment.




I will see potential in each person I mentor. As a mentor, you must see the hidden treasure within the mentee and be motivated by what he could become and not judge him on what he is now.




I will tolerate mistakes. As a mentor, you must be willing to make room for the learning process of the mentee, being ever mindful that you are also a product of many failures and mistakes, which were all a part of the

development process.




I will demonstrate patience. As a mentor, you must cultivate a high tolerance level for the developmental process of the mentee and enlarge your capacity to handle the missteps of your student.




I will make time to spend with the mentee. As a mentor, you must be willing to invest your time in and share physical space with the mentee, as well as to accept that mentoring will demand time and effort from you.




I will provide opportunities to learn. As a mentor, you must be willing to create or invite the mentee to share your platform and exposure in different environments and situations for the purpose of personal development and

training.




I will be honest with correction and generous with praise. As a mentor, you must be willing to confront the mentee on issues when necessary and not miss any opportunity to convert negative situations into teaching moments.




You must also encourage and motivate the mentee with affirmations and also praise your protégé when appropriate.




I will provide recognition. As a mentor, you must be willing to recognize the value of the mentee and share that value with others in your sphere of influence.




I will focus on managing things and developing people. As a mentor, you must be willing always to place the human factor above material or mechanical things. Human development will be your principle motivation.

I understand that transformation comes only through association. As a mentor, you must accept responsibility for transferring your knowledge, wisdom, resources, relationships, and opportunities to your mentee through a

close relationship with you.




I will view people as opportunities, not interruptions. As a mentor, you must be willing to allow the mentee to enter your personal space when appropriate and always make yourself accessible. The mentee should never feel that he or she is a burden or interference in your life.




I will have a long-term perspective. As a mentor, you must always be aware that the purpose and goal of mentoring is the future. Maintaining a comprehensive view of the bigger picture is mandatory.




The Mentee:




A mentee entering a mentoring agreement should be prepared to make the following affirmations:




I will initiate pursuit of the mentor. As a mentee, you must be willing to activate your own personal interest in finding a mentor and not wait for the mentor to pursue you.




I will submit to the mentor. As a mentee, you must be willing to submit to the mentee and cooperate with the mentee’s instructions, advice, corrections, and training processes.




I will accept that the mentor is acting in my best interest. As a mentee, you must be willing to accept that the mentor intends—through actions, instructions, rebuke, or corrections—to benefit your developmental process

and not to restrict or harm your progress.




I am willing to accept the mentor’s counsel. As a mentee, you must be willing to receive the advice of the mentor because you trust his or her wisdom and commitment to your success.




I will never abuse the privileges offered by a mentor. As a mentee, you must be cautious never to forget that having a mentor is a privilege and not a right and that any advantage, opportunity, access, or privileges the mentor

gives must be protected and respected. At no time should you use any relationship with someone introduced to you by your mentor for your personal gain or interest, being mindful that the relationship is the property of the mentor and may have taken years to cultivate. Mentoring is a privilege for which you must always be grateful.




I will harness the power of questions. As a mentee, you must understand that the mentor is like a buried treasure chest and that the surest way to get to the treasure is to dig it up. Questions are the shovels of life used to unearth

hidden wisdom and knowledge. At every opportunity, ask questions of your mentor. Remember that questions automatically create a classroom and the teaching moments that will always benefit the one who asks the questions.




I will invest personal resources in pursuit of the mentor. As a mentee, you must be willing to invest your time, finances, and resources in your own development—understanding that mentoring is costly and will only have value to the degree that you are willing to invest in it.




I will never compete with the mentor. As a mentee, you must understand that the mentor already has accomplished much of the success in life you are pursuing and had to do this during many years of struggle, personal sacrifice, and failures. You can never achieve in your time with the mentor what it took him or her a lifetime to achieve. Remember, the purpose

of being mentored is to equip you to live your life, not trying to adopt or compete with the life of the mentor.




I will never take the mentor’s advice or criticism personally. As a mentee, you must be willing to receive correction or counsel as teaching tools and never consider the mentor’s correction as a personal attack on your character, but rather embrace it as an expression of care and concern.




Remember, the mentor has nothing to gain from mentoring you, except the satisfaction that you will be the success for which he or she can share credit.




I will never be jealous of the mentor’s success. As a mentee, you must always be aware that what drew you to the mentor was that leader’s success, achievement of major goals, or overcoming of great challenges with character and resilience. Your purpose in pursuing that mentor was to learn from those accomplishments. What they have achieved was the result of a lifetime of work, sacrifice, and faithfulness. You must never be jealous of history already lived. You must focus on making your own history.




I will be honest in the relationship with the mentor. As a mentee, you realize that the mentor’s time and effort are precious commodities that must never be abused, devalued, or misused. The greatest act of respect and

appreciation for a mentor is demonstrated through an honest and open relationship. Mentors cannot mentor a dishonest mentee.




The following chapter will speak more to those who seek mentors and expand the roles and responsibilities of the mentee, but these points should give you an idea of what is expected.




The mentor and mentee might not recite these affirmations verbatim or put them in writing, but they offer guidelines to keep in mind when contemplating a mentoring relationship. Mentoring agreements can be officially stated or unstated. That is why I have written this book. The leaders and parents of the twenty-first century must move away from haphazard, confusing, and “guess work” training, understanding their obligation and

responsibility to provide effective leadership for the next generation to carry on their vision. They must establish official mentoring relationships and do it intentionally.




Points to remember:




Mentorship requires an explicit understanding between two parties.




Mentoring demands commitment, dedication, submission, responsibility, and accountability.




Being mentored is a privilege

LEADERSHIP IS “CAUGHT”

Matthew chapter 8







Today we are walking in: Leadership Is “Caught”




Today we look to the word-LEADER- H5057 nagiyd-- leader, ruler, captain, prince; excellent thing, (chief) governor, leader, noble, prince, (chief) ruler.







The Torah Testifies.............................

*****












The prophets proclaim...............







Isaiah 55:4 - Behold, I have given him for a witness to the people, a leader H5057 and commander to the people.


















The writings bear witness.............







2Chronicles 32:21 - And the LORD sent an angel, which cut off all the mighty men of valour, and the leaders H5057 and captains in the camp of the king of Assyria. So he returned with shame of face to his own land. And when he was come into the house of his god, they that came forth of his own bowels slew him there with the sword









Chapter 19

Leadership Is “Caught”




I WAS SPEAKING at a conference. When I arrived at the airport, my host had sent a driver to pick me up. During the ride, I asked the driver, “What do you do?” He said,

“I don’t have a job. I am a businessman. I was the area director of a fried-chicken chain.”




This obviously sounded like a six-figure job, so I asked, “What are you doing picking me up?” He just said,

“I am your chauffeur for the next three days.”




I was impressed that an executive wanted to drive me. He was smart. I think I know why he wanted to do this, and I would find out soon that I was right. He had seen my television programs. I could see one of my books on

the seat of the car. It was a well-thumbed, messed-up copy.




I was very busy on this trip, and we did not talk much as he drove me from place to place during the next three days. When it was over, I said, “I want to pray for you before I leave.” So we prayed. I asked him about his family, and he told me about his wife. He drove me to the airport and said, “Would you mentor me?” I looked at him. I liked his spirit. He just wanted to serve. I said, “I will

mentor you, but it will cost you.” He said, “Whatever it takes. I will follow you to the Bahamas. I will spend time with you. I will just be with you.”




I mentored him. Today he has his own firm training entrepreneurs and leaders, and he speaks at my conferences. Some of the people I mentor are in other countries. At times, I tell them to meet me at some destination and accompany me for the rest of the trip. I

mentor as we travel. They get to see how I handle problems, decisions, stress, misunderstandings, or counseling. They are in my environment. That is how

you learn. That is what I mean when I say leadership is “caught” not taught. “The mentee learns through interaction with the mentor.




I have another associate whom I am very proud of mentoring. Everything I told him to do, he did. He did not question my instructions, even when he did not understand them. He invested money in his own development. When I said, “I want you to come with me to Africa,” he said he would have to borrow money to do it, and he did. He bought a ticket and came with me to Africa. I did not buy a ticket for him because he was pursuing me for mentorship, but I wanted him to go with

me to experience the vastness of my audience. When I saw him invest, I was happy to give him a microphone to speak before a huge crowd while we were on the trip because he had demonstrated his willingness to learn. He had made a sacrifice to do that.




When people ask me to mentor them, I tell them to write a letter to me and pray about it because what they are requesting will require hard work. Not for me, but for them. I am going to give them plenty to do. “Wait till you get my mentoring package,” I say. “You will be sorry that you asked me to mentor you. Read these four books this week and give me a report.” “Oh my! What did I get myself into?” they ask. “And by the way,” I add. “I also want you to pray an hour a day about these twenty things.”




Our formal mentoring program at Fiveamprayer Ministries draws applicants from all over the world. What I ask of those in the program is nothing compared to what Yahusha asked of His protégés. Yahusha told His disciples to leave their families. “If you want to come with me, you have to forsake something. Are you sure you want to come with

me?”




Matthew 8:21–23 Another disciple said to him, “Lord, first let me go and bury my father.” But Yahusha told him,“Follow me, and let the dead bury their own dead.” Then he got into the boat and his disciples followed him.




To be a good mentee, you have to be present. At every opportunity, the mentee should be with the mentor. The mentee learns through interaction with the mentor and through the environments, experiences, and opportunities the mentor provides. This kind of association transforms the thinking of the protégé. Mentoring has more to do with association than with mere instruction. Being with a mentor is more important than receiving instruction from a mentor. When you associate, you can transform your life.




Mentoring is a two-way street. The mentor agrees to mentor, and the “mentee” must submit to be mentored. To learn, you must submit to the teacher, and the teacher has to accept responsibility for transferring knowledge.




“Follow Me”




From a historical perspective, a disciple was a student who lived with the teacher, similar to the way many Olympic athletes today might leave their families or even their countries to train with an outstanding coach. For much of history, anyone who wanted to learn an art, a craft, or a trade would have to apprentice—that is, to leave home at a young age to go live, observe, and

work with a master in that field. Similarly, preteens or young adults intending to become rabbis, priests, monks, or nuns left their parents to live and study with their instructors.




When Yahusha began His own ministry, His disciples or students left their homes and lived with Him for three and a half years. They traveled with Him. They ate with Him. They slept near Him. Most of what they learned was

from observation and interaction. Just as the lion’s cubs learn by observing, they learned by watching Him deal with issues. This is why they were so successful as successors.




Only through association can transformation take place. You cannot mentor a person if they do not associate with you. It is important to note also that the disciples did not just gather around Yahusha. He chose them, and they

agreed to follow. Others could observe, but He said, in essence, “If you are going to be my trainees, then you have to be with me.” He told them they would have to leave their families in order to serve Him. “If you are you

associated with me, you have to be with me.”




Luke 9:57–62 As they were walking along the road, a man said to him,“I will follow you wherever you go.” Yahusha replied,“Foxes have holes and birds of the air have nests, but the Son of Man has no place to lay his head.” He said to another man,“Follow me.” But the man replied, “Lord, first let me go and bury my father.” Yahusha said to him, “Let the dead bury their own dead, but you go and proclaim the kingdom of Yah.” Still another said, “I will follow you, Lord; but first let me go back and say goodbye to my family.”




Yahusha replied,“No one who puts his hand to the plow and looks back is fit for service in the kingdom of Yah.”




John 12:26 “Whoever serves me must follow me; and where I am, my servant also will be. My Father will honor the one who serves me. Often you have to leave the places and the people who are familiar to you so that you can learn and grow. You have to step out of your comfort zone. In the mentoring relationship, you have to enter the environment of the mentor.




Points to remember:




To be a good mentee, you have to be present.




Leadership is “caught” more than it is taught