Big changes for a giant this week. Noting that Google no longer required “day-to-day adult supervision,” Eric Schmidt -who acted as a mentor to co-founder Larry Page during his term as President and CEO – said during a Thursday conference call: “Larry is ready. It’s time for him to have a shot at running this.” And there ends the mentorship of Larry Page – or does it? Adult supervision – an interesting way to put it don’t you think … it makes sense now that Page and Brin are officially grownups themselves and spent the last 10 years learning from Schmidt’s expert leadership – but what about the other grownups starting their own businesses? Do they feel like they need “supervision” or can they embrace the apprenticeship and tap into all the mentor has to offer? Is that what made the Schmidt/Page mentorship so successful and end so well?
When does mentorship end? I suppose it can end quickly and loudly if there’s a massive disagreement or silently and slowly if both partly gradually lose interest in the venture. A successful mentorship need never end – it can evolve and change for sure. The relationship that grows between a mentor and a mentee is a special one. Honest, harsh, supportive and bossy all at once. Both people need to accept the strengths of the other and the opportunities that will arrive if they work together and are open to listening and learning. While traditionally, the mentor has “all the expertise” it must be understood that mentee’s passion and commitment to the business brings it own unique value to the deal.
High school students, kids in grade 3, entrepreneurs and successful business leaders all recognize the value in having someone to bounce ideas off of, someone to talk to, to look up to. Experience, expertise, advice, guidance from someone who “gets” what you’re dealing with really factor into one’s confidence when making major decisions.
Here at OCRI, 185 companies have met with the folks at the Regional Innovation Centre. The RIC team meets with every company for a minimum of one hour during which time they consider the company’s business plan, pitch/presentation and leadership. From there OCRI’s experienced business mentors are able to provide strategic advice to companies on a case-by-case basis and are assigned to work with company management based on an appropriate match of skills and fit between the mentor and senior management. On staff, we are proud to include Peter Becke and Bob Huggins as our primary business mentors. Michelle Scarborough, VP, RIC, OCRI also spends many hours a week working directly with leaders of high potential companies in the eastern Ontario region, providing business guidance and expertise as the companies navigate their current situations and plan for their future. As mentors, their ability to listen, ask pertinent questions, be empathetic and non-judgemental, and provide meaningful, actionable feedback makes an impact and a difference. The quality of the companies in the Eastern Ontario region and the sharp mentors of the OCRI RIC combine well to create value for the entire region.
eSight, an Ottawa-based startup has a fantastic brand new way to help people challenged with low vision. It looks like sunglasses, but is so much more. Kevin Rankin was a mentor at OCRI who fell in love the company he was mentoring. “I liked the company so much and I decided that eSight was too valuable an opportunity to pass up so I joined to company as President and CEO.” So here we have Kevin, matched with eSight as a mentor for having the perfect mix of experience and insight, who has taken on more than an active interest in the company as President. That’s successful mentorship I’d say and who knows, perhaps in five or 10 years, Kevin will step aside and let the founders resume leadership and continue to support the company as a mentor once again – just like Eric Schmidt.
