964: How to Accelerate Your Career through Mentorship with Janice Omadeke

Pete Mockaitis
Janice, welcome.

Janice Omadeke
Thank you. Thrilled to be here. Thank you for having me.

Pete Mockaitis
Well, I’m excited to talk mentorship, and I’d love it if you could kick us off with a particularly fond memory you have of a mentor of yours.

Janice Omadeke
Oh, gosh. Honestly, I mean, I have quite a few. I don’t think I could be in the business of mentorship without having some great stories. So, the first one that comes to mind is my very first mentor in corporate America, Amy. She was a creative director at PwC, which was my first big dream job over a decade ago. Her combination of grace, poise, and also intense program management, and a clear understanding of the value she brought in her role and to the organization was something that I was so thirsty to model, and something that I hadn’t seen coming from defense contracting at that time. And I just learned so much from her.

Working with her really showed that you can be both very intentional with the way you interact with people and also very passionate about the returns you deliver to either the company you work for or the company you build yourself. So, thank you, Amy.

Pete Mockaitis
Oh, she sounds lovely. Could you zoom into a particular moment that really touched you and left an impression?

Janice Omadeke
Sure. My first six months at PwC, so I had come from defense contracting, my entire career before then, very much the old boys club, as you can imagine. I’m from the D.C. metro area, and so, oftentimes, I never felt like I really belonged. I felt like I had to deeply alter my personality or practice a high level of self-abandonment in order to meet my career goals and support the organization. So, my first six months, she really helped me just return to myself.

I would ask her a lot of questions. So, there was one conversation where I just asked her point-blank, “Amy, what is it like being a woman partner at PwC? Like, what is that experience actually like? Because coming from defense contracting, I know where I want to go, but I am scared of reaching those heights if it’s just me as the only woman on a team or in that particular career level and there’s no one else.”

And she was very open about the fact that, one, that organization was very diverse, but how she has been able to quiet that noise, quiet the naysayers, and just focus on her job and what she needed to do. And she communicated that roadmap so clearly with such a concise vision that I was actually able to replicate and model that the four years that I was at the firm as well.

Pete Mockaitis
When you say quiet the noise and naysayers, was there an instance of some naysaying that she quieted, and how did she do so?

Janice Omadeke
I think it’s the internal naysaying that, especially when I was in my early 20s, I had just entered the workforce, like brand-new, bright-eyed and bushy-tailed at that time. And I am Congolese American, first-generation American, I did not come from a background where networking, mentorship, the career landscape that I was entering into, those weren’t common dinner-table conversations in my family. Like, it was just a big deal to get a full-time job with benefits and then proceed.

And so, I really had to learn through trial and error, through a lot of reading, through seeing other examples out in the market to figure out sort of what my professional identity was. But within that, especially in the setting that I had entered into, as I mentioned before, there were a lot of behaviors and traits that didn’t feel like they were in alignment to me, but I felt I had to adopt in order to survive.

And so, that self-abandonment I’m referencing previously is just the noise that you quiet, rather, is just the cultural norms from a very toxic environment that should have never been norms to begin with.

Pete Mockaitis
Okay. Can you lay it on us? Give us the down, the dirty, dirty here. What was going down that was disgusting? And how did that enter your head such that you were saying some things that weren’t so helpful?

Janice Omadeke
Well, you know, I’m grateful for the experiences that I had because it’s made me a better manager overall, because I never want to replicate those. But what I will say is that it feels wildly inappropriate to have VP-level leadership throwing an eagle paperweight at employees…

Pete Mockaitis
Okay, there it is. That’s real, whoa.

Janice Omadeke
…or cursing at them, berating them, you know, the verbal interactions, we’re at a point where, not me personally, but, like, my direct manager would sleep at his desk and not go home because of the culture of first one in, last one out. So, if our boss was in the office until 11:00 p.m., even if we didn’t have anything to do, it was sort of required that we stayed because that’s how our performance reviews were evaluated, or that’s how promotions or raises were evaluated.

And when you’re, in my case, an entry-level graphic designer with four roommates, and you’re really going after these lofty goals that I had of making six figures and paying off my student loans in a five-year time period, yeah, it was a very interesting dynamic, one that I learned a lot from and one that I am grateful that I experienced. I think it built some experiential scar tissue and definitely taught me the type of leader that I want to be and not be.

Pete Mockaitis
Absolutely, yeah. Wow. Well, I’m sorry you went through that and it’s good to hear that you were strengthened as opposed to torn down from those experiences. But it also sounded like there may have been an interlude in between being torn down and strengthened, in which you had some residual mental stuff going on.

Janice Omadeke
Yeah, I think everybody does.

Pete Mockaitis
Yeah. So, what were some of the things that you were telling yourself or the beliefs that you adopted temporarily that you were able to chuck off?

Janice Omadeke
I don’t think I ever let them fully absorb, but I don’t think that was an intentional decision on my end. I think there was a part of me that understood my worth, a part of me that understood everything I experienced in that timeframe was actually not okay, and so I just started putting the wheels in motion to explore other opportunities outside of that.

I think that was really the big lesson of, if you are undervalued, if you are being treated in a certain way, yes, you do have these lofty goals; yes, rent must be paid, yes; you have to survive in Washington DC, but it’s up to me to decide what that actually looks like, like, “What am I willing to forego in order to do those things?”

And once I knew sort of my internal bargaining range of what I was willing to accept and had those boundaries, I knew to prioritize myself and find employers and teams that shared those values, and I did. You know, later on in my career, pre-PwC, and I was still in defense contracting, I had great employers. I had great teams that I really enjoyed working with.

There are some people that I still communicate with over social media to this day, over a decade later, because of those relationships that were built inside those employers. But I think, for me, I’m very grateful to have had parents that established the need to prioritize boundaries in order to reach future goals.

Pete Mockaitis
And it’s great that you were able to identify that, “This is not normal. This is not acceptable,” as opposed to, it can happen in early career experiences, like, “Oh, shoot, is this what work is? Uh-oh. Well, that’s a bummer. I guess this is what my life is now.” But you were free from that.

Janice Omadeke
Right. Or where we throw a paperweight at somebody, yeah.

Pete Mockaitis
“I guess things get thrown in the workplace, or a helmet.”

Janice Omadeke
Exactly. No, I think it’s a matter of I just really understood my values, I understood my morals, and I knew what I wasn’t willing to give up and what parts of my soul I wasn’t willing to sell in order to reach that, especially, in a corporate setting, it just wasn’t necessary. And thinking about it now, I’m so glad I did and I’m thrilled. Like, it makes me so happy knowing that that type of culture is just broadly unacceptable.

In 2009, it was just a different case, that kind of was a bit of the norm, those sorts of cultures. But now that would never fly, and I’m thrilled that people no longer have to experience that, and that they can really focus on accomplishing their goals, getting acclimated to a supportive culture, that they can really find their footing inside an organization, make it their own, while also contributing to the success of their team, their employer, and the organization overall. It’s really great to see that.

Pete Mockaitis
Very much. It’s good to see some improvements. And, unfortunately, though, toxic workplaces and bullying does appear in spots, but hopefully less so and people are more aware that that’s not cool. So, tell me, when you said that Amy helped you quiet some of the internal naysaying, what did the naysaying sound like in your head? And what was the contribution Amy made to that?

Janice Omadeke
I’ve always believed in myself and my ability to advance in my career, but the negotiation piece was always a big one in terms of salary. You have your Salary.com, you have Glassdoor, you have all of this information, but sometimes, when early on, when employers would ask what your salary is, they’re not thinking, “Oh, okay. Well, this person is actually making $10,000 under market, so let’s give them $15,000, that way they’re above based on their skills and qualifications.”

If you tell them that you’re making a certain amount and then market, they give you maybe a 2% bump, that was just what it was at the time. And so, Amy taught me how to remove that scarcity mindset of pushing back and negotiating and advocating for yourself in a way that’s both logical, empathetic, and helps you reach that goal of finding middle ground between yourself and the other party in which you’re negotiating with.

And that’s something that I still use to this day, not necessarily on the salary front, but just how are both parties coming together to solve this issue, and how are you doing so in a way that everybody feels seen, heard, and respected at the end. And at that time, the naysayer in me was just saying, “Say yes to the salary, that way they don’t move on to the next graphic designer that is vying for this fully remote managerial job in 2014. Like, just say yes.” And she helped me in my next round of being promoted, and just the internal review process, actually, bump up my salary to where I need it to be and then some.

Pete Mockaitis
That’s fantastic. And that is something that you can read it but it’s very different when you have a human being advocating for you, and you can sort of feel the support and see what’s up with the mindset. And this is just a freebie bonus nugget. So, Janice, what’s the proper way to answer the question when I say, “So, Janice, what’s your current salary?” If I’m asking you that as a potential employer, and you know the salary is below market, and too low, so it’s not relevant a question in a poor anchoring position, what do you say in that tricky position?

Janice Omadeke
I would say, “My salary is well within the range of the price point that you already set forth in the job description. Based on the market average of X and X, I am well within that bell curve and look forward to maintaining that in my next position.”

Pete Mockaitis
Yeah, sure thing. Yeah, that sounds a lot better than, “None of your business. Back off! Shut up! Not relevant.”

Janice Omadeke
“You’re not supposed to ask me that anymore.” Yeah, no.

Pete Mockaitis
Yeah, “Is that even legal? What state are we in? Let me review the law?”

Janice Omadeke
Exactly, that’s a much more diplomatic way of saying that, and also shows that you’ve done your research, and you also have a bit of a backbone to stand up for yourself, so.

Pete Mockaitis
Absolutely. All right, so mentorship. I appreciate the roundabout pathway, but so mentors make a huge difference in areas of negotiation, making you stand up for yourself, quieting the internal chatter. So, so much good stuff. I’d love it if you could share with us a particularly surprising or counterintuitive discovery you’ve made about mentorship over the course of your career and writing the book.

Janice Omadeke
So many people want a mentor but when you respond, saying, “A mentor in what?” or, “What would you like to work on with a mentor?” or, “What type of mentor do you feel would be most helpful to you?” crickets. I mean, that’s fair, right? Like, we talk a lot, and you see so much on, “Get a mentor. It helps,” because it does. You’re able to fast track your career five times faster as a mentee. As a mentor, you’re able to fast track six times faster, but there’s less information on what to actually work on with a mentor.

The fact that mentorship is not one size fits all. So, what type of mentor do you actually want to work with? What type of mentorship structure works for you? And who are the type of people that would be beneficial in this particular chapter of your career? And I think a lot of that is just left to assumptions versus actually educating people that are eager to find mentorship to understand that because they’ll be able to find their mentors much faster if they have that clarity.

Because, then, instead of just sort of a spray-and-pray approach, or just looking at everyone based on title or location or a high-level view of what that person could be, you’re now segmenting it the same way an entrepreneur would segment their customer market to know exactly where to spend their time, who to spend their time with, and how to communicate in a way that’s effective for the other party so that you’re both working together in that potential mentor-mentee dynamic.

Pete Mockaitis
Oh, Janice, I love that so much. A huge takeaway right there in terms of getting specific because I think when folks say, “I want to mentor,” if they haven’t really thought through the details then they might be embarrassed to say during the crickets, “Well, I guess what I wanted was a fairy godmother type figure who would just sprinkle career growth dust upon me and feel like a loving elder figure that can bestow wisdom and take me to places I want to go.”

As opposed to, “I don’t know how to navigate digital marketing with all of the different pathways and like what’s noise and what’s real, and all of the tools and opportunities and campaigns.” It’s like, “Okay.” Like, that’s something you can really work with, as opposed to just magical helper elder friend.

Janice Omadeke
Well, I think, too, yes, you do get some people that are saying, “I just want the magic wand fairy godparent that will take me from $30,000 annually to $600,000 annually in a month.” Like, that’s a great audacious goal. However, if we haven’t already started planting those seeds, that might be a steeper task than what’s in the realm of reality, right?

But with the right mentor, you can actually start breaking down those goals and saying, “Okay. Well, if the goal is that much, then how can you get there in a realistic timeframe?” whatever that timeframe is, right? And having mentors, plural, a series of mentors that could help you holistically look at your current career, look at your investments, let’s say, look at where else you could potentially build that wealth, if that was really the goal, to accomplish that.

And they might also have some come-to-Jesus conversations of, “That is possible, but if it’s not possible in a month, it might be possible in a couple of decades. It might be possible within the set timeframe, but the current one that you’re going after isn’t feasible. So, let’s take these pieces of the task list in order to accomplish that as the immediate next steps, and let’s get you to an exceptional level within those to continue moving forward.” Like, that’s a good mentor.

Pete Mockaitis
All right. Understood. Thank you. And you mentioned a number, five to six times faster career growth with a mentor. Tell me, what is the source and the underlying data of this goodness?

Janice Omadeke
Yeah, I can send you the link to it, but, I mean, it’s everywhere, honestly. HBR has reported on that, Fast Company reported on that, Forbes has reported on that, other mentorship startups in the space, like MentorcliQ, I know has reported on that as well. It’s just a well-known statistic that those that are mentored are promoted five times faster, and those that do mentor have the likelihood of being promoted six times faster than those who are not mentored or mentoring.

Pete Mockaitis
That’s fantastic. All right. So, we’ll totally link to the particular sources for that in the show notes for this episode. But tell me, in your own work, mentoring, being mentored, helping other people mentor and be mentored, has that been your experience, like, “Yeah, that sounds like it’s in the ballpark, five or six times the career growth rate with mentors or doing the mentoring” seems about right in your experience?

Janice Omadeke
Absolutely. I’m a living proof of that statistic actually, to have gone from a corporate graphic designer, to then expand within entrepreneurship, and to have climbed the summits that I’ve climbed with an entrepreneurship, like the 94th black woman to have raised over a million dollars for a seed-state startup, being Austin, Texas’ first black woman to have a venture-backed tech exit. I would not have accomplished that without the help of my mentors, 100%. It just fast-tracks your knowledge, it fast-tracks your self-understanding, your access to resources, the broadening of your network. Like, if you work the process, it actually can work.

Pete Mockaitis
Fantastic. All right. The size of the prize is large, so lay it on us, Janice, it sounds like the first step is to get specific associated with, “I want a mentor.” It’s like, “No, no, let’s get real clear.” What are the kinds of questions we should be asking and answering for ourself before we go on the hunt?

Janice Omadeke
Take some time to understand who you are and how you’re wired so that you’ll know if someone is a fit for you. The same way you would understand just meeting somebody out at a barbecue, let’s say, if they may be a potential fit for friendship or not. Based on your early conversations, you’ve done the work to know who’s a compatible fit for you in that space, and the same logic applies in mentorship.

So, look at how you operate within your career. Are you a morning person? Are you a night owl? What do you actually value at work? Are you the type of person that’s first one in, last one out? Or do you prefer working remote so that you can travel while also still working? Do you value family time? Is that really important? Or are you the type that wants to kind of work 24 hours a day? There’s no wrong answer, but being very clear in who you are in your professional identity so that you can find people that will complement it when needed, push back against it when needed, but ultimately will be a fit for you based on that is really important.

Understanding how you like to communicate, how you like to be communicated with, what type of feedback and feedback structure works best for you so that if you’re engaging with a potential mentor, and maybe their approach is more indirect that it’s preventing you from learning, you can circle back with that person and say, “Hey, actually, I prefer directness in my feedback communications. So, if you do have feedback, it drains my battery when I now have to spend time kind of sifting in between your words to figure out what you meant versus what you said. Is it possible for us to be more direct in our communications?”

If you want to have that conversation, great, but in this day and age when people are so busy, knowing that that’s your preference and finding people that will communicate with you in that way, or be willing to modify their communication to support that is great, and that’s what helps you end up expediting your mentor relationships.

Pete Mockaitis
I mean, that sounds delightful to find multiple mentors who can match us on all of these dimensions. I mean, is that possible? Is that realistic? Are we asking for too much? Can beggars be choosers if the mentor is bestowing generously their time and wisdom and expertise upon us? Can we get this level of fit?

Janice Omadeke
I think so because I don’t think it’s asking a lot to have a general understanding of how you and your mentor will communicate with each other. It is not mandating that every single mentor must communicate with you in this particular way. Just like you would with any other meaningful relationship, you understand where that other person is coming from. You understand their lived experience, you understand as much as they’re willing to share who they are, you’re presenting who you are, and then you both are working together to build a relationship that’s sustainable for both of you, and then figuring out what works within that.

So, another great example is if you are the type of person that likes to send one-off texts questions and appreciates that type of communication but your mentor prefers maybe meeting for coffee, a good workaround could be a virtual meeting, meeting once a month for an hour virtually. Ideally, if they are your mentor, you’ll do what it takes. But at the same time, I think finding some middle ground, if there is some sort of outstanding circumstance that prevents that from being realistic, it’s you’re well within your rights to figure out what works for both people.

I’ve seen relationships where the mentee just says yes to everything so that they have a mentor and they can say that they have a mentor without really thinking about how much they’re learning and how deep the relationship is actually being built. And when one party, as we’ve seen in most other relationship dynamics, if one party is consistently the accommodator and the other party is not aware of that, the relationship can only go but so far in comparison to actually just being vocal about additional preferences or wanting to work together.

So, the goal isn’t to strongarm in any direction, but really to build something that’s fruitful for both parties where you’re building that muscle memory of real communication and making sure that both parties feel as though they’re equally contributing to the growth and development of that relationship.

Pete Mockaitis
Understood. All right. So, if we’ve got great clarity on what we’re after, our goals, ourselves, and who would be a swell fit for us, where do I find such fine folks?

Janice Omadeke
Well, start finding their watering holes. Think about where you’re also interested in spending time. The great thing is that now, the virtual world is so vast. So, a good starting point, LinkedIn community groups are really great. They’re based on interest, industry, affinity groups, there are so many, so finding one that actually resonates with you is great. Social media is another great spot to find someone. I would not go based on followers. I would not go based on title. Actually, hear what these people are discussing. Join a virtual community there if you can.

Also, look at very niche and specific groups based on your interests. So, for example, when I was starting my first company, The Mentor Method, I was a graphic designer, I already understood the tech space, but I wanted to learn more about the intersection of tech and entrepreneurship. So, I found groups that I also felt very included and welcomed in. So, that included like DC Web Women, which consisted of a lot of entrepreneurial web development women, and it was great.

So, it hit a lot of those boxes where naturally I wouldn’t have felt comfortable going into that environment. But there was also that professional alignment, and because of the group and the culture that was established within that, there was a community that was very eager and excited to help advance and amplify other voices, especially people that were new to the group. There were a lot of opportunities to collaborate and there were a lot of opportunities to meet potential mentors, and I ended up meeting quite a few from those sorts of groups. But that’s also a very niche community based on the title, but I do find a lot of success within those.

So, yesterday I did a speaking engagement with an organization, and this woman is in politics, working on economic development and affordable housing. And so, depending on your thoughts on that topic and sort of who she’s reporting to, that could change things, but the advice was to start spending time within those spaces to find additional mentors that are within her vertical of mentor of marketing within that to then start expanding because that’s just such a niche focus.

And then by the end of the event, she had already found like three groups in Austin, Texas that she was going to join and try to find people within that niche environment. And I think getting very clear on the watering holes that make you feel good and make you feel comfortable that way, energetically, you’re giving off a sense of wanting to collaborate and being open to meeting new people while also knowing that just, in general, that could be a good target mentor audience is extremely helpful.

Pete Mockaitis
Alrighty. So, let’s say we’ve been hanging out in such places, we’ve found a couple folks we think seem fantastic, how do we proceed with approaching and asking?

Janice Omadeke
Do an internal gut check. Just confirm one more time. It can’t hurt. Like, why are you actually interested in getting mentorship from this person? Just again, what is it about them? What are you hoping to learn? Start having the informational coffees. I’m a slow burn person. Having at least three conversations with them before presenting the opportunity for mentorship because that gives you time to get to know them, get to see them in different environments, see if there’s actually a fit, if they’re interested in mentorship, if you communicate well together, all of the things that are really important in building a mentor relationship.

So, if all of that is checked off, then perhaps you make the ask. This is always a dicey part of the process because 61% of mentor-mentee relationships happen organically. But for 39% of the population, which typically ends up being the population that really needs that mentorship, and for whatever reason they just don’t have access to it, making the ask just provides, and having a structured program just provides that stability in those bounding boxes to really help them flourish.

So, if you’re going to ask someone to be your mentor, set the stage via email, or your next conversation, just saying, “Hey, I’d love to meet with you again to talk about the opportunity of having you as a mentor.” And then in that meeting, saying that you’ve really enjoyed getting to know them, obviously, based on their strengths in one, two, and three, and your goals of A, B, and C, they could be an impactful mentor to help you accomplish those goals. You would love to meet with them for an hour a month. You’ll set up every agenda. You want their feedback. This is what you’re hoping to learn from them. What are their thoughts?

This could easily be like a five-minute conversation just setting the stage and sort of creating that ask, hear what they have to say back, like, “Yeah, I’d be interested in learning more,” or, potentially, like, “Hey, I’m sorry, I don’t have the bandwidth,” which can happen, and that is totally okay. You want a mentor that has the bandwidth versus saying yes, and then falling off the grid for seven months. And so, that’s how I would structure it.

Pete Mockaitis
Okay, cool. And so, I don’t know if you happen to know, since there’s a lot of feelings here in terms of, I don’t know, risk, rejection, vulnerability, all that stuff. Do you have a sense for roughly what proportion of the time folks say yes versus no?

Janice Omadeke
No, because it’s a case-by-case basis. Depending on the person you’re speaking with, they might have availability, a life situation happens and now they don’t, or maybe somebody wasn’t available, but then six months later they do have the bandwidth. It’s really a case-by-case basis. I don’t have a percentage of the number of people that say yes or no, but I will say, in those early conversations, a key component is kind of vetting their interest in mentorship.

Overall, I will say, though, that people generally want to help other people, even if it’s an informal mentorship of just grabbing coffee once and being able to learn from them in that capacity, people are typically open to that.

Pete Mockaitis
Well, how about for funsies, if you think about your own batting average, what does it look like?

Janice Omadeke
Oh, wow. Well, because I followed the process that I laid out in the book since early in my career, I’d say my average is like 85%.

Pete Mockaitis
Cool. Well, I guess what I was driving at is for those who might hear a no and feel sad, disappointed, and have their own level of internal naysaying responses, we can know the mentorship queen herself doesn’t get them all, so this is to be expected, it’s normal.

Janice Omadeke
Exactly. You can’t get them all.

Pete Mockaitis
And just kind of move on.

Janice Omadeke
It’s just part of the process. I mean, it’s like any other meaningful relationship, right? Sometimes they last, they last the test of time. Other times, people have to part ways. It’s just part of the process. I mean, there are different circumstances within that 15% rate of mine for them not working out. But, overall, I will say that if you receive a “no,” if the relationship doesn’t pan out the way you had hoped, there is always a reason for that. Trust the timing, trust the process, and the right mentors will reveal themselves in time. There is no rush. You will figure it out and you will be fine.

Pete Mockaitis
Okay. Well, let’s say you do get a “yes” and you’re off to the races, how do you have conversations that are productive? And how do you think about it being a two-way street?

Janice Omadeke
Mentorship is a two-way street. Like, I don’t even think about it at this point because that’s the foundational component of mentorship. You want to make sure that it’s a conversation where both parties are gaining something from it. Now, thankfully, on the mentor side, being able to share your lived experiences to help improve the quality of life, the quality of your mentee’s career, is deeply rewarding. I mean, it’s one of the best feelings. You’ve mentored before, right?

Pete Mockaitis
Sure, yeah.

Janice Omadeke
Yes, like you know that warm and fuzzy feeling when your mentee comes back and it’s like, “I took your advice and this happened,” or, you see them come up with these new concepts, and just watching their career flourish, it’s a lovely feeling. And I think there is that two-way street in that and just wanting to help the world be a better place through sharing your own bumps and scrapes and experiential scar tissue.

But, on the mentee side, you are the one driving the relationship. You’re setting the agendas, you’re requesting the feedback, you’re making sure that your mentor is available at certain times and just pushing that relationship forward. So, within that, the way that I like to structure it is sending the agenda maybe 48 hours ahead of time, if not sooner than that, broken down into, “Here’s the latest, like, here’s what I’ve been working on recently, just some great updates, some challenges. And this is what I’d love to discuss in our call.”

I like to touch base with my mentors in between my monthly meetings. So, let’s say they gave me advice on a proposal for a new initiative, and I just heard back and we’re moving to the next steps in that process. It takes 30 seconds to send a quick thank you email and say, “Thank you so much for your advice. Based on that, I was able to update slides two, three, and five per your feedback, and I think that really helped us in getting to the next steps. I’ll keep you posted on how this goes.”

“Oh, and by the way, I saw this article on gluten-free baking. I know that you were considering going gluten-free for a month, just given how you’ve been feeling a little more tired lately from our last conversation. So, here’s a quick article on that in case it’s helpful.” You’re delivering value. You’re being a person. You’re building a relationship. You’re showing that you heard them, and that you saw them as a real human being, and you’re providing your update in a non-transactional way. Like, bing, bing, bing, bing, like all of the stars, all of the boxes checked. It’s great.

Pete Mockaitis
Well, when you said updated slides two, three, and five, that shows that we’re getting pretty darn specific. This is not just sort of like, “Oh, hey, so I got a presentation coming up, and hope it’s good,” but rather it’s like, “Hey, yo, I got some materials I’m showing you. I’ve got some specific question about a specific situation that is brewing in the near future.”

Janice Omadeke
Yes, do the legwork ahead of time. You’re going to have to. And, in the example of the presentation, let’s say, you’re going to have to build that presentation anyway, and your mentor is so busy, and you’re eager to work with them because of their expertise. Do the legwork ahead of time of at least putting together a shell of that presentation. It takes this.

You’re going to have to do it anyway, so why not do it a little bit earlier and have them react to it in the same way you’re hoping that potential customer, potential partner, whatever the situation is here, will react too, so that you’re getting that feedback in real time, and you’re just quickening your ability to get to a yes in that goal that you’re seeking to accomplish through the help of that mentor?

So, in the example of that presentation, maybe it’s a 10-slide pitch deck, just having quick bullets, like, “This is the title. This is what this slide will cover. Maybe there’s a graphic or something. Does that make sense? Is this the story arch that I should be using? Are there details that are missing? What are your thoughts here?” And just getting that so that you can actually respond to it is extremely helpful and very efficient, and your mentor will love that.

Like, give your mentor something that they can actually respond to versus staying in this space of sort of high-level theories. The more concrete you can get and the more you’re actually working on something together, the more fruitful those relationships will be. Also, the world is very small. It’s impossible to know everyone that your mentor might know.

So, let’s say you’re working on this, this actually happened to me, let’s say you’re working on this presentation or a pitch deck, right, and you’re going through it. That person might know a potential investor that would be a good fit. And if you stayed in that high-level sort of theoretical discussion of what your deck will be versus walking them through it, it would be a lot harder for them to start facilitating introductions.

It would be a lot harder for you to show that you are actually doing the legwork of building out your business or whatever it is, versus just showing them in that presentation. And I ended up getting introductions to multiple investors that ended up investing in my first company that way. So, just doing that legwork and giving them something to react to, and even outside of that, just an activity or something that you’re doing together that’s actually educational and helping you accomplish that goal tends to help build that sustainability in the relationship.

Pete Mockaitis
Oh, totally. And that five or six X really seems all the more resonant in terms of like, “Oh, yeah, so you’re acquiring skills superfast because you’re getting feedback that may not be possible to get from folks inside your own organization.” And what you said about the specifics really resonates. I was thinking, just yesterday, I was chatting with a buddy who had some ideas, like, “Hey, I’m thinking I might want to become…take my experience as a doctor and an expert witness to do some keynotes and workshops associated with how to reduce the odds of a doctor getting sued for medical malpractice.”

It’s like, “Oh, that’s cool.” And so, we were having all these back-and- forth ideas of, “I’ll try this and research this,” all of these things. And it was really rich and fun for me, I guess I was playing the mentor role there, as opposed to, it was like, “Hey, so do you have any tips for if I’m thinking about maybe getting into speaking?” I was like, “Well, I mean, make a video.” Like, I’m pretty limited in what I could say, “I mean, you should get a video, research the competition, maybe write a book.” It’s, like, I don’t have a lot. I don’t know.

Janice Omadeke
Exactly. Yes. One of my friends did the same thing. I would say we’re peer mentors to each other in different spaces, but having written Mentorship Unlocked, they’re actually writing a children’s book, a different space. But we met up for lunch to discuss being an author, and he brought everything to the table. I mean, he had an outline, he had little sketches, he had the whole story built out bullet by bullet. He had the morale of the story, just first and foremost, like, “This is what I want children from the ages of 4 to 6 to get from this 30-page book.”

I have kids within that range. Like, he understood the problem he was seeking to solve for both the child and the parent. He had market comms. Like, he had really thought through it. So, in our hour and a half coffee lunch conversation, we were able to really dig into the nuances of it, and thinking about what the next steps would actually be, versus sort of the theoretical, like, “Should I write a book? Should I not? Do I need to make an outline? Like, what’s in the outline?” Like, he had already done the research.

And even if he was, let’s say, moving in a direction that wasn’t as fruitful for his book, like, let’s say his outline maybe wasn’t ideal. It was, but in this case, let’s say it wasn’t, right? At least I have something to react to, versus some theory around what he might hypothetically include in his book outline to hypothetically talk to publishers. Instead, we could focus our time on, “Here are some potential publishers that you could talk to after you accomplish these three things, because they will not take a meeting with you without these,” and then he’s off to the races so much faster.

So, to your point, it’s really helpful to do that legwork because you’re going to have to do it anyway. So, even if you’re moving in the wrong direction, at least you know now to make a left turn instead of right, and you can edit accordingly.

Pete Mockaitis
Absolutely. And as I’m thinking about my own recent conversation, I felt fantastic and excited afterwards, and not at all like, I don’t know, taken advantage of, or like, he’s a taker. It was like, “I’m being drained.” It was like, “No, that was fun,” and that was, like, I feel like I just shared some gold with him, as opposed to if all I said was, “Hey, make a video, research a competition, maybe write a book,” I’d be like, “I mean, I think Google or ChatGPT could’ve told you the same thing in about four minutes, so I don’t know what we’re doing here,” as opposed to, oh, yeah, we got into some stuff, and it was a lot of fun and I’m excited to see what happens with it for him.

Janice Omadeke
Hundred percent. See, you’re a great mentor. Look at that.

Pete Mockaitis
Oh, shucks. Well, Janice, tell me, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?

Janice Omadeke
Be kind to yourself. You are doing your best, and the right mentors and the right community around you will see that and help you amplify your efforts.

Mentorship is not a paid opportunity. If someone is saying that they’ll mentor you if you pay them a monthly retainer, they’re not a mentor, maybe they’re a coach or a consultant, but do your diligence there, and don’t be afraid to ask for introductions. It takes, I mean, it actually takes a while. I think for me, when I wrote my first LinkedIn post, “Hey, do you know someone?” or like starting to ask for introductions to potential mentors, I would rewrite my emails at least a thousand times before sending.

But getting into the practice of asking for possible connections, showing the vulnerability of saying, “You know, I really don’t feel like I’m that strong in whatever the skill might be, but I feel like you might know someone who is. Does anyone come to mind?” Even if they don’t have someone then, that seed will always be planted. They will be thinking about that at their next networking event, or somebody will enter that individual sphere where they will be able to make that introduction to you. Just don’t give up. It is a process. It takes time.

But for me in my own career, I didn’t have impactful mentors until six years in for my corporate career, so it can take time. And then in entrepreneurship, it was a lot faster because I’d already built up that process but it still takes a while to find the right people, and it’s just trial and error. So, all of that to say you’re capable. You can do it. Don’t give up. And Pete and I both believe in you.

Pete Mockaitis
We do. We do. Well, now could you share a favorite quote, something you find inspiring?

Janice Omadeke
I think a good one here, I say this aloud, “I am no longer going to stand in my own way.”

Pete Mockaitis
All right.

Janice Omadeke
Yeah, that’s been a recent one for me. Another one is, “Your mind is yours. Take it back. Your time is yours. Take it back. Your peace is yours. Take it back. Your freedom is yours. Take it back.”

Pete Mockaitis
All right. And could you share a favorite study or experiment or bit of research?

Janice Omadeke
Recently, I have been looking at the intersection of AI and HR and what’s going to happen in that market, and where AI is the most applicable within the HR space. A lot of people are thinking about it in terms of recruiting and how they’re able to filter resumes. I’m looking at it through the lens of diversity, equity, and inclusion to see how the technology is actually helping because we already had, you touched on a nerve, Pete, but you know we already had a lot of bias in the way in which people were even given opportunities to interview for jobs.

And depending on who’s building that technology, it’s just amplifying what the machine is being fed, which is by a human, which naturally has bias. So, I’ve been looking through studies. I’m not ready to cite one yet because I’m still doing my diligence on which ones are credible and not, so I don’t want to cite one and give them that shine yet. But I have been very excited and very intrigued, and spending a lot of time in researching who’s building the technology and looking at the differences in recruitment rates along different affinity groups, let’s say, and whether or not those stats are actually changing.

Pete Mockaitis
Intriguing.

Janice Omadeke
I know it’s a little different, but I enjoyed it.

Pete Mockaitis
Well, no, different is good. You might just come up with some unique killer insights that are powerful, so that’s fun. Good luck. Enjoy. Hope it takes you some cool places.

Janice Omadeke
Thank you.

Pete Mockaitis
And a favorite book.

Janice Omadeke
The Power of Positive Thinking.

Pete Mockaitis
Oh, yeah.

Janice Omadeke
Always a good one. Got that one early. I still refer back to it when I need a little bit of humbling and to just settle my nervous system. I think that’s always an oldie but a goodie. I think Masters of Scale, of course, I mean, just a classic. Lost and Founder is an exceptional book. I read that during, in 2018, during the early stages of my first company, The Mentor Method, and it’s beautiful.

Pete Mockaitis
Okay. And a favorite tool?

Janice Omadeke
My timer. The timer on my phone. I set it for meetings ahead of time. I set it to end meetings. I live by it. That’s when I know to get ready to go somewhere to meet my friends. I need my timer because I can get in productivity loops, especially with my work in AI and product development and everything else. And then with the book, Mentorship Unlocked, and my conversations with people, I can just get in a loop where I’m actively working on something, and that sort of reminds me to get up. I’ll set timers to get water. I’ll set timers to do a lap around my building or what-have-you, but without my timer I think I could easily lose track of time.

Pete Mockaitis
Okay. And a favorite habit?

Janice Omadeke
Getting 85 ounces of water in every single day.

Pete Mockaitis
Lovely. And if folks want to learn more or get in touch, where would you point them?

Janice Omadeke
Yeah, let’s connect on LinkedIn. You can find me, Janice Omadeke, on LinkedIn. You can also find me on Instagram @janiceomadeke. And you can also visit my website, JaniceOmadeke.com.

Pete Mockaitis
And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Janice Omadeke
Think about your goals for the next 6 to 12 months. Actually, I want you to take a sheet of paper, write down your goals for the next 6 to 12 months. Next to that, write down what your naysayer or inner saboteur is telling you, why those aren’t accomplishable. Then next to that, remind yourself what skills and strengths you have that will help you get there, and then what types of mentors and resources you’ll need to actually accomplish them if you left that column on why you think you can do it right now blank.

Get clear on what you want to work on over the next 6 to 12 months, and then do everything you can to tell that saboteur and that naysayer that it is possible, and start building community and resources around that.

Pete Mockaitis
All right. Janice, this has been beautiful. I wish you many rich mentorship conversations.

Janice Omadeke
Thanks, Pete. Thank you for having me.