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Famous Mentors Can Be a Blessing and a Curse

By Daniel Butcher

Students and young professionals who get well-respected, or even famous, mentors gain can gain skills that help put their careers on promising trajectories. But mentees’ identities and reputations becoming connected with prominent mentors can provide both benefits and challenges.

Academy of Management Scholar Bess Rouse of Boston College said that, on the positive side, relationships and connections with prominent mentors can improve mentees’ opportunities. On the negative side, the entanglement of an individual’s career with a prominent mentor can also lead to being taken for granted, having their contributions underappreciated, and feeling overshadowed. She and her coauthors of an Academy of Management Review article refer to this as the “paradox of promise” that complicates mentees’ building meaningful career narratives.

“We were looking at mentorship in a creative context, and all of us were able to draw from our experiences as well, but our research findings apply to any place where there is a strong mentor figure where you learn by doing and being around somebody who is experienced and renowned in their field,” Rouse said. “This paradox of promise can happen—we know that working with very prominent people in the field is useful; it can help you get connections, and you learn a lot.

“This person is well-known, because they are very skilled at what they do, and so you can see that happening, where you’re learning very easily from this person, because they have a lot of knowledge to give you, but at the same time, you have the shadow over you when you go out and try to make a name for yourself,” she said. “You’ll often be referred to in context with your mentor, and so it’s very hard to break out and establish your own identity, because people assume—maybe rightly, maybe wrongly—that basically you are just the output of this other person and haven’t really established a voice on your own.

“And so that can be very challenging for people, especially if you are driven, as some of our informants were, to really make a name for themselves and separate themselves from their mentor.”

It can be difficult to craft your own career narrative in the way that you’d like if most people know you based on the work that you’ve done in the shadow of a successful, celebrated mentor. That said, some mentees embrace their association with such a figure.

“There are other people in our study that were much more comfortable to build on the legacy of that mentor and feel that they were the next stage of that—helping that legacy to live on, contributing to that legacy was really important to them, and they were able to find meaning from that,” Rouse said. “This is really about what you are trying to get out of your own creative career as a protege and thinking about the different ways to find career success.

“An interesting thing about our study is we found that all people found a way to craft a career narrative and find meaningfulness,” she said. “They just took different paths for doing that.”

Why Mentees Should Highlight Similarities with Mentors

By Daniel Butcher

While high-quality mentorship boosts protégés’ careers, a mentor who is disinterested or unmotivated doesn’t provide value to mentees. To maximize mentors’ networking help and advice, mentees should highlight similarities with their mentor to strengthen mutual identification.

Academy of Management Scholar Bess Rouse of Boston College, who coauthored an Academy of Management Review article with Beth Humberd of the University of Massachusetts Lowell on this topic, said that the effectiveness of mentoring depends on the mentor identifying with a mentee to form a close relationship.

“It has been interesting to watch the shift of people understanding more about this network structure and broader constellation of developmental relationships,” Rouse said. “One of the big pieces of advice that a lot of people would give is don’t look for the be-all and end-all of a mentor that’s going to do all of these different functions for you.

“It’s really diversifying networking and career-development efforts and understanding that different people have different strengths and weaknesses when it comes to professional relationships,” she said.“Some people are much better at psychosocial support, the trust and friendship part of a mentoring relationship, whereas some people are much better at the career side of it and giving sponsorship opportunities or challenging you or reading your work.

“Those benefits of mentorship can come from a range of different people.”

Talking about pastimes cultivates identification

People enjoy talking about their pastimes and things they have in common with each other. Mentors are no exception.

“Think about not only how we are similar in terms of our work experience or where we want to go, but also commonalities as simple as like hobbies—if you find somebody who plays tennis and you play tennis, use that as a conversation-starter,” Rouse said. “Think about how you can develop an easygoing relationship that then can build into a mentoring relationship.

“You shouldn’t underestimate those various forms of connection that you might use for networking and relationship-building, and think about doing those in small doses, rather than thinking, ‘I’m going to find my mentor today’—it’s establishing a good rapport with potential mentors,” she said. “There’s a whole body of literature on positive work relationships and high-quality connections—ask yourself how you can build smaller connections into bigger relationships.

“Especially as an introvert, thinking about having those particular strong, high-quality connections is what ends up building into those valuable mentoring relationships.”

Taming Toxic Workplaces

By Daniel Butcher

If you work for a bad boss at a dysfunctional or toxic organization, you can either find a new job or learn to cope with stressful conditions. But if you can get middle managers on your side, then you might even be able to start changing the toxic culture.

Academy of Management Scholar Bess Rouse of Boston College, who coauthored an Academy of Management Journal article with William Kahn of Boston University on this topic, said that toxicity appears in organizations as intolerance, bullying, narcissism, and other forms of destructiveness that demoralize employees and undermine organizational success. Senior leaders often perpetrate toxicity or fail to stem destructive behaviors.

“How do the people working underneath these intolerant, narcissistic, or destructive leaders respond in these toxic situations?” Rouse said. “It isn’t uncommon for me to talk to somebody who feels like they have one of these toxic leaders that they’re working under, but they don’t always have an idea of how to handle it.

“One option is to just leave, but we don’t always have that option to just leave, so then we think about, ‘How do we want to be? What kind of middle manager, if we’re in that position, do we want to be?” she said. “Do we want to be somebody who protects ourselves and has that toxicity cascade down the organization, or do we want to be somebody who buffers our employees and makes them feel protected?

“There are different ways of thinking about coping with a toxic workplace; we talk about this as workarounds for how you think about responding to those toxic leaders.”

Toxic organizations drain workers’ personal agency, undermining their capacity to act independently and make choices.

“Leaders’ toxic behaviors such as intolerance, bullying, narcissism, and destructiveness are all red flags, and we can be good leaders without having those behaviors,” Rouse said. “What we saw in that study was that these weren’t bad people—they were driven by anxiety about a lot of external challenges that were happening in the organization, and they just managed that anxiety by belittling other people and diminishing them.

“Obviously it wasn’t the most effective way, but that was their way of dealing with that pressure, and then we also found that that stayed in place because the senior team colluded around that, essentially, and no one stepped up and said, ‘We can’t keep behaving this way,’” she said. “It was actually the middle managers, those people who were better at shifting from absorption to differentiating among team members, which ended up challenging that structure in that type of toxic organization.

“Especially when that that top leadership team has become very insular and supporting of one another in a way that there are no new voices coming into that senior team, then the middle managers are left to have to do that that work of changing the toxic organizational culture.”

How Teams Achieve the Coveted State of “Group Flow”

By Daniel Butcher

Too often, teams in sports, music, and business fail to gel for many reasons. Sometimes, though, teams achieve “group flow,” when interactions seem effortless, and team members contribute ideas and complete tasks in synchrony to reach peak levels of collaborative performance.

Academy of Management Scholar Bess Rouse of Boston College said that team members contributing swiftly and additively—extending a prior contribution, is crucial for creating a sense of momentum. Increasing momentum, in turn, influences changes in emotions, thought processes, and behavior that result in group flow.

“The delicacy of group flow makes it very hard to maintain,” Rouse said. “When we’re theorizing about it, we’re really careful about this idea of coming in and out of group flow, and that it is very hard to sustain over time.

“When you’re thinking about it in the context of a group at work, in particular, it’s helpful to think about things like, ‘How do we focus our attention on each other and keep that momentum going?’—so you could imagine that a lot of interruptions are problematic in that sense,” she said.

“If somebody is interrupting you, or you don’t have dedicated space, it’s going to be very hard to get into that sense of group flow.”

Rouse and her research colleagues theorize that a lot of the factors that contribute to good group functioning, such as feeling comfortable in the workplace and feeling trust from senior management and colleagues, help get individuals and, by extension, teams in that flow.

“When we think about this state of flow at the group level versus the individual level, the idea that this is something like improv is instructive—responding to a team member by saying ‘yes, and…’ contributes to the idea that you’re building on each other,” Rouse said. “You actually want to be there for that purpose, and you want to build on other team members’ ideas.

“And this can be difficult in the context of organizations, because we have political motivations; we have our own agendas,” she said. “We have different things we’re doing at work that hopefully are related to the work assignments or objectives but may be actually getting in the way of you feeling that necessary trust and willingness to build on other people’s ideas.”

Why Some People with Mental Disorders Thrive as Entrepreneurs

By Daniel Butcher

Symptoms and traits associated with certain mental disorders, including attention deficit/hyperactivity disorder (ADHD), bipolar disorder, dyslexia, and autism, may help entrepreneurs and other businesspeople succeed, noted Academy of Management Scholar Dean Shepherd of the University of Notre Dame.

Shepherd said that conditions that might be seen as a negative, particularly in employment, can sometimes be an advantage in entrepreneurship.

“Some mental disorders are perceived to negatively impact reliability in traditional nine-to-five employment but can actually be an asset in entrepreneurship,” Shepherd said. “Research has found that people with dyslexia tend to have weaker aspects in their left hemisphere of their brain, but their right hemisphere is stronger, and so therefore they can enter entrepreneurship and be successful in it.

“We have the statistics to say that the people with dyslexia are more likely to become entrepreneurs than the general population—in fact, it’s true for many groups who feel like they’re constrained in being promoted in corporate employment turned to self-employment or entrepreneurship,” he said.

“That includes minorities, marginalized groups, and people with all sorts of disabilities, for example, women and immigrants, because they feel like they have constraints or face discrimination in the workplace and that they don’t have those as much in entrepreneurship.”

Research has found that people with ADHD are more likely to become entrepreneurs.

“People with ADHD are more prepared to engage in risk taking, they’re more proactive, and they’re more innovative, and we also found that people with autism are actually getting used by companies engaging in software testing, because they have some advantages in being able to test software,” Shepherd said.

“Entrepreneurship may cause some mental disorders through high stress or loss when a business fails, which can be an important point to consider when deciding on your career path, but people with disorders are also drawn to entrepreneurship,” he said.

Your Skills, Not Your Jobs, Are Part of Your Identity

By Daniel Butcher

Rather than focusing on job titles or specific industries during a job search, candidates who imagine how their skills and experience could translate to a variety of roles are better able to bounce back after career setbacks and transition from one professional identity to another.

Academy of Management Scholar Dean Shepherd of the University of Notre Dame said that research he conducted on disabled veterans found that some of them did well in transitioning to new careers after leaving the military, while others did poorly.

“The ones who did poorly looked at superficial links between their previous jobs in the military and the civilian jobs they were considering: ‘I was a sniper in the army; we don’t need anyone to be a sniper in in civilian life but the police use weapons’ or ‘I used to drive a tank. What can I do in civilian life? I can drive a bus,’” Shepherd said.

“But other people—the ones who did well—looked at it more structurally and said, ‘In the military, I learned discipline; I learned to be able to attend to important responsibilities for an extended period of time; I learned how to follow orders and execute those things at a structural level, which means that in entrepreneurship, I can do X and Y,’” he said.

For example, the newspaper, magazine, and publishing industries have been disrupted by the transition from print to digital advertising, the availability of free content, the rise of social media and AI, and other factors, which has lead to a structural decline in the number of jobs in those areas.

“This concept relates to the media landscape; if you lose a career in journalism, you could say, ‘Okay, I could find something that superficially matches my professional identity, such as PR [public relations] or media relations, or maybe journalism means other things: ‘I’m an investigator’ or ‘I’m a writer who’s a subject-matter expert on these things—what could that lead to?’” Shepherd said.

“And it might lead to something that on the surface looks like something very different but that structurally uses the same skills that you used in your previous career,” he said.

“The advice is to try and look at things not just superficially but rather at a deeper level and consider how your skills can transfer to a different career and professional identity.”

Immigration Debates Rarely Mention This Important Fact

By Daniel Butcher

Many immigrants—both legal and illegal—are willing to do the kinds of unglamorous, undistinguished, and downright dirty jobs that no one else wants to do, according to Academy of Management Scholar Dean Shepherd of the University of Notre Dame. He likens their psychology to that of Dalits, India’s most oppressed and stigmatized people, many of whom are garbage collectors who scavenge through slum trash dumps for items to sell. They’re commonly called “ragpickers.”

“In some ways, immigrants think like the ragpickers, because they say, ‘I’m doing this so we can eat tonight, but I’m mainly doing this so my children get educated, so that they can get a good job, so that they can marry well, and so that our family’s future generations are going to move forward,” Shepherd said. “And researchers have found that in a lot of immigrant communities, they place a high emphasis on the children’s education—and that’s the reason they’re willing to do dirty jobs.

“They come over to a new country, and they work very hard in order for their for their children to have a better education,” he said. “That’s why they immigrate in the first place, in order to have a better life for their family.”

In the United States in 2023, foreign-born workers were more likely than native-born workers to be employed in service, natural resources, construction, and maintenance jobs, as well as production, transportation, and material moving occupations, according to the U.S. Department of Labor’s Bureau of Labor Statistics. Foreign-born workers were less likely than native-born workers to be employed in sales, office, management, professional, and related occupations.

“We spoke to ragpickers and other entrepreneurs that live in slums, and we asked them, ‘What are your personal goals?’ and they almost don’t understand the question, because their goals are all to do with the next generation,” Shepherd said. “They don’t see much hope for themselves, because when we asked them, ‘What do you plan on doing after retiring?’ they told us, ‘What retirement? I’m never going to retire.’

“It’s all about future generations, and immigrants do the same thing,” he said.

Finding Meaning in Menial Work

By Daniel Butcher

Even if it’s a dirty job, somebody has to do it. It will probably make you miserable, though, unless you see it as a means to fulfill a purpose or achieving a goal.

Academy of Management Scholar Dean Shepherd of the University of Notre Dame said that research he conducted on poor people living and working in India’s slums shed light on how to find meaning in any job.

“When you’re at work and you aren’t having such a terrible day and you think, ‘but imagine if I was picking up trash in the slums of India—how could you find meaning in that? How could you be happy?’ because they describe their work as dirty,” Shepherd said. “They’re walking through effluent and rubbish and dead animals and picking everything up and getting the trash to a landfill or recycling it.

“But even then, they had made meaning, and they did it through a couple of ways: One was to look back at their [own and their parents’ job] history and say, ‘It was my destiny that I pursue these types of things; my family has done it for a long time,’ so it had meaning, because it put them in a historical context,” he said. “They also gave themselves a pat on the back in the present, because they say, ‘Because I’m doing this, we can eat tonight, and my children can go to school tomorrow,’ and then they would also think about the future to say, ‘It might take multiple generations to escape poverty—by me doing this, my children are able to go to school; if they go to school, they might get a good job, they might marry well, and they can move out of the slum.’

“So in some ways, they’re saying they cannot change their condition because it’s history; on the other hand, they say, ‘but I can change the history of my children,’ so in some ways, it’s a contradiction that they hold in a way that makes them feel better, because they think, ‘I’m helpless; I can’t blame myself for the situation, but I also have some ability to influence the future of my children,’ which actually also gives them meaning, so they have meaning coming from from both ways of thinking about doing a dirty job.”

That’s despite the fact that dirty work is stigmatized in India, as it is in many countries.

“When you know the person who’s engaged in dirty work, often they have intersectionality, which means if you if you come from a stigmatized family or class doing stigmatized work, you’re often from other stigmatized groups,” Shepherd said. “In this case, there was dirty work.

“They came from the lower caste, and they lived in the slums, and both of those were highly stigmatized, and in most cases stigmatized work, like being a mortician or a sex worker, is often tied in with other intersectionality, things like gender, location, place of origin, those types of things,” he said.

“So finding meaning in this work has a little bit of generalizability to other forms of dirty work and other stigmatized groups.”

Entrepreneurs’ Taboo F-Word

By Daniel Butcher

There’s an F-word that used to be taboo among entrepreneurs and researchers who study them: failure.

Academy of Management Scholar Dean Shepherd of the University of Notre Dame said that when he was a doctoral student at Bond University in Australia teaching entrepreneurship to undergraduates and MBAs, the assigned texts on entrepreneurship rarely mentioned failure.

“On the one instance that one of them did, the textbook said, ‘Entrepreneurs don’t fail—businesses do, but entrepreneurs are just motivated to try again,’” Shepherd said. “Then one day, I got a phone call from my father, and the family business that he’d created and run as long as I’d been alive was failing badly, and I said, ‘You have to close it down,’ and that caused him and me great distress and anxiety.

“And so it felt funny going back into the classroom and trying to encourage everyone to become an entrepreneur and not be able to say, ‘There is a chance that it’ll fail,’ and also not give them the tools to say that, if you do fail, this is how you cope with it,” he said. “I waited for quite a few years before I wrote a paper about it, and I went into the psychology literature on bereavement and grief, because there, psychologists had tools to help people overcome grief.

“And I thought, ‘My dad’s reaction wasn’t as bad as losing a loved one, but in some ways, it’s still grief, where grief is the negative emotional reaction to the loss of something important.”

Some entrepreneurs even call the business they start—or help launch—their baby. Their ventures are entwined with their own identities.

“When people ask them, ‘What do you do?’ they say, ‘I’m an entrepreneur,’” Shepherd said. “Are you still an entrepreneur once your business fails?

“And so the psychology literature really gave us some good tools to say that maybe you do a bit of grief work; you talk it through with someone, and as you come up with a story for why it failed, then it makes it a little less painful,” he said. “The negative emotional reaction can diminish.”

Resilient Entrepreneurs Don’t Shy Away from Failure

By Daniel Butcher

Some of the most common mistakes that entrepreneurs make are focusing too much on past successes, pretending that hard work always results in success, and not learning from failure, according to Academy of Management Scholar Dean Shepherd of the University of Notre Dame.

Shepherd said that the shocking closure of his own father’s business was what inspired him to study the effects of entrepreneurial failures. He described loss orientation as communicating about the disappointing or traumatic event and restoration orientation as thinking about other things, including next steps.

“It was a family business in residential construction formed around 1965—I am not sure how large it was, but [it built] maybe 100 houses per year, and there were no full-time employees; my father used a lot of sub-contractors,” Shepherd said. “It started to experience some difficulties approximately one year before he closed it down.

“He was very much a restoration-orientation person, so he refused to talk about it, just like a typical Australian male, and he and I never discussed it,” he said. “He never engaged in loss orientation, [grieving the] loss of his business; he never oscillated between loss orientation and restoration orientation, and so he suffered for a long time as a result of that.

“I did research on scientists working in Germany, and when their projects failed, those that were able to oscillate between the two, loss orientation and restoration orientation, were the ones who were most successful at processing the setback or loss, bouncing back, and moving forward.”

Shepherd cited the work of Eric Ries, an entrepreneur and author of The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses, as emblematic of a strain of entrepreneurship that doesn’t shy away from failure but actually highlights the need for it to inform the organization’s plans, budgeting, and initiatives.

“A lot of entrepreneurs now, including the author of The Lean Startup, are trying to think about different projects like real options, so they’re probes into an uncertain environment, and if we have many of them, then we gain information, and as we get that information, we can kill some projects and redeploy the resources to the ones that show promise,” Shepherd said. “That’s a way to try and manage the uncertainty, and it really has failure as part of the process, because we must terminate those initiatives that don’t show promise in order for this strategy to work.

“If we have an anti-failure bias and we choose not to terminate them, or we take longer to make the decision to discontinue them, then the downside losses actually start to increase,” he said. “The best examples are my dad, who struggled to process failure, and the studies of the German scientists, some of whom were able to deal with failure in a productive way.”