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    "result": {"pageContext":{"editorial":{"title":"How to Implement Long-Term Thinking to Achieve Meaningful Goals","description":"Duke Professor and author Dorie Clark talks to Chief about long-term thinking, time management strategies, and focus as a corporate leader.","slug":{"current":"dorie-clark-long-term-strategic-thinking"},"isPodcast":null,"megaphoneLink":null,"articleAuthor":null,"byline":"Courtney Connley","publishDate":"2022-01-13","episodeImage":null,"heroBackgroundColor":null,"heroImage":null,"id":"-e5add3ad-a09a-5117-ab95-7af8fb192559","category":"EXECUTIVE IMPACT","editorialCategory":null,"podcastDescription":null,"podcastTranscript":null,"isSponsored":null,"_rawSponsorship":null,"_updatedAt":"2022-01-26T19:52:53Z","content":[{"_key":"55754d91620c","_type":"block","children":[{"_key":"48f19af07624","_type":"span","marks":[],"text":"In a time of ongoing change and uncertainty, creating space for long-term strategic thinking can seem like a nearly impossible task. In fact, a global study conducted by the consulting company Management Research Group found that out of 10,000 senior leaders, "},{"_key":"aaa8bf286870","_type":"span","marks":["272d149f5ba3"],"text":"97%"},{"_key":"100d0e811237","_type":"span","marks":[],"text":" believe that strategic thinking is the top leadership skill needed to achieve success at their organization. Yet, a similar study found that 96% of executives feel like they don't have time to do so."}],"markDefs":[{"_key":"272d149f5ba3","_type":"link","href":"https://hbr.org/2018/06/if-strategy-is-so-important-why-dont-we-make-time-for-it"}],"style":"normal"},{"_key":"8e1f119f5226","_type":"block","children":[{"_key":"e2731abdb13e","_type":"span","marks":[],"text":"Recently, author and Duke University Professor Dorie Clark led Chief Members through a workshop on how leaders can create time for long-term thinking in order to achieve a specific goal."}],"markDefs":[],"style":"normal"},{"_key":"4da244a04c0d","_type":"block","children":[{"_key":"8111a70953c6","_type":"span","marks":["strong"],"text":"1. Create More White Space: "},{"_key":"0c4724d0f6a3","_type":"span","marks":[],"text":"Clark explains that an individual's ability to create time for long-term thinking is often hindered by a non-stop schedule that's filled with meetings, emails, and a long to-do list of other tasks. To break up the busyness of one's schedule, she suggests leaders ask themselves four questions before saying \"yes\" to a request: 1) What is the total cost of this request? 2) What is the physical and emotional cost? 3) What is the opportunity cost? 4) How would I feel in a year if I did or didn't do this?"}],"markDefs":[],"style":"normal"},{"_key":"1c4a97833206","_type":"block","children":[{"_key":"caf4ea1ba668","_type":"span","marks":["strong"],"text":"2. Find a Balance Between Keeping Your Head Up And Keeping Your Head Down: "},{"_key":"aa87cfdcaaf5","_type":"span","marks":[],"text":"In order to successfully become a long-term strategic thinker, Clark says it's important for leaders to know that both hard work and networking is needed. She warns leaders to not be so consumed by the duties of their workload that they forget to lift their head up to socialize and meet new people who can help them achieve their goals."}],"markDefs":[],"style":"normal"},{"_key":"5e8d777ded27","_type":"block","children":[{"_key":"03702b92b7c1","_type":"span","marks":["strong"],"text":"3. Figure Out Your 20% Time: "},{"_key":"256ce0e4a2b3","_type":"span","marks":[],"text":"Similar to "},{"_key":"07fb4be5762d","_type":"span","marks":["088fc04ec039"],"text":"Google's 20% rule"},{"_key":"eb5d0b92310b","_type":"span","marks":[],"text":", where workers are encouraged to spend up to 20% of their time on activities and projects outside of their job, Clark says leaders should devote 20% of their schedule to invest in professional development or other personal goals they're hoping to achieve. \"Let's be realistic. You might not have the bandwidth to do it right now,\" Clark says. \"Maybe it's 3% time. But whatever we can do to carve out that space for ourselves, that is how we begin to create career insurance.\""}],"markDefs":[{"_key":"088fc04ec039","_type":"link","href":"https://www.cnbc.com/2021/12/16/google-20-percent-rule-shows-exactly-how-much-time-you-should-spend-learning-new-skills.html"}],"style":"normal"},{"_key":"c01614a6a7c1","_type":"block","children":[{"_key":"e11ff0385b27","_type":"span","marks":["strong"],"text":"4. Bonding and Bridging: "},{"_key":"55fc52a2e329","_type":"span","marks":[],"text":"Clark explains that building and maintaining a diverse network is the key to having a successful career, which is why she says leaders should focus on bonding and bridging their social capital in order to improve their strategic thinking skills. Bonding, she says, is building relationships with people who have similar interests to you. While bridging is building relationships with people who are different from you. \"If we are not thoughtful, and if we are not conscious, our networks can very much veer toward over-indexing on bonding capital,\" she says. \"But here's the thing, a healthy network — which we have to work and fight to cultivate — is a network that has both bonding and bridging capital.\""}],"markDefs":[],"style":"normal"},{"_key":"9b74d6aa5ddf","_type":"block","children":[{"_key":"78c57ed4534f","_type":"span","marks":["strong"],"text":"5. Watch Out For Raindrops: "},{"_key":"e8e6aa5736a0","_type":"span","marks":[],"text":"When implementing long-term thinking in order to achieve a specific goal, Clark says it's easy for a leader to feel like they aren't making progress. She says that maybe something they thought would take a few months is taking a few years to achieve and they want to give up. To combat this feeling, Clark says it's important for leaders to take stock of the small wins, or what she calls the \"raindrops,\" they've had on your journey."}],"markDefs":[],"style":"normal"},{"_key":"2c4e37f16232","_type":"block","children":[{"_key":"37d318f62fbb","_type":"span","marks":[],"text":"\"Those are the things that you need to look for,\" she says. \"The small signs like the unsolicited email from your boss praising you. The invitation that you get to be on a podcast or to speak at a conference…We have to look for that. We need to recognize it because those are the signs of progress.\""}],"markDefs":[],"style":"normal"},{"_key":"04df430a1f8e","_type":"block","children":[{"_key":"5a2b8df84548","_type":"span","marks":["strong"],"text":"6. Don't Let Others Define What You're Capable Of: "},{"_key":"8ed6ff7bfd4c","_type":"span","marks":[],"text":"When a leader is strategically thinking and working towards a goal, Clark says it's not uncommon for them to encounter people who weigh in on what they can and can't do. But it's critical, she says, that they remain focused on the thing they're trying to accomplish. \"We have to have the self-confidence to realize that we are more than the line items on our resume,\" she says. \"If we peel it back, there are foundational skills that we've developed that are transferable and that we can deploy in new and creative places.That is a form of long-term thinking.\""}],"markDefs":[],"style":"normal"},{"_key":"41b42b754d06","_type":"block","children":[{"_key":"b2579b2dbcad","_type":"span","marks":["strong"],"text":"7. Think About The Type of Person You Want to Be: "},{"_key":"dad7c81b97f1","_type":"span","marks":[],"text":"When mastering long-term thinking skills in order to achieve a goal, Clark says it's important for leaders to consider the type of person they want to be down the line and to ask themselves if they're aiming towards that. \"If we're clear on that, it helps us understand a lot more about the choices we want to make that are right for us,\" she says."}],"markDefs":[],"style":"normal"}],"supportingContent":null,"_rawEditorialCategory":null,"article_related_series":null},"next":{"title":"Balancing the Demands of Mentorship as an Executive Leader","article":{"title":"Balancing the Demands of Mentorship as an Executive Leader","description":"Mentorship at work helps to build the next generation of leaders, but it’s important for executives to set boundaries around mentor-mentee relationships.","slug":{"current":"navigating-mentor-mentee-relationship-at-work"},"isPodcast":null,"megaphoneLink":null,"articleAuthor":null,"byline":"Rebecca Gale","publishDate":"2022-01-05","episodeImage":null,"heroBackgroundColor":null,"heroImage":{"caption":"TKTK CAPTION OF IMAGE TKTKTK. 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But on the other hand, as you balance the demands of your executive role, you might feel compelled to pull back in order to avoid feeling burned out or exhausted as a leader."}],"markDefs":[{"_key":"2aeaac8116eb","_type":"link","href":"https://www.washingtonpost.com/graphics/national/obama-legacy/michelle-obama-biography.html"}],"style":"normal"},{"_key":"40f5916a286a","_type":"block","children":[{"_key":"828664632b3c","_type":"span","marks":[],"text":"With the pandemic continuing to impact our daily lives, data shows that it's women, specifically women leaders, who are experiencing the most burnout as they juggle work, caregiving, and household chores. In addition to "},{"_key":"a6a537c31e4a","_type":"span","marks":["bcf2b3eccba4"],"text":"one in five women leaders"},{"_key":"11d6e45e5aab","_type":"span","marks":[],"text":" spending extra time on diversity and inclusion efforts that are not part of their job, data from LeanIn.org and McKinsey shows that women executives are more likely than men to mentor employees in the workplace. Though the demands of mentorship can be overwhelming to some, Alexandra Phillips, a Chief guide and executive coach, says that mentorship is something executive-level women should make time for because they stand to gain a lot — often times as much as the mentee — out of the opportunity."}],"markDefs":[{"_key":"bcf2b3eccba4","_type":"link","href":"https://www.bizjournals.com/bizwomen/news/latest-news/2021/09/mckinsey-lean-in.html?page=all"}],"style":"normal"},{"_key":"477c804a5286","_type":"block","children":[{"_key":"a5e8d5959804","_type":"span","marks":[],"text":"\"It really needs to be a two-way street [though],\" Phillips says. \"When someone takes on a mentee, they feel as though they want to give what they didn't have. But if you give too much, you take the onus on you to entirely develop this person's career.\""}],"markDefs":[],"style":"normal"},{"_key":"dc70cef6b31e","_type":"block","children":[{"_key":"99e3773b6089","_type":"span","marks":["strong"],"text":"Set Time Limits Around Mentorship Duties"}],"markDefs":[],"style":"sectionHeader"},{"_key":"4447cf9b8e53","_type":"block","children":[{"_key":"a6ab88f89cf4","_type":"span","marks":[],"text":"Phillips has seen examples of executive women giving too much to mentees, where their scheduling demands exceed their available time. As a result, their work and personal relationships suffer, and in some cases, they're even unable to see through on their mentorship commitments. To combat this, Shauwea Hamilton, Chief Member and executive director of a nonprofit organization in Brooklyn, NY, says she always sets boundaries and establishes a timeline for how long she plans to mentor someone."}],"markDefs":[],"style":"normal"},{"_key":"416339276816","_type":"block","children":[{"_key":"0693cc3eb1fa","_type":"span","marks":[],"text":"\"Mentorship is support provided for a specific end,\" she says. For some situations, such as a person preparing for an interview, Hamilton and the mentee meet two times to prepare for the interview, and then a follow-up only as needed. For those seeking more general career advice, Hamilton limits the meetings to once per month. In each relationship, she creates an off-ramp, so both sides are clear as to when the mentorship will end, and what those next steps will be."}],"markDefs":[],"style":"normal"},{"_key":"18624f18a29b","_type":"block","children":[{"_key":"c7eea7ec0dbb","_type":"span","marks":[],"text":"Hamilton explains that after the formal mentorship period has ended, she continues to keep in touch with many of the individuals she's mentored, which allows for her network to continue to grow. But, she says there is no expectation for them to speak on a frequent basis, allowing her to move on and effectively mentor other individuals without feeling overwhelmed."}],"markDefs":[],"style":"normal"},{"_key":"a2be853c30ee","_type":"block","children":[{"_key":"8ba4ad5bced9","_type":"span","marks":[],"text":"\"Some people assume that a mentor is for the rest of your life,\" says Phillips. \"And some people gather mentees and never send them on their way.\" Phillips agrees with Hamilton about setting boundaries and time limits around mentor-mentee relationships so that they can be more purposeful. She suggests holding on to a mentor for six months, and then evaluating if that formal mentor-mentee relationship needs to be extended. She also advises executives to take on one to two mentees at a time. \"More than that, and it can be too much,\" she says."}],"markDefs":[],"style":"normal"},{"_key":"15b4e1a77bae","_type":"block","children":[{"_key":"8b7d6347d729","_type":"span","marks":["strong"],"text":"Understand the Learning Opportunities of Being a Mentor"}],"markDefs":[],"style":"sectionHeader"},{"_key":"a2d57e4a22e2","_type":"block","children":[{"_key":"61eabec7f695","_type":"span","marks":[],"text":"Allowing yourself permission to learn from your mentee is something Phillips recommends, especially those who come from different generations. \"Too often we feel as though we have to know it all, but sometimes our mentees can provide razor-sharp clarity when they question existing paradigms,\" she says. \"Remember, doing things the way they have always been done is the death of innovation. So allow yourself to see things through the wonderful lens of someone who may have fewer years of experience.\""}],"markDefs":[],"style":"normal"},{"_key":"8fd0da6043db","_type":"block","children":[{"_key":"778036c2a163","_type":"span","marks":[],"text":"Deborah Kerson Bilek, executive director of a Washington, D.C.-based nonprofit, agrees. She says that her leadership position has given her a de facto role as a mentor, even when she hasn't sought to label the relationship as such, and it's allowed her to learn a lot from her younger colleagues."}],"markDefs":[],"style":"normal"},{"_key":"273593cd6822","_type":"block","children":[{"_key":"3e3b13e781f4","_type":"span","marks":[],"text":"During a one-on-one conversation with a junior team member, she recalls being asked a personal growth question. \"She wanted to understand how she presents herself outwardly, compared to what I know about her,\" Kerson Bilek explained. \"I was really floored [she chose] to use this opportunity to seek that kind of reflection and feedback. It led to a really fascinating conversation, and I started thinking about that for myself.\""}],"markDefs":[],"style":"normal"},{"_key":"edd655f3f639","_type":"block","children":[{"_key":"d41a6926429a","_type":"span","marks":[],"text":"At the time, Kerson Bilek was transitioning to her current position as executive director. She reached out to her own mentors, asking that same question, and came up with some specifics on ways she could excel in her new role."}],"markDefs":[],"style":"normal"},{"_key":"a90d8dba2094","_type":"block","children":[{"_key":"14a831725752","_type":"span","marks":[],"text":"While some leaders may feel inclined to shy away from the responsibility of being a mentor, Hamilton emphasizes how rewarding the relationship can be when used effectively. She explains that as she continues to think about her own career path, she's learned that mentorship is one of the things she values a lot. \"It's really about making time for things that are important to you,\" she says."}],"markDefs":[],"style":"normal"}],"supportingContent":[{"_key":"dbcaffaa4b5f","_type":"nextUpFeatured","article":{"_id":"6898e932-2c69-4469-8d9d-f2767789bb2b","_type":"editorial","_rev":"HVao7AivMXTNTMm8II6DL0","_createdAt":"2022-01-25T23:05:47Z","_updatedAt":"2026-04-02T13:41:17Z","articleAuthor":{"_id":"a5a6ea15-0332-483a-ae2e-c10f37380ad3","_type":"author","_rev":"8avhgfh23lvfLBQBV5e9ZN","_createdAt":"2022-12-16T14:24:04Z","_updatedAt":"2022-12-16T14:24:04Z","bio":[{"_key":"aa21e7907306","_type":"block","children":[{"_key":"f43118fc236a","_type":"span","marks":[],"text":"Testing author bio"}],"markDefs":[],"style":"normal"}],"name":"New Author QA","slug":{"_type":"slug","current":"new-author-qa"},"id":"-6f3d2581-90d5-5712-953e-883bcc3850c5","children":[],"parent":null},"byline":"Courtney Connley","category":"EXECUTIVE IMPACT","content":[{"_key":"6ab18c7028fc","_type":"block","children":[{"_key":"a6e77a002807","_type":"span","marks":["strong","em"],"text":"Listen to "},{"_key":"339b9cdb5843","_type":"span","marks":["strong","em","3d277a05c1a4"],"text":"\"The New Rules of Business\""},{"_key":"1a3054f50d75","_type":"span","marks":["strong","em"],"text":" by Chief and follow wherever you get your podcasts."}],"markDefs":[{"_key":"3d277a05c1a4","_type":"link","href":"https://podcasts.apple.com/us/podcast/the-new-rules-of-business/id1591963543"}],"style":"normal"},{"_key":"57e92a83e970","_type":"block","children":[{"_key":"a70da59ad96b","_type":"span","marks":[],"text":"The pandemic has brought about major changes to the way we work, including long-term hybrid workplaces and increased commitments to diversity and inclusion. But, when operating in a perma-remote or hybrid work environment, do DEI efforts fall short? And do individuals from marginalized communities feel more included or less included when working outside the office?"}],"markDefs":[],"style":"normal"},{"_key":"38f90f085d38","_type":"block","children":[{"_key":"c4de3cff64d5","_type":"span","marks":[],"text":"In the latest episode of \"The New Rules of Business\" by Chief, Co-Founder Carolyn Childers talks to author, speaker, and DEI consultant Minda Harts about the importance of ensuring racially diverse employees aren't left behind as leaders think about the future of work."}],"markDefs":[],"style":"normal"},{"_key":"a07dba37b253","_type":"block","children":[{"_key":"d414c5fc7454","_type":"span","marks":[],"text":"\"A lot of Black and brown women experience those day-to-day microaggressions and macroaggressions. So [while] being at home, they weren't experiencing it as much because it was really about the work,\" Harts says, while pointing to a study that shows more than 50% of Black employees felt like they didn't belong at their company until they worked from home. \"Now that we know this information, what do we need to be asking our Black women, or our brown women, or women who are over 50, or mothers or caretakers: What are the questions that we need to ask to make sure that they feel seen, heard, and supported returning back to [the office], whatever that might mean?\""}],"markDefs":[],"style":"normal"},{"_key":"f93ac5662495","_type":"block","children":[{"_key":"2be407ad3190","_type":"span","marks":[],"text":"Later in the episode, Harvard Business Professor Frances Frei and researcher Anne Morriss return to the podcast to talk to Carolyn and Lindsay about the benefits of remote work and how leaders can fairly measure performance to ensure all employees are accurately 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","attribution":"Photo Credit: TK Stocksy","altText":"hero image keyword, keyword, keyword","asset":{"id":"image-8e87cd989918099c4625f3dfcaf215e3201770ba-1920x1104-jpg","url":"https://cdn.sanity.io/images/xcsyo6gw/staging/8e87cd989918099c4625f3dfcaf215e3201770ba-1920x1104.jpg"}},"content":[{"_key":"f8f2e0d970f6","_type":"block","children":[{"_key":"529af76a91c0","_type":"span","marks":[],"text":"There's a conflict that many C-Suite leaders face: On one hand, when you've made it to senior leadership, there is an expectation — or a duty as "},{"_key":"ffa02b6ee3aa","_type":"span","marks":["2aeaac8116eb"],"text":"Michelle Obama might say"},{"_key":"a54a0505b931","_type":"span","marks":[],"text":" — to give back to the next generation. But on the other hand, as you balance the demands of your executive role, you might feel compelled to pull back in order to avoid feeling burned out or exhausted as a leader."}],"markDefs":[{"_key":"2aeaac8116eb","_type":"link","href":"https://www.washingtonpost.com/graphics/national/obama-legacy/michelle-obama-biography.html"}],"style":"normal"},{"_key":"40f5916a286a","_type":"block","children":[{"_key":"828664632b3c","_type":"span","marks":[],"text":"With the pandemic continuing to impact our daily lives, data shows that it's women, specifically women leaders, who are experiencing the most burnout as they juggle work, caregiving, and household chores. In addition to "},{"_key":"a6a537c31e4a","_type":"span","marks":["bcf2b3eccba4"],"text":"one in five women leaders"},{"_key":"11d6e45e5aab","_type":"span","marks":[],"text":" spending extra time on diversity and inclusion efforts that are not part of their job, data from LeanIn.org and McKinsey shows that women executives are more likely than men to mentor employees in the workplace. Though the demands of mentorship can be overwhelming to some, Alexandra Phillips, a Chief guide and executive coach, says that mentorship is something executive-level women should make time for because they stand to gain a lot — often times as much as the mentee — out of the opportunity."}],"markDefs":[{"_key":"bcf2b3eccba4","_type":"link","href":"https://www.bizjournals.com/bizwomen/news/latest-news/2021/09/mckinsey-lean-in.html?page=all"}],"style":"normal"},{"_key":"477c804a5286","_type":"block","children":[{"_key":"a5e8d5959804","_type":"span","marks":[],"text":"\"It really needs to be a two-way street [though],\" Phillips says. \"When someone takes on a mentee, they feel as though they want to give what they didn't have. But if you give too much, you take the onus on you to entirely develop this person's career.\""}],"markDefs":[],"style":"normal"},{"_key":"dc70cef6b31e","_type":"block","children":[{"_key":"99e3773b6089","_type":"span","marks":["strong"],"text":"Set Time Limits Around Mentorship Duties"}],"markDefs":[],"style":"sectionHeader"},{"_key":"4447cf9b8e53","_type":"block","children":[{"_key":"a6ab88f89cf4","_type":"span","marks":[],"text":"Phillips has seen examples of executive women giving too much to mentees, where their scheduling demands exceed their available time. As a result, their work and personal relationships suffer, and in some cases, they're even unable to see through on their mentorship commitments. To combat this, Shauwea Hamilton, Chief Member and executive director of a nonprofit organization in Brooklyn, NY, says she always sets boundaries and establishes a timeline for how long she plans to mentor someone."}],"markDefs":[],"style":"normal"},{"_key":"416339276816","_type":"block","children":[{"_key":"0693cc3eb1fa","_type":"span","marks":[],"text":"\"Mentorship is support provided for a specific end,\" she says. For some situations, such as a person preparing for an interview, Hamilton and the mentee meet two times to prepare for the interview, and then a follow-up only as needed. For those seeking more general career advice, Hamilton limits the meetings to once per month. In each relationship, she creates an off-ramp, so both sides are clear as to when the mentorship will end, and what those next steps will be."}],"markDefs":[],"style":"normal"},{"_key":"18624f18a29b","_type":"block","children":[{"_key":"c7eea7ec0dbb","_type":"span","marks":[],"text":"Hamilton explains that after the formal mentorship period has ended, she continues to keep in touch with many of the individuals she's mentored, which allows for her network to continue to grow. But, she says there is no expectation for them to speak on a frequent basis, allowing her to move on and effectively mentor other individuals without feeling overwhelmed."}],"markDefs":[],"style":"normal"},{"_key":"a2be853c30ee","_type":"block","children":[{"_key":"8ba4ad5bced9","_type":"span","marks":[],"text":"\"Some people assume that a mentor is for the rest of your life,\" says Phillips. \"And some people gather mentees and never send them on their way.\" Phillips agrees with Hamilton about setting boundaries and time limits around mentor-mentee relationships so that they can be more purposeful. She suggests holding on to a mentor for six months, and then evaluating if that formal mentor-mentee relationship needs to be extended. She also advises executives to take on one to two mentees at a time. \"More than that, and it can be too much,\" she says."}],"markDefs":[],"style":"normal"},{"_key":"15b4e1a77bae","_type":"block","children":[{"_key":"8b7d6347d729","_type":"span","marks":["strong"],"text":"Understand the Learning Opportunities of Being a Mentor"}],"markDefs":[],"style":"sectionHeader"},{"_key":"a2d57e4a22e2","_type":"block","children":[{"_key":"61eabec7f695","_type":"span","marks":[],"text":"Allowing yourself permission to learn from your mentee is something Phillips recommends, especially those who come from different generations. \"Too often we feel as though we have to know it all, but sometimes our mentees can provide razor-sharp clarity when they question existing paradigms,\" she says. \"Remember, doing things the way they have always been done is the death of innovation. So allow yourself to see things through the wonderful lens of someone who may have fewer years of experience.\""}],"markDefs":[],"style":"normal"},{"_key":"8fd0da6043db","_type":"block","children":[{"_key":"778036c2a163","_type":"span","marks":[],"text":"Deborah Kerson Bilek, executive director of a Washington, D.C.-based nonprofit, agrees. She says that her leadership position has given her a de facto role as a mentor, even when she hasn't sought to label the relationship as such, and it's allowed her to learn a lot from her younger colleagues."}],"markDefs":[],"style":"normal"},{"_key":"273593cd6822","_type":"block","children":[{"_key":"3e3b13e781f4","_type":"span","marks":[],"text":"During a one-on-one conversation with a junior team member, she recalls being asked a personal growth question. \"She wanted to understand how she presents herself outwardly, compared to what I know about her,\" Kerson Bilek explained. \"I was really floored [she chose] to use this opportunity to seek that kind of reflection and feedback. It led to a really fascinating conversation, and I started thinking about that for myself.\""}],"markDefs":[],"style":"normal"},{"_key":"edd655f3f639","_type":"block","children":[{"_key":"d41a6926429a","_type":"span","marks":[],"text":"At the time, Kerson Bilek was transitioning to her current position as executive director. She reached out to her own mentors, asking that same question, and came up with some specifics on ways she could excel in her new role."}],"markDefs":[],"style":"normal"},{"_key":"a90d8dba2094","_type":"block","children":[{"_key":"14a831725752","_type":"span","marks":[],"text":"While some leaders may feel inclined to shy away from the responsibility of being a mentor, Hamilton emphasizes how rewarding the relationship can be when used effectively. She explains that as she continues to think about her own career path, she's learned that mentorship is one of the things she values a lot. \"It's really about making time for things that are important to you,\" she says."}],"markDefs":[],"style":"normal"}]},"href":"https://chief.com/articles/dorie-clark-long-term-strategic-thinking","relatedArticles":[]}},
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