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» VISIT US ONLINE @ DSNEWS.COM 89 Profiles in Mentorship 89 Tim Morse CEO, Auction.com T alking about mentorship is a little like nailing jelly to the wall. It's a slippery subject to articulate because the simplicity of the concept itself stands in stark contrast to the complexities involved in its practice. ere are seemingly endless varieties of it… all subject to the same dynamics as any mutually beneficial relationship. But mentorship is uniquely special as well. I believe it represents one of the highest of human qualities. It's very natural to need help. We all start with a small instinctual foundation and build from there. In big ways and in small, we acquire and apply knowledge throughout our lives. At some point, however, most of us turn some of our energy toward "building" someone else. Raising a child is a great example, but a parent's motivation is self-evident. at which motivates a coach, an acquaintance, or a colleague to take a more active role in someone else's development is another matter entirely. I've seen a lot of mentor-mentee relationships fail. Almost all of them were arranged or assigned. e best ones evolved naturally. ey may have begun as an "assignment" (ie, coach/player, or manager/employee) but the relationship grew deeper. e evolution was part personality fit, part shared values, part common purpose or outlook. Whatever that bond was, it motivated the mentor to go "above and beyond" to make someone else better. I literally can't count the number of people who have helped me along in my life and my career. I know for a fact that I wouldn't be where I am without their help and guidance. Naming a single mentor is therefore difficult. However, in applying my "above and beyond" rule, one person does stand out. His name was Russ Evans, and he was the first manager of mine at General Electric that I would truly call a leader. I spent 15+ years at GE—all around the world numerous times, and in many different businesses—but Russ would always remain one of my biggest influences. To this day, I like to think that I've stayed true to the best of what Russ taught and instilled in me. Russ and I came up via two distinctly different paths in GE. I won't bore you with the details, but for the purposes of this narrative, you should know that it's fairly unusual for a person from one path to go "above and beyond" for someone from the alternate path. Needless to say, Russ was one who did. Not with everyone, mind you. GE is a tough place with strong, competitive personalities. Russ didn't appeal to everyone, and vice versa. However, Russ was very comfortable with that fact. He was consistently true to himself, but he was also committed to evolving as a leader. I'm always impressed with successful people who remain committed to bettering themselves. Russ passed away in his early 50s about four years ago. I was on a business trip, sitting in a restaurant in Sao Palo when I received the news. I won't use dramatic prose to describe the impact it had on me—Russ would've laughed at me for that. However, it truly made me reflect on the important ways he'd influenced my career and my life. I owe him much, both tangible and intangible. He was a manager who became a mentor, and then became a friend. You can't help but miss people like that when they're no longer part of your life. However, you can repay your debt to them by going "above and beyond" for someone else. "I've seen a lot of mentor-mentee relationships fail. Almost all of them were arranged or assigned. The best ones evolved naturally."

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