There’s a quote that is in perpetual circulation across the internet—probably misattributed a million times over—about how smart people learn from their mistakes, but wise people learn from other people’s mistakes. Enter the mentor.
Back in May, this newsletter published a guide on the dos and don’ts of mentorship. This week, we go deeper as McKinsey Global Publishing fellow and Gen Zer Owusu Agyeman asks one of his mentors, McKinsey chief technology and platform officer Jacky Wright, questions about mentorship, Gen Z in the workplace, and more. Wright, who has spent more than 20 years in technology jobs across the US and the UK, most recently worked as Microsoft’s chief digital officer. Their conversation has been edited for clarity and length.
Owusu Agyeman: Why is mentoring me—and others—so important to you?
Jacky Wright: In my first technology job, there was only one other woman in the entire organization—just one. When I got there, she immediately came to me and said, “Jacky, I’m going to help guide you through this maze of a corporation.” Early on, I recognized the power of having somebody shepherd you. Because of that, I make it a point to make sure I’m doing the same thing. I’m a Black woman in technology, so I have been a “unicorn” in the past, which meant that, for me, I immediately had to figure out how to navigate a situation.
Owusu Agyeman: So you went from mentee to mentor. What is necessary for a healthy mentorship relationship?
Jacky Wright: Yes, I have gone from mentee to mentor, but I am also being mentored as well. You say I’m your mentor, but you are mine as well. I mean, how else can I understand what a Gen Zer is thinking about? And how can I help you without you mentoring me and guiding me? So I think it’s a reciprocal relationship.
For a productive mentor relationship, be crystal clear about what your mentor can do for your development. You can have many mentors, and each one brings something different to the table. Ask yourself, “What are some of the skills I need in my career?”—which is a different ask from trying to decide what you want to do in life. You need to know what you want out of a relationship and what you can give, so then there’s a commitment element. Commitment takes time. Relationships evolve, they mature. Mentorship can’t be a one-time thing.
Owusu Agyeman: In your experience with Gen Z, what have you seen that you feel is an asset or strength [of our generation]?
Jacky Wright: We have a whole society of young folks who are focused on things that are existential—such as climate change—who are not afraid to voice their opinions about things that are important to them, and who embrace technology to innovate and progress an agenda. Gen Z has this unique ability to influence and to bring a voice to things that matter in ways that we never did before. That’s one. The second is this relentless pursuit of achievement. No matter what it means, whether you’re an entrepreneur or whether you’re in a corporate world, this notion of relentless pursuit of something.
Owusu Agyeman: How would you advise younger colleagues to handle situations where their team is resistant to change that they really believe in?
Jacky Wright: Change is constant, but not everybody, really, can rise to the occasion and recognize that, because they personalize it. What does change mean for me? Will there be adverse effects and impacts as it relates to me? The key is mindset. You have to determine what is the best way for you to cope in a changing environment.
Understanding what motivates people is very important in a changing environment. When you can understand an individual’s motivation, then you can help them understand what’s in it for them in a positive way.
Owusu Agyeman: What advice would you give to Gen Zers on how to adopt technology in their personal or professional lives?
Jacky Wright: I don’t have to tell a digital native how to adopt tech, because it’s innate for them, really. I would focus on the ability to identify ethical risks and risks associated with using new technology. I think we need to spend more time on helping our young folks learn to build a muscle around that because you are the future and, as much as you’ve adopted technology, if you can just get that added piece, you can help us dramatically mitigate risks that are going to naturally occur in this space.
Owusu Agyeman: How can younger employees think about building credibility with more senior colleagues?
Jacky Wright: You have to actively go out and help people understand what you can bring to the table, how you can help them, and what help you need from them. Come in as a collaborator with a point of view in a position. That is the secret sauce to being able to build your credibility. There’s also making sure that you have some depth and data, depending on the cultural environment, which can reinforce your position. If you’re in a meeting and you have an ally in the room, you could ask your ally, “How well did I do?” Remember, credibility comes with a series of successes over time.
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