Mentor up: How to be a great mentee and drive your own growth

In Alexandre Dumas’ classic The Count of Monte Cristo, we follow the story of a modest young sailor, Edmond Dantès, who — despite great tribulations and misfortune — rises from the depths after nine years of wrongful imprisonment to become one of the most educated, respected, and powerful leaders of his time. Driven by a desire for justice, he seeks vengeance on those who wronged him and his family.

This remarkable transformation wasn’t accomplished alone. The catalyst for Edmond’s metamorphosis was his serendipitous prison mate, Abbé Faria. A learned priest and scholar with extensive knowledge in the arts, languages, politics, and philosophy, the abbé took Edmond under his wing. Together, they spent countless hours attempting to dig their way out of prison but also cultivating Edmond’s intellect and worldview. Their bond culminated in the abbé disclosing the location of a hidden treasure — providing Edmond with the means to pursue his mission.  

Over several years of confinement, the abbé educates Edmond through structured daily lessons, teaching him languages, literature, logic, economics, and strategy. This mentorship is rooted in patience, discipline, and a genuine desire to elevate the student. The abbé recognizes Edmond’s potential and commits himself to developing his intellect and character — not for personal gain but to help him rise above injustice. Similarly, Edmond doesn’t passively receive this guidance; he actively engages in his learning.

The mentor-led dynamic continues to shape how mentorship is commonly viewed in professional fields like healthcare. While this timeless model remains relevant, today’s healthcare landscape increasingly calls for a more balanced, mentee-driven approach — one in which both parties actively contribute to the growth process. 

From guidance to collaboration

The traditional mentorship model still resonates in healthcare, where the focus has centered on the mentor’s responsibility to guide and develop emerging professionals. Whether it is a seasoned practice manager training a new supervisor, a nurse leader mentoring new graduates, or a senior physician coaching a resident, the expectation has typically been that the mentor drives the relationship.