This book tackles the question of why men are terrible at mentoring women and how to fix it. The book is written as a practical, common-sense guide aimed squarely at men who can recognize opportunities for cross-gender mentoring, but aren’t sure how to start. If you’re a man, do a quick inventory of your mentoring relationships. If none of them involve women, pick up a copy of this book and use it as an opportunity for structured self-reflection on that topic. If you’re a woman and looking to start a mentoring relationship with a man, use this book as your initial outreach. If nothing else, it will make a great conversation starter to get things going.
The U.S. Armed Forces are in for lean times ahead. Budget cuts, continuing operational demands, and ongoing attempts to re-learn the core competencies of conventional warfare will all come together to make resources scarce. Unit-level leader development efforts will have to function with minimal outside resources and assistance; even the minimal assistance higher echelons provided in the past is likely to look luxurious by comparison. At the same time, we should view this period as an opportunity to re-embrace some skills we’ve allowed to atrophy - or at least lay fallow - over the last decade of intense operational activity. The deliberate practice of professional mentoring is one of these skills that, if thoughtfully applied, can pay great dividends for military leaders in the immediate future.
It began as a few Army strategists gathering around a backyard fire pit with drinks and a few cigars. This was my initiation into two key elements of strategy—scotch and cigars. As I traveled around the world, into and out of multiple conflict, and through various jobs, two things remained — scotch and cigars.