This morning, I stared at WordPress.com’s daily writing challenge: “List of people you admire and look to for advice.” My cursor blinked relentlessly on the empty page. My mind didn’t create a simple list. Instead, it wandered to something more profound. I thought of the rare individuals who’ve recognized potential in me long before I saw it myself.
We all encounter countless people throughout our careers. Some pass through briefly; others linger a while. Yet, true mentors are a unique species. They don’t just compliment your work or offer casual encouragement. They see something essential in you, something you have glimpsed only fleetingly in yourself.
The Difference Between Praise and Recognition
I remember my first position at the Ministry of Health, Seychelles. Fresh out of graduate school with my statistics degree, I was eager but terrified. My supervisor, Dr. Conrad, was intimidating—a veteran epidemiologist with piercing eyes who rarely offered compliments. Three months into my position, he called me into his office after reviewing my analysis of a complex longitudinal dataset.
“Your ability to translate statistical findings into meaningful insights is exceptional,” he said, pointing to a section of my report. “Non-specialists can easily grasp your insights. Most statisticians either overwhelm stakeholders with technical details or oversimplify to the point of inaccuracy. You’ve found the middle path.”
That wasn’t just praise. It was recognition. Dr. Conrad had named something I’d never fully acknowledged—a cognitive tendency that shaped how I processed and communicated quantitative information. His observation wasn’t about what I’d done but about who I was.
Years later, I still approach every data analysis project with his words echoing in my mind. This shows the first hallmark of genuine mentorship. It is the ability to articulate something fundamental about your capabilities. It must be something you hadn’t yet claimed for yourself.
Creating Space for Emergence
True mentors don’t just identify talent—they create contexts where that talent can develop and flourish. Their work goes far beyond encouraging words.
My second position was under Professor Mwaluko’s supervision. This was in the World Health Organization Health Systems Research programme for the African Region. He noticed my passion for uncovering patterns in complex health outcomes data. As a result, he restructured my responsibilities. This change created time for deeper statistical exploration. He connected me with specialized subject matter experts. He also fought for computing resources to support ambitious modeling approaches. Others considered these approaches too experimental. When my analysis of a controversial public health intervention received pushback from stakeholders, he firmly supported my methodological choices. He also helped me improve how I communicated sensitive findings.
Creating space for emergence means taking real risks. The professor risked his professional reputation because he believed in abilities I was only beginning to trust. Mentors’ investments in our growth often involve tangible commitment, not just verbal support.
The Language of Potential
The exact words mentors use matter tremendously. Generic praise evaporates quickly, but precise language about our capacities can sustain us through decades of professional challenges.
My doctoral advisor once described my analytical approach as “kaleidoscopic.” he said it was capable of rearranging existing statistical methods into novel configurations. These configurations revealed hidden patterns. That single word permitted me to embrace a quality I’d previously considered a liability. In traditional statistical training, I’d been criticized for applying techniques across seemingly unrelated domains and blending methodologies in unconventional ways. His language transformed this tendency from a technical weakness into a unique strength.
Consider the specific phrases mentors have used to describe your capacities. These often become touchstones we return to repeatedly, especially during professional doubt or transition periods. Their language is part of our internal dialogue about our identity and contributions.
Recognition Versus Traditional Assessment
Our educational systems excel at measuring certain forms of achievement while overlooking others. Standardized tests capture analytical abilities but miss creative synthesis. Academic grades reward methodical consistency but may penalize innovative risk-taking. Many of us carry talents that conventional assessments systematically undervalue.
Great mentors often help us recognize and develop precisely these overlooked capabilities. After a tense stakeholder meeting, a former colleague once asked me about conflicting interpretations of our analysis. He said, “You have an extraordinary capacity for holding opposing methodological approaches simultaneously.” You do this without rushing to judgment. That’s incredibly rare in quantitative fields. I had never received any recognition for this skill in conventional statistical contexts. Yet it became central to my work, bridging gaps between computational models and real-world implementation. I must admit that I’ve faced several challenges regarding my methods.
What capacities have your mentors highlighted that formal assessments missed? These often represent our most distinctive professional contributions.
The Before and After
A powerful mentorship establishes distinct boundaries in our professional narratives, highlighting the perspectives we held before and following pivotal insights. Before Dr. Conrad’ observation, I saw my statistical communication as merely competent. Afterwards, I recognized a distinctive approach that differentiated my work. Before Professor Mwaluko’s investment, I tentatively approached novel analytical methods. Afterwards, I pursued complex statistical explorations with legitimate confidence.
This transformative quality separates proper mentorship from routine professional guidance. We walk away and fundamentally change how we understand ourselves.
The Long View: Seeing Around Corners
Most remarkably, outstanding mentors often recognize potential that won’t fully manifest for years. They glimpse capabilities that remain dormant in our present circumstances but will become essential in future roles.
Early in my career, the head of our department commented on my unique capacity. He noted my ability to translate between statistical rigour and practical applications across different domains. At the time, these tasks seemed tangential to my core work as a statistician focused on methodology. A decade later, leading cross-functional data teams became central to my role. During this time, my capacity for translation emerged as my most valuable professional asset. He could then see nuances that I was not yet aware of.
Genuine mentors operate with extended time horizons. They’re more interested in your long-term impact than your short-term performance. This long-term perspective can feel startling in professional environments otherwise obsessed with quarterly results and annual reviews.
The Reciprocal Nature of Recognition
While we rightly focus on what mentors give us, meaningful mentorship involves reciprocity. The recognition flows both ways. We see in our mentors qualities they may not fully appreciate in themselves. My relationship with Dr. Conrad and Professor Mwaluko changed from hierarchical guidance to mutual respect over the years. This was partly because I identified strengths in their analytical approach. Previous statisticians on their team hadn’t articulated these strengths.
This reciprocity doesn’t necessarily emerge immediately. Sometimes years pass before we can offer meaningful recognition in return. But eventually, the most significant mentoring relationships develop this quality of mutual seeing.
Mentoring Forward
We show the greatest honour to those who’ve recognized our essential capabilities by developing similar attunement to potential in others. We should cultivate similar attunement in others. We should develop the same awareness of potential in others. We should aim to recognize and nurture similar potential in others. This doesn’t mean mimicking our mentors’ styles but creating our authentic approach to witnessing others’ distinctive gifts.
For me, this has meant developing specific practices. I maintain genuine curiosity about colleagues’ thinking processes rather than just their results. I notice which activities consistently energize rather than deplete them. I also pay attention to the unique questions they ask rather than just the answers they provide.
I observe a colleague or direct report demonstrating a capacity they haven’t fully claimed. I try to specifically name it. I explain that they did something well. I also highlight how their approach reveals something distinctive about their professional identity. The language matters tremendously. Do not simply say, “Good job on that analysis.” Instead, say, “Your ability to structure complex statistical methods in ways that highlight practical implications shows remarkable conceptual clarity.”
Finding Your Own Mentors
If you’re early in your professional journey, actively seek relationships with people who demonstrate this capacity for recognition. These aren’t necessarily the most senior or credentialed individuals in your field. Instead, search for people who show genuine curiosity about how others think and work. Look for those who ask questions that help you articulate your emerging understanding of your strengths.
Pay attention to how you feel in conversation with potential mentors. The best mentoring relationships involve a particular quality of attention. It should leave you feeling more clearly seen. You should not feel evaluated or judged.
Conclusion: The Ripple Effects of Recognition
The insights offered by true mentors continue expanding long after the original relationship. Dr. Conrad’s recognition of my ability to translate statistical findings influenced every analysis I’ve conducted since. Professor Mwaluko’s investment in my methodological exploration shaped how I approach complex datasets decades later. My advisor’s language about kaleidoscopic thinking still guides how I approach interdisciplinary statistical problems.
When someone truly sees us—our current performance and our distinctive potential—it fundamentally alters how we understand ourselves. This recognition becomes part of our professional identity. It subtly influences countless decisions about which opportunities to pursue. It determines which projects energize us and which directions align with our authentic capabilities.
In this way, mentorship creates ongoing ripples of recognition that extend far beyond the original relationship. By helping us see ourselves more clearly, mentors change what we do and who we become.
L J Padayachy 
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