I have had the honor of serving as the second-generation leader of my family’s company, Bishop-Wisecarver, since 1999. I am unusual in my role, as one of only a small handful of women presidents in the linear motion manufacturing industry, a space not exactly known for its abundance of female leaders. The support of my family and ongoing education are two key factors in my success thus far, but there is one other, often less talked about, that I think we should celebrate more: mentorship.

When I gave a talk recently at the CMTA “Women Making California” event, I titled it, “Why Are You Here?” It was a question for the audience, most of whom were young women entering or growing their careers in manufacturing. But it was also a question I’ve asked myself countless times. Why am I here? Why did I stay? And what helped me become not just the president of Bishop-Wisecarver but also a leader who feels a deep responsibility to light the way for others?

The answer is clear: mentors. Some of my mentors have been formal, some have been accidental. All have been powerful.

Some of my earliest and most enduring mentors didn’t come with that label. My father, for example, never sat me down to say, “I’m going to mentor you now.” But his actions spoke volumes. He taught me how to change a tire, how to drive a stick shift, how to make a plan and follow it through. He never said, “Girls don’t do that.” He believed in skills, self-reliance, and confidence—the kind that come from real competence. Every night at the dinner table he taught me how to be a leader and run a company through the daily activities of Bishop-Wisecarver. That’s the first lesson: a great mentor doesn’t just cheer you on. They equip you. My dad gave me the tools to believe I could do hard things because I had already done hard things.

My grandmother was a different kind of guide. Born in 1888, she lived independently, paid her own way to become a wartime nurse, and didn’t marry until age 22 (a “spinster,” according to the newspapers). She did the New York Times crossword in ink. She sent thank-you notes without fail. From her, I learned integrity, poise, and a sense of occasion in how we show up for others. Recognizing and thanking others is key to making those around you feel heard, seen, and appreciated. She taught me the so-called “soft skills,” which are among the hardest to master—and the most essential in leadership. Some mentors lead by example and give you a model to emulate.

Then there was my high school chemistry teacher, who saw my fascination with science and nurtured it. He made me his TA, encouraged me to pursue college—something no one in my family had done—and nudged me toward a future I would never have imagined for myself. Looking back, I realize how rare that kind of attention was, especially for a girl interested in STEM in a time when most of the focus went to the boys. As a mentor, he worked to help me see that I was smart enough to pursue the opportunities that were open to me –most of which I never would have perceived on my own.

Later, in my professional life, I more intentionally sought out mentors. I once hired a coach during a rough patch at work. He wasn’t flashy. He didn’t push. But he helped me find my way forward. Rather than advise me what to do in specific situations, he worked with me to find the courage and confidence to make difficult decisions and believe I could do it. He gave me the mettle to address the “elephant in the room” and the power this could give me in tough negotiations. He also gave me lessons on making my health a priority as a leader, telling me, “Even the President of the United States takes time to exercise.” These lessons served me well, and since I was in a leadership role, they served the entire company well too; a better me was better for everyone.

Through all these experiences, I have come to understand that mentorship is not only a powerful tool for individuals, but for companies and organizations as well.

From an HR perspective, mentorship drives retention, engagement, and employee satisfaction. Any company interested in supporting its employees as they grow and evolve–that is to say, any People-First company–aims to find ways to help their team feel fulfilled and confident. They also know that less turnover is better, because it saves time and money. It allows team members with deep cultural knowledge and perspective over time to develop and implement strategies that are long-term in their scope–a priority for Evergreen® businesses who seek to endure for 100 years or more. Finally, employees who feel that their employers care about them care, in turn, much more deeply about the company. Their engagement and productivity are vastly greater than an employee who is passing through or who feels that they don’t matter.

Mentorship is a powerful tool when it comes to developing your next generation of leaders as well. It creates opportunities for future leaders to learn from today’s leaders, inspiring both to be better, map up career ladder paths, and be more self-aware and intentional in their work. Over time, at a company level, strong mentor-mentee relationships result in the kind of resilience that businesses need now more than ever. In industries like mine, where women are still underrepresented and often isolated, the principle is universal: people stay where they feel seen, invested in, and believed in. Mentorship delivers that.

A more recent lesson I have learned is the extent to which mentorship is reciprocal. I’ve mentored collegiate entrepreneurs through the Women’s Business Enterprise National Council (WEBENC), a young robotics team in our community, and women in my own industry. In each instance, for all that I have given to the relationship, I’ve gained just as much in return—new perspectives, fresh approaches, and a grounding reminder of what it’s like to be at the start of a journey. Good mentoring isn’t top-down. It’s side-by-side.

At Bishop-Wisecarver, we’ve embedded mentorship into our culture in small but meaningful ways. Every new hire gets a “buddy.” We host internships. We work with local engineering programs and support all-female robotics teams. We provide access to personal and mental health mentors through an organization called LifeGuides to help them through their specific life challenges. These activities may not sound revolutionary, but they are impactful. They communicate to all involved that they belong, and that we are invested in their growth.

Mentorship is powerful for everyone, but to return for a moment to my role in an industry where there are so few other women, I can say that it is especially powerful for people like me. It’s all too easy to look around and conclude that you don’t belong. Young women who love STEM need to see that there are female role models. That they can pursue their dreams. This is true for women in all male-dominated industries, women in leadership in general, and members of any under-represented group.

Even within the exceptional community of Evergreen companies like ours, many companies still treat mentoring programs as an optional “extra”—an initiative that feels good, but that is not essential. It’s a nice to have if you can spare the time. My point of view, which has evolved from that of a young woman in a male-dominated industry to a seasoned leader, is that mentorship should not simply be a perk. It’s a strategic asset. With the access to talent getting even more competitive, growing and nurturing your internal talent is a non-negotiable.

As you consider how this might show up in your world, know that it’s fine to start small. Mentorship doesn’t have to be part of a formal program. It can start with a conversation, a coffee, a few moments of honest feedback or encouragement. What matters is the intention and the follow-through. And yes, mentees must show up, too. I’ve worked with younger professionals who reach out for guidance—and then disappear. Mentorship is not a favor being granted. It’s a relationship. And like any relationship, it requires effort on both sides.

Whether you think of yourself as more of the mentor or the mentee in your relationships, the truth is, you’ll likely be both—sometimes in the same day. That’s the beauty of mentorship. It’s not a linear path. It’s a circle of giving and receiving, learning and leading. With all the uncertainty we find ourselves facing today, and in a moment where change is constant and challenges are everywhere, we need those circles of support more than ever.