Mentor Ten People Toward a Real Goal
24 weeks · 5 milestones
This is the second rung of the Community Leadership Path. Where governance-start-study-group tested leading one voluntary group, this outcome tests whether that leadership ability generalises into a repeatable practice across many different individuals — the skill that underlies community organising, teaching at scale, and eventually larger governance roles. Mentor at least 10 different people, each with an individually-defined goal, with evidence of real ongoing guidance per person and durable change after your regular involvement ends. The core risk this outcome guards against: claiming 'I mentored 10 people' based on 10 shallow one-off conversations. Each relationship must show trackable progress toward something the mentee actually wanted.
Milestone map
Milestone map
5 milestones
Before mentoring anyone, design a simple intake process: how you will find mentees, what you will ask them to define as their goal, and how you will track progress across multiple people simultaneously — a spreadsheet, a notes system, anything consistent. Recruit your first 3 mentees using this process and confirm each has a specific, individually-defined goal, not a generic 'help me improve.'
Proof required
Submit your intake process — the actual questions or template you use when starting with a new mentee — and your tracking system (a screenshot or description of how you are tracking multiple mentees' progress simultaneously). Submit the specific goal each of your first 3 mentees defined, in their own words. Write 150 words on how you found these first 3 people and why they agreed to be mentored by you specifically.
What gets checked
- Each of the 3 mentees' goals is specific and individually defined — not three people all given the same generic goal template, which would suggest the mentor is not actually listening to each person's real situation
- The tracking system is real and would genuinely scale to 10 people — a system that only works for remembering 2–3 people from memory will not hold up later in this outcome
- The account of why these 3 people agreed to be mentored is specific and credible, not a vague 'they wanted help'
Resources
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Introduction to Systems Thinking — The Systems Thinker
After designing an intake process for multiple mentees, this free article reframes what you've built: a system with feedback loops, not just a series of bilateral relationships. Understanding where feedback loops break — where mentee progress stops informing your guidance — is what separates an intake process that improves with use from one that stays static after the first few people move through it.
Unlocks after completing Foundation + Depth