The value of seeking mentors from outside the legal profession

Years ago, I participated in a mentorship program in Ontario developed specifically for in-house counsel, and I was paired with a senior in-house executive who shared a lot of thoughtful advice on building meaningful mentorship relationships. One piece of advice I've carried with me over the years is to look for mentorship wherever you are, in whatever season of life you are in, and at every stage of seniority. Your mentor doesn't have to be a lawyer or even someone senior to you. Often, the right person is closer than you think, perhaps even just down the hall, close to home. 

That advice was a turning point for me. And over the years, some of the most valuable career insights I’ve received have come from business leaders and colleagues who bring entirely different experiences and perspectives to the table, including incredibly valuable mentoring (and peer mentoring!) relationships with colleagues outside our immediate legal teams.  

And that brings me to my key takeaway: Taking the time to build relationships across your organization can open the door to meaningful mentorship, new perspectives, and opportunities you may not have easily discovered otherwise.  

And remember, while some of the best mentors you’ll find may not necessarily be lawyers (not to take anything away from lawyers, who can be incredibly effective, trusted, and insightful mentors), they might also be the colleagues you pass in the hallway every day.  

Here’s an intersection of concepts to consider: internal networking, mentorship, and learning from non-lawyer business leaders. Finding the sweet spot that joins these forces together could create some rewarding opportunities for personal and professional growth. By connecting with people across your business, you can find mentors in unexpected places and benefit from the perspectives of leaders whose careers have followed very different paths.  

There’s no one-size-fits-all approach, but here are a few ideas on how to do that, depending on your context: 

Help build, not simply fix 

Partner beyond problems. Look for ways to connect beyond your day-to-day work. Provided you find the time, get involved (internally!) beyond your day job.  

Are there people you would like to meaningfully connect with internally who you wouldn’t necessarily cross paths with on a regular day? Don’t simply show up when there’s a problem to solve or a commercial contract to review. Partnering on a project or a committee is the perfect way to intentionally connect to a mission that isn’t necessarily a day-to-day problem. Get involved in projects that support the broader business. Join a committee or volunteer for corporate initiatives outside your job description. These experiences help you build trust and relationships with people you might not otherwise interact with regularly. 

If you can’t do that, say yes to cross-functional projects, which may not be technical legal work but may be legal-adjacent. They may require project management skills, coordination, creativity, and strategic thinking. How about joining an internal committee, such as an employee resource group, a wellness committee, or a process-improvement group?  These opportunities allow you to contribute in new ways, highlight your skills, and build relationships with colleagues beyond your immediate team. 

Be visible and be consistent 

Take the time. Say yes to the invitation. Don’t underestimate the value of simply showing up.  Being visible doesn't mean self-promotion or always being the loudest voice in the room. It can mean looking for opportunities to contribute, asking thoughtful questions, participating in town halls, or cross-functional initiatives. Visibility isn't about drawing attention to yourself; it's about making it easier for others to know you, and therefore trust you, inevitably coach you, and give you advice. 

Be curious about what others do 

I know coffee chats can sometimes feel overdone, and people in more senior roles don't always have much extra time, especially when they're receiving similar requests from many people. That said, I've found that most people are surprisingly open to connecting when you're respectful of their time. A simple note and a calendar invite with a very clear end time (“30 minutes or less”) with a senior leader or a peer can go a long way.  

Most importantly, mentorship doesn't always have to come from someone more senior than you. Some of the most valuable relationships you may build are with peers at the same stage of their careers. Those connections can grow alongside you, and as you both advance (within your organization, or otherwise), they often become an incredible source of support and perspective, especially when you're navigating similar stages and facing circumstances that demand more than just technical expertise. Exchanging perspectives on soft skills is often an underrated source of support and growth. 

Be curious about your industry 

Ask how the machine operates. Ask about your supply chain. How do specific technical platforms work?  Can you show me? At the end of the day, you aren’t asking them their opinions on indemnities or other legal terms. Effective partnership starts with taking the time to learn what your colleagues actually do, and what they deal with, on a day-to-day basis. And in turn, they can help you navigate what effective partnerships look like within your industry. 

Sometimes, you may not find the mentor you're looking for within your organization, and that's okay. The important thing is to remain open to mentorship opportunities wherever your career takes you and in whatever form they may appear.  

My point is simply this: Don't overlook the potential mentors around you. Take the time to look internally and explore the relationships already available to you. You may be surprised by the guidance, support, and perspective that can come from someone closer than you expected.