Cross-Mentoring : A Game Changer for Future Leaders

Our careers are shaped by the mentors who guide, challenge and push us to become the best versions of ourselves. They do not just teach skills; they shape our mindset, resilience, and leadership approach.

One of the most effective ways to grow is through cross-mentoring—learning from multiple mentors who each contribute to our transformation. This approach builds confidence, develops critical skills, helps us navigate uncertainty, and maximizes our leadership potential.

We all aspire to reach the top but often lack the behavioral, functional, and conceptual skills needed to get there. Cross-mentoring bridges that gap. To reach senior leadership, we need mentors from diverse backgrounds—just as multiple mentors shaped my corporate and academic journey. I am deeply grateful for their contributions to my success.

As a tribute to those who have left a lasting impact on my career, I am embarking on writing about mentors, starting with Mr. R.A. Jain (then General Manager), my first boss at Bajaj Auto, who played a pivotal role in shaping my corporate career.

- My First Corporate Reality Check on day 1

Fresh out of IIMA in 1987, I joined Bajaj Auto as an Assistant Manager for Kawasaki motorcycle component purchases. My first meeting with Mr. Jain remains etched in my memory.

When I entered his office, I was struck by its clean and uncluttered desk—not a single piece of paper in sight. He was calmly reading The Economic Times, exuding quiet confidence. His demeanor was simple, but his words carried weight. After a brief introduction, he looked at me and said:

"Forget everything you learned at IIMA. None of that will work here. The case studies you studied do not apply to the Indian reality—where power cuts are frequent, phones do not work, and constant follow-ups are the only way to ensure things get done. Success comes from adapting to realities, not theory."

That insight shattered my assumptions and prepared me for the real world.

- A Crisis in the Assembly Line: The Hardest Lesson of My Career

Mr. Jain’s leadership style was unique—he never micromanaged. Unless there was a problem, you were expected to manage on your own.

One evening, I was informed of an impending crisis: a shortage of brake shoe pedals. The system showed 200 pieces in stock, enough for the next day’s production of 150 motorcycles, but when we checked physically, the parts were missing. This was my first experience with the inventory mismatch between system records and physical availability—a painful but invaluable lesson.

The daily production report, personally reviewed by Rahul Bajaj, Managing Director of Bajaj Auto, highlighted shortages along with the name of the person responsible. Appearing on that list was a career nightmare. Determined to avoid disaster, I and Nikhil Narayan, a young IIT Madras engineer and friend, rushed to the supplier. But the factory was closed, and the workers had gone home.

We tracked down the worker’s home, woke him up at 11 p.m., and convinced him to return to the factory. We stayed overnight, ensuring the production of 50 brake shoe pedals. But that was not enough—they still had to go through quality checks and electroplating, which would take another five to six hours.

At the assembly line, we found only 25 pieces. We searched the electroplating shop and managed to find 25 more, just in time before the assembly line started at 7 a.m.

Despite working through the night, we still fell short of 50 motorcycles in production. That night was one of the most dreaded moments of my corporate life, knowing my name would be on the shortage report the next morning.

- Facing A Harsh but Valuable Truth

As expected, my name appeared on the list. For the first time in six months after my Day 1 interaction, I was summoned by Mr. Jain.

He was calm and composed as I explained everything we had done—working overnight, chasing suppliers, and doing everything possible to avoid the shortage. I expected some recognition for my effort and working throughout the night to solve the problem. Instead, he simply said:

"It does not matter how hard you worked. What matters is that you were not proactive. You took things for granted. In life and cricket, only results matter, not effort. I hope this is the last time."

That lesson became my guiding principle: be proactive, not reactive.

- A Parting Lesson Before I Moved On

After three years at Bajaj Auto, I received an exciting offer to move to another company. By that time, I was among the top performers, thanks to Mr. Jain’s mentorship. Before I left, Mr. Jain called me in for a conversation. After listening to my reasons for leaving, he left me with one final piece of advice:

"I hope it is not too big a jump for you. Because in life, if you jump too high, the fall can be equally steep."

That wisdom stayed with me, shaping every major career decision I made thereafter.

- The Legacy of R.A. Jain

Years later, I learned that Mr. Jain mentored Rajiv Bajaj, shaping the future of Bajaj Auto. Under his guidance, Bajaj Auto transitioned from a scooter company to a motorcycle giant—a bold move that defined its success. Eventually, R.A. Jain became the first non-family Executive Director at Bajaj Auto, demonstrating his impact and leadership.

His legacy was not just about business strategy—it was about molding leaders, including Rajiv Bajaj and countless others like me.

Cross-Mentoring: An Idea Whose Time Has Come

Inspired by the impact of multiple mentors on our journeys, a few of us have come together to institutionalize the idea of cross-mentoring. This initiative will help future CXO leaders benefit from the collective wisdom of multiple mentors, just as it happened with us throughout our corporate journey.

- How Cross-Mentoring Helps Organizations

• Bridges Leadership Gaps – Identifies and equips senior leaders with the skills to navigate tough times effectively.

• Accelerates Succession Planning – Develops future leaders through exposure to diverse perspectives, ensuring a strong leadership pipeline. Help CXOs in their first 100 days by setting priorities, defining strategy, and building high-performing teams.

• Boosts Agility and Innovation – Encourages fresh ideas and adaptability through cross-functional learning, leading to better problem-solving and business resilience.

- How Individuals Benefit from Cross-Mentoring

• Faster Career Growth – Learn from multiple mentors with diverse expertise.

• Stronger Problem-Solving Skills – Gain real-world insights to tackle challenges proactively.

• Broader Perspective – Exposure to different industries, leadership styles, and best practices.

• Clear Path to Senior Leadership – Develop the skills and mindset needed to reach top positions and create meaningful impact.

Cross-mentoring helps individuals grow, lead, and drive real change. Now is the time to take charge of your career, embrace mentorship, and develop the skills needed to succeed, realize your full potential, and reach the summit.

Let us, through cross-mentoring, build the next generation of leaders—an idea whose time has come in today’s highly complex, hyper-competitive, and ever-changing business world.

Stay tuned. The future of mentorship—Cross-Mentoring— a game changer is coming soon!

Traditional mentoring has its limits—no single mentor can provide all the insights needed for leadership growth. Cross-mentoring transforms development by connecting individuals with multiple mentors, each offering diverse expertise and perspectives.

This approach bridges leadership gaps, accelerates career progression, and strengthens organizations by equipping future leaders with the right skills to thrive. It benefits both organizations by building a strong pipeline of future leaders and individuals by preparing them to step confidently into senior leadership roles.

In today’s fast-evolving business landscape, exposure to varied experiences and problem-solving approaches is essential. Cross-mentoring is a game-changer—shaping resilient, adaptable, and high-impact leaders.

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