Guided, Not Managed: A Mentorship Story
Before I was ready to lead others, I needed someone competent to guide me as I learned to lead myself. That competent leader was Margaret Akullo.
I am Snow White Smelser — aka Snowy — a 50-year-old American-Thai professional, and my journey under Margaret’s mentorship was not defined by any distinct moment. My understanding of leadership was shaped over 15 years through her deliberate, consistent support. Countless moments, layered over time, gradually changed how I understood leadership, power, and self-worth — particularly in environments where pressure, hierarchy, and bureaucracy can easily erode integrity.
At the mindset level, Margaret modelled a form of leadership I had rarely seen. Through empathetic listening, steady encouragement, and unwavering belief, she reinforced a truth that resonated with my being: leadership does not require aggression or dominance. It can be exercised through influence, service, and clarity.
I carefully observed her lead at national, regional, and global level. I asked her why she took certain decisions and learned her strategic approaches towards broader goals and impact.
She engaged my “what if” questions, reviewed my documents and presentations, and helped me understand organizational culture. She consistently brought me back to purpose and goals. Just as importantly, she affirmed my capability after each performance, reinforcing confidence that was built through action.
As my understanding grew, she entrusted me with more visible roles, such as leading national initiatives myself. Was I really ready? Self-doubt surfaced, as it often does. Margaret did not take over. She listened to my concerns. She stayed present. She guided me and assured me that I would do well.
Over time, this created something steady within me — an inner knowing that empathetic leadership could be exercised, even within imperfect systems.
At the process level, our mentorship deepened through shared work on culturally and organizationally complex challenges. Through long, honest conversations grounded in trust, we explored cultural competence not as theory, but as lived practice. We asked questions openly, learned as outsiders without defensiveness, and stayed curious.
The outcomes of Margaret’s steadfast guidance were tangible. I became more self-aware, particularly recognising my tendency to rush relentlessly through work. By observing the impact of empathetic listening, I learned to pause and set work aside to support colleagues in need. Professionally, I developed the courage to make bold decisions, including relocating to unfamiliar environments to deepen my understanding of the organisation. Strategically, I learned to balance technical expertise with humanity — never losing sight of the people behind the systems.
The most lasting impact, however, was philosophical. I learned that leadership is not about perfection, but responsibility to the people we serve and support. Margaret reminded me that organizations may replace roles quickly, but people remember how they were treated. So, protecting one’s humanity is not optional — it is essential.
Today, I appreciatively carry these life lessons forward. I mentor others, open doors, and advocate for those with competence and potential who are often overlooked.
This is the essence of the Mindset-to-Output Mentorship Programme. It develops leaders who think clearly, act intentionally, and deliver results — without losing themselves in the process.