All Posts by Ann Tardy

In the 1970s, an odd trend emerged on college campuses called “streaking,” where people ran naked through public areas to shock and amuse others.

Then in 2011, the messaging app Snapchat repurposed the term “streak” to gamify the act of exchanging messages multiple days in a row. Snapchat refers to this uninterrupted chain as a “Snapstreak.” The app tracks these streaks and encourages users to continue their daily exchanges.

And now there is a new kind of streaking: Goal Streaking – a continuous series of one activity in pursuit of a goal.

Goal Steaking examples:

• recognize-someone-weekly-at-work streak
• team-huddle streak
• wake-up-early streak
• work-out-each-week streak
• arrive-early-to-meetings streak
• return-emails-in-24-hours streak

On January 1, 2019, Michigander Bugsy Sailor challenged himself to capture a photograph of the sunrise on Lake Superior every morning for one year. His goal? To connect with nature and be more present. His early morning ritual soon amassed a following in town and around the country. To date, hundreds of people have purchased pictures and/or pledged to watch more sunrises.

Bugsy is now in his seventh year of photographing morning sunrises. He revealed recently, “How much joy everyone else gets from it has really kept me going the last couple of years.”

Personally, I have two streaks that continue to impact my life:

(1) My Flossing Streak
In 2005, I had a dentist crush on Dr. Michael Hing when I lived in San Francisco. His warm, gentle personality prevented me from lying to him about flossing my teeth (like I had done with other dentists!) So, I challenged myself to floss every night for one month before my next appointment. This evolved into my now 7,348-day flossing streak and has positively contributed to my dental health.

(2) My Writing Streak
I started my writing streak on March 13, 2015, to hone my skills and consistently connect with people and contribute ideas. The weekly Flash! article was born. I credit my nearly 520-week streak with expanding my network, strengthening our mentoring programs with weekly content, and generating one of my books, In a Flash! and my forthcoming book, Mentoring in a Flash!

I sent the very first Flash! article to 11 people, including my husband and my mom. Today, over 50,000 people receive it.

When the Streak Goes on Strike
A few years ago, Bugsy’s alarm did not go off one morning. He missed the sunrise. Disappointed but resolute, Bugsy rededicated, and his streak goes on.

Like Bugsy, my streak once went on strike as well. I missed publishing a Flash! article one week due to mismanaging my health and my time. I, too, was frustrated with myself, but instead of giving up, I recommitted to my goal… with a twist. I now incorporate scheduled writing breaks on major holiday weeks each year.

Action!

From the goalstreaks.com website: “The best way to achieve your goals is by taking regular, meaningful steps towards them.”

Finding a mentor is a meaningful step.

Mentors create what is known as “evaluation apprehension” – an aspirational form of peer pressure. Knowing someone we respect is rooting for us and regularly asking about our progress compels us to take action.

In the world of goals, action is the game-changer. This past decade has taught me, however, that perfect action is not required, just continuously being in action.

As long as we stay on the field, mentors (and mentees!) of all shapes and sizes will stand on the sidelines and fill the stadium.

© 2025. Ann Tardy and MentorLead. www.mentorlead.com. All Rights Reserved.

PS. Tired of looking for Flash! in your email? Follow me on LinkedIn and get notified when I publish a new Flash! each Thursday (except on major holidays!) 
LinkedIn: https://www.linkedin.com/in/anntardy-mentorlead/ 

For years, I attributed this to altruism – the selfless, feels-good-to-do-good approach.

And then I read Ethan Kross’ compelling book Chatter – The Voice in Our Head, Why It Matters, and How to Harness It.

In his book, psychologist and professor Dr. Kross shares a tool called “distancing” that can lead us to wisdom, regardless of age, job title, or experience.

Psychological distancing involves stepping back, lowering our emotional intensity, and reducing our cognitive load to gain objectivity and perspective. In other words, we turn down the volume of the internal chatter by figuratively stepping away from it.

Distancing is most effective when we (1) imagine how we will feel about this situation in the future, (2) observe our situation happening to someone else, or (3) offer advice to someone in a similar situation.

We often struggle to solve our own problems because we are too emotionally involved. When our view is only internal, our problems can feel insurmountable.

Psychological distance not only diminishes our stress and anxiety, but it also gives us the detached perspective needed to reassess our problems.

When we step into the role of mentor, we psychologically distance ourselves from our circumstances by focusing on our mentee’s circumstances.

As our mentee is sorting through their problems and navigating their situations, they seek our guidance, advice, and perspectives. We are called to step away from our uncertainty to help them with theirs.

Ironically, while we might struggle to solve our own problems, we often have clarity and advice for people grappling with similar challenges. Their emotional burdens don’t afflict us.

The birds-eye view allows us to see solutions we missed when our view was purely internal.

When we offer those solutions to our mentee through advice, we finally see the wisdom that applies to our situation.

The adage, “Those who can’t, teach” should be followed by “…so they can.”

We might not have been able to sort it out for ourselves, but then we became a mentor and helped a mentee sort it out, and doing so gave us the distance and clarity we needed to sort it out for ourselves.

Now when a mentor claims, “I got more out of this than my mentee,” I will nod appreciatively to psychological distancing and affirm, “Of course, you did!”

© 2025. Ann Tardy and MentorLead. www.mentorlead.com. All Rights Reserved.

And for a time, it was winning.

At that level, Comstock was often the only woman in the room. She sat in meetings listening but not saying much. As she shared with Guy Roz on his leadership podcast a few years ago, she was overwhelmed with intimidation.

But then she decided to put herself out there, make herself known.

Comstock’s strategy for conquering her imposter syndrome:

1. Invite herself to leadership meetings
2. Bring one question and one idea
3. Be courageously vulnerable
4. Hire direct reports to mentor her
5. Lead as a mentee

She didn’t wait for invites – she invited herself to meetings.

Comstock called leaders’ assistants and said, “I’m going to show up to the meeting, and here’s why,” not wanting anyone to be surprised.

She then attended each meeting prepared to ask one question and share one idea. 

And it worked – she was seen, heard, and known. The new CEO, Jeff Immelt, promptly promoted Comstock to Chief Marketing Officer (CMO).

But marketing was not her area of expertise! She didn’t go to business school, and she didn’t have a marketing background.

Her imposter syndrome flared…

So, Comstock did the vulnerable. She confessed to the CEO that she was not qualified for this role but was committed to learning it.

She became a mentee.

Comstock sought knowledge and guidance from CMOs at other large organizations, like P&G. She studied marketing, poring over curricula and textbooks.

And she recruited people to mentor her. 

Comstock hired CMOs for each of GE’s business units, ensuring they had the business skills she lacked. They knew she didn’t possess their level of training, so they helped her figure out what questions she should be asking.

She admitted, “It’s intimidating, but I had to learn what to ask.”

With mentoring from her direct reports, Comstock helped GE rethink its approach to marketing.

In 2015, GE named her the first female Vice Chair leading GE Business Innovations.

Following her retirement, Comstock published her book Imagine It Forward. In it, she shares wisdom she’s learned after 27 years with GE, including her secret to slaying imposter syndrome:

Trust yourself. Hire great people. Lead through mentors.

© 2025. Ann Tardy and MentorLead. www.mentorlead.com. All Rights Reserved.

As her boss, I knew I had to say something – it was unprofessional.

But I didn’t want to hurt Sally’s feelings or embarrass her. We had just started working together – we were still in the process of building trust remotely.

I was conflicted. Should I ignore this and hope it doesn’t happen again? Should I set a dress code? Should I give her feedback?

None of those options were appealing.

I tried a different approach – I offered Sally advice:

“Unfortunately, our clients are always judging us. If they don’t see you as a professional, they’ll discount your contributions. And you have valuable perspectives and ideas to share!”

Sally responded, “Omigosh! I didn’t even think of that!” Then, together, we brainstormed comfortable and smart clothing ideas that would instantly convey her credibility on video.

Giving advice was refreshing – I became Sally’s supportive and empowering thought partner! And our exchange lacked any inkling of criticism or defensiveness. She knew I was standing on her side, not sitting in judgment.

Now there’s research that backs up this advice-over-feedback approach. 

In 2019, Harvard University researchers conducted experiments asking people to review a letter written by their peers. Half the people were asked to provide “feedback” to their peers while the others were asked to give “advice.”

The results?

• The term feedback prompted “evaluative, vague responses and praising comments.”
• Soliciting advice encouraged “constructive, specific, and actionable guidance for improvement.”

Organizational psychologist and author Adam Grant says the problem with feedback is that it invites either:

1. Cheerleading: motivating but not educational
   or
2. Criticism: educational but discouraging

Because people are afraid of hurting another’s feelings, they tend “to tread too carefully to tell you anything useful,” Grant reflects.

To ensure we are harvesting useful information, we need to ask for and offer actionable advice instead of flaccid feedback.

To ask for it:

• “I’d love your insight on this.”
• “What’s your perspective?”
• “Can I ask for your thoughts on this situation?”
• “Can I get your advice on what I can do better next time?”
• “What are your ideas for improving…?” 
• “What would you recommend?”
• “I’d appreciate your guidance.”

To offer it:

• “One idea that might make a difference…”
• “Have you thought of trying…”
• “It might be worth exploring…”
• “I might recommend…”
• “I have a suggestion for your next meeting…”
• “You might consider…”

While advice is the cornerstone of mentoring, weaving advice into our interactions can elevate the impact of our relationships and pivot our success.

© 2025. Ann Tardy and MentorLead. www.mentorlead.com. All Rights Reserved.

One of her board members, Dan Rosensweig, once mentored Jennifer with this deeply impactful assertion:

“There are only two reasons why a founder leaves their company or stops working toward their dreams… either you stop believing in it, or you’re tired.”  

In an article for Money Report, Jennifer revealed that it was the best mentoring she’s ever received.

Whenever she starts feeling, in her words, “unhappy and frustrated, blaming it on Rent the Runway,” she asks herself if she still believes in the mission of her company or if she just needs a break.

Jennifer periodically checks in on her work self – does she still believe in her job?

Passing on this mentoring, she urges, “Being tired isn’t a good enough reason to give up on something you believe in.”

When I read these words, I felt like Jennifer was sharing her mentor’s wisdom with me!

I entered January lulled by the holiday break, feeling confidently in charge of my time and efforts. But I tumbled out of the long month feeling stretched, scattered, and soul-punched.

Something had to change.

Fortunately, I made the time this week to attend the annual conference of ACNL (Association of California Nurse Leaders). I was quickly reminded why I believe in and work for the power of mentoring.  

Throughout the conference, the impact of mentors was threaded into presentations, posters, speeches, recognition awards, connections, conversations, and LinkedIn posts.

I repeatedly heard attendees acknowledging their mentoring relationships – some mentors and mentees meeting for the first time in person! People regaled me with their mentoring stories, grateful for the ACNL Mentoring Program.

Mission validated.

Without mentoring, these dedicated nurse leaders would be experiencing their work and careers not in community but as individuals. Instead, they journey together, contributing to and witnessing each other’s growth and success.

I felt rejuvenated!

With Jennifer’s pivotal mentoring heavily on my mind, I had to admit… I’m tired. Reflecting on January, I must reckon with the reality that I have relapsed into my people-pleasing, team-rescuing, boundary-undermining, sleep-depriving habits.

But now I have a new barometer. I will be making changes in my time choices while remaining steadfastly committed to my work.

Imagine the seismic shift if we all consciously shared the transformative mentoring we receive…

© 2025. Ann Tardy and MentorLead. www.mentorlead.com. All Rights Reserved.

Ron started acting at age six on The Andy Griffith Show, cementing his fame as Richie Cunningham on Happy Days.

While he enjoyed acting, he was noticeably mesmerized by what happened behind the camera.

When Ron was 10, actor Howard Morris influenced Ron’s path, saying, “You’ve got the sensibility of a director. I see how you watch the camera and the rehearsals, even when you’re not in the scene. I have a feeling you’re going to be a director someday.”

As the years followed, directors Henry Fonda, George Lucas, and Deanne Bradley encouraged Ron to direct and offered him directing opportunities.

At age 23, Ron stepped away from acting to direct his first film, Grand Theft Auto.

Even though he is officially the leader on the movie set now, Ron continues to invite others to mentor him. 

“I come to work with a plan, but everyone knows that I’m looking forward to a better idea,” Ron recently shared on The Great Creators podcast.

To create this environment, Ron keeps a running dialogue with key collaborators on every project – they know he is discerningly receptive. Welcoming fresh ideas “benefits the movie but also brings out the best in people because they feel liberated.”

To reinforce this, Ron relies on this rule: if someone suggests a way to achieve a scene in a movie that is different from the script but achieves the goal, Ron will use that person’s idea.

Why? Because while the scene improvement doesn’t matter to the overall outcome of the movie, it matters to the person’s engagement.

“They own this idea. They understand it organically, intrinsically, not because I told them to do it.”

“It’s exciting when people are working with something they get. And it energizes everything. They feel so involved, and I feel stimulated by it,” Ron reflected.

As leaders of projects or teams, we are like directors. We have a vision for our movie and manage the execution of that vision, scene by scene.

But creating an environment in which everyone knows you’re looking for better ideas to improve your “movie” takes a mentee mindset.

When we stop having all the answers and start looking to others to influence the answers, we ironically evolve from manager to leader.

Directing a project doesn’t make us leaders – sparking engagement, energy, and ownership does.  

© 2025. Ann Tardy and MentorLead. www.mentorlead.com. All Rights Reserved.

1. Knowing how to solve problems.
2. Knowing about people.

To apply this to mentoring, knowing how to solve problems is how most mentors mentor – they point mentees in the right direction. They ask about a situation and then offer life-altering advice.

And because most people crave an easy button, they seek Problem-Solving Mentors who can quickly help them find the pathway they’ve missed.

Knowing about people is more nuanced wisdom. People-Knowing Mentors don’t tell people what to do – they create a safe space for mentees to navigate situations and discover their path. This mentor joins a mentee’s growth journey, supporting the exploration, challenging the obvious, and revealing potential.

How do we shift from being Problem-Solving Mentors to People-Knowing Mentors? By doing what Brooks calls: “Loud Listening.”

Typically, we listen by hearing the words someone speaks. And communication experts preach “active listening,” which is being patiently attentive and then acknowledging what we’ve heard.

But Loud Listening is involved listening, enabling us to know a person deeply and contribute to them greatly.

Loud Listening entails listening for understanding, asking questions for context and clarification, scouting for the unspoken, probing for insights, and supporting the mentee as they process, stumble, and unearth options.

Questions Loud Listeners ask:

• What was that experience like?
• Why do you think that happened?
• Why does it bother/excite you?
• What is the backstory, side story, or understory?
• How did you come to that perspective?
• What would the other person say if they were recounting this story?
• What was the result of that conversation?
• What are you going to do to get the results you want? [credit: The Oz Principles]
• In what ways do you want to grow in the next year?
• What kind of leader do you want to be?
• What do you want others to think when they see you coming?

Loud Listening ignites curiosity, awakening a mentee to the possibilities in each problem and situation. 

Wise mentors intentionally meet what Brooks calls “crucial conversational moments” with Loud Listening, choosing to immerse in the moment before introducing a segue, a story, or a solution.

Suddenly, the easy button becomes a meaningful button. 

© 2025. Ann Tardy and MentorLead. www.mentorlead.com. All Rights Reserved.

These Roundtables are powerful not because of the stars they bring together but because of the structured conversations they kindle – they are Mentoring Circles that just happen to promote industry talent.

During each Roundtable, a facilitator leads the celebrities in an insightful exchange with thoughtful, relevant questions, prompting them to reflect on their careers, challenges, and experiences in Hollywood.

This year’s Actress Roundtable did not disappoint.

Demi Moore, Zoe Saldana, Mickey Madison, Tilda Swinton, Angelina Jolie, and Zendaya explored topics ranging from imposter syndrome and second-guessing their decisions to feeling self-conscious and ignoring their inner critics.

Like prior Roundtables, their conversation was revealing, entertaining, and uplifting.

At one point, Zendaya reflected on the beauty of connecting in this format,

“I appreciate having moments like this because at least now the connections are made. I can reach out and ask questions because all of you have such experience, and that’s so valuable. I often feel too nervous to reach out and ask, “Hey can I get some advice?”

To which Demi Moore quickly responded,

“In truth, it’s a real gift to feel like there’s any kind of experience, strength, and hope I could impart to someone. That is actually enriching. So, reach out!”

Proving that the desire for mentoring knows no bounds!

Unfortunately, many people feel like Zendaya: too nervous to reach out.

And most mentors feel like Demi: longing to impart their wisdom, hoping someone will benefit from it.

So what stops people (even famous people!) from connecting? That which can derail the best of us: fear, time, and distractions.

And that’s when a formal mentoring structure plays a strategic role, intentionally bringing people together for purposeful conversation.

Mentoring circles, mentoring programs, buddy programs, group mentoring, and job shadowing each normalize the exchange of advice, perspectives, and ideas. 

The Hollywood Reporter Roundtables work because the mentoring circle format reduces the intimidation factor, de-risking the connection.

And when the space feels safe, strangers evolve into acquaintances, and chitchat becomes bold banter.

But we don’t need an Oscar nomination to know that we could use some advice or that someone would benefit from our hard-earned wisdom.

We simply need to stop trying to navigate life alone.

© 2025. Ann Tardy and MentorLead. www.mentorlead.com. All Rights Reserved.