Across many organizations today, a quiet but dangerous pattern is unfolding, individuals rise to positions of influence without intentionally investing in the life of young people along the way.
They climb the ladder, achieve recognition, and occupy top spaces, yet leave behind no meaningful trail of people they have developed.
At first glance, this may not seem like a problem. After all, success is often measured by personal achievements. But over time, the consequences of this fragile growth become obvious. Reaching the top all alone without mentoring others is fragile.
When individuals reach the top without building younger people into their circle, they often discover a vacuum around them. Suddenly, they need loyal, capable, and committed individuals to support their vision. They look for energy, creativity, and continuity, but struggle to find it.
Influence cannot be improvised at the point of need; it is built over time through consistent investment in others.
A leader who excludes younger people from their journey weakens their own structure.
True strength in any system, whether an organization, industry, institution, or community comes from intergenerational collaboration. Young people should be mentored and carried along.
Younger individuals bring fresh perspectives, adaptability, and long-term continuity. Without them, any structure becomes rigid, short-lived, and ultimately unsustainable.
Interestingly, some individuals attempt to create the impression that they have mentored many. They speak of “raising people,” yet there are no visible records to validate the claim.
Mentorship is not a title one assumes, it is a responsibility reflected in the lives of others. If no one can genuinely point to your influence in their growth, then your claim of mentoring others becomes questionable.
There is also a recurring irony. Those who did not invest time in mentoring often reach out to younger people when they need tasks accomplished, expecting commitment and loyalty. My type will tell you "no sir/ma, I am not available".
Refusing to mentor young people is like refusing to plant a seed. You cannot demand the benefits of a relationship you never built. Expecting results from people you did not develop is like trying to harvest from land you never cultivated.
At the same time, it is important to acknowledge that mentorship is not always linear or permanent. Not every mentee will stay forever. Some will outgrow the relationship, move on, or pursue different paths.
That is natural and should not discourage mentors. The value of mentorship is not in control or retention, but in impact. Even if a few leave, others will remain, and the ripple effect of that investment continues far beyond immediate visibility.
Imagine a world where every individual deliberately invests in a few others within their area of expertise or passion. The result would be exponential growth in knowledge transfer, leadership development, and societal advancement. Organizations would become more resilient, communities more empowered, and systems more sustainable.
Mentorship is not reserved for the highly experienced or the exceptionally successful. It is a responsibility at every level. Anyone who knows something can teach someone. Anyone who has navigated a path can guide another.
The question is not whether you are qualified to mentor, but whether you are willing to invest. Ultimately, leadership is not defined by how high you rise, but by how many people rise because of you.
Titles fade, positions change, and achievements are eventually surpassed. But the people you build will carry your values, vision and legacy forward. If continuity matters, mentorship is not optional. It is essential.
Philemon Babylon
(Lecturer and Youth Advocate)
