Great leaders and managers wear a lot of hats. They have to drive results, build relationships, challenge their teams, and support professional and personal growth—all at the same time. In many ways, leadership is an unofficial mentorship role, even if it’s not labeled as such.
Balancing all of this isn’t easy—it’s both an art and a skill. But the leaders who figure it out? They’re the ones who build stronger teams, find real fulfillment, and set their organizations up for long-term success.
When I think about leaders who do this well, my friend and former colleague Clint Adams immediately comes to mind. As a healthcare executive with 35+ years of experience, Clint has led organizations with well over 500 team members. Clint and I worked together at Ardent Health, where he served as CFO, and he has also been a client. What has always stood out to me was his leadership philosophy—one rooted in servant leadership and the belief that management is a team sport. Clint doesn’t just lead; he invests in the people around him, taking a genuine interest in both their professional and personal lives.
As more leaders and organizations wrestle with how to cultivate mentorship within their teams, I wanted to sit down with Clint to get his perspective—what he’s learned from years of experience and what insights he has for those looking to do the same.
Straight Talk from a Seasoned Leader: Insights from Clint Adams
1. Looking back on your management career, were there any ‘aha’ moments or lessons learned that shaped the way you led and mentored your team members?
One of my earliest “aha” moments was realizing that constructive criticism is meant to make you better—not tear you down. Early in my career, when someone gave me feedback, my first reaction was to take it personally. I’d wonder why they didn’t like me or appreciate my work. But over time, I came to understand that most people who offer thoughtful feedback do so because they care.
It’s tough to look in the mirror and accept that criticism is often spot-on. But once you do, and you start applying that feedback, it can be transformative. That realization shaped how I mentor others. I try to be that person who offers honest feedback because I genuinely want to see people succeed.
2. How did you go about building “mentorship-style” relationships with the people you managed? What role did empathy play in your approach?
First and foremost, you have to care. Empathy and mentorship go hand in hand—if you don’t genuinely care about your people, they’ll know it. I always made an effort to get to know my team personally—what drives them, what’s happening in their lives. Work is more enjoyable when you have real connections. Talking about kids’ soccer games or life events isn’t just small talk—it’s relationship-building.
When people know you care, they’re more open to feedback. Maybe not right away, but over time, they come to trust that your criticism comes from a place of wanting them to succeed.
At the same time, life doesn’t slow down for work. Being there for your team—whether they’re dealing with a family loss, personal struggles, or just need a day off—matters. If you truly care, you can’t help but have empathy.
3. I’d also describe you as a very authentic leader. How do you personally define authenticity in mentoring and management, and how does it shape your interactions with your team?
Authenticity is about being yourself. Your team should know who you are, what you stand for, and why you react the way you do. Be transparent—if something frustrates you, don’t make people guess why. Let them in. Ask your team (and really mean it): What can I do to help you? What roadblocks can I clear out of your way?
Authenticity also means being willing to admit when you’ve made a mistake. Maybe you overreacted. Maybe you led the team down a rabbit hole that ended up wasting time. Own it. Apologize. That kind of honesty builds trust more than pretending to have all the answers ever could.
When you lead with that level of authenticity, your team sees feedback—whether it’s praise or constructive criticism—as coming from a real place of caring. They know you’re invested in their growth. You want to see them succeed. You want them to get promoted. There may be times when someone on your team leaves the company for a great opportunity you couldn’t offer. And when that happens? Be happy for them. Let them know your support doesn’t stop just because the stopped working at your company.
4. What are some of the most common pitfalls managers fall into when it comes to mentorship?
One big mistake is telling employees what to do instead of teaching them how to think. Leaders often default to giving answers rather than guiding their teams through problem-solving.
I’ve always focused on helping my teams analyze problems, weigh potential solutions, and think critically. One key lesson I’ve taught is the importance of being succinct—doing the hard work upfront so they can clearly articulate the issue and proposed solutions. That’s mentoring, but it’s also just good leadership.
5. On the flip side, where do employees often go wrong in developing a mentorship relationship with their managers?
A common mistake is hesitating to ask for help. I’ve seen employees struggle in silence rather than admit they don’t know something. Some eventually leave because they never brought up their challenges or disagree with something the leader said.
I tell every team member the same thing: If you don’t agree with me, tell me. I want the best answer, not to always think I’m right. The best mentor-mentee relationships are built on open, honest communication.
6. Many managers struggle to balance their responsibilities with the time investment required for mentorship. What strategies did you find effective in prioritizing and managing your mentoring efforts?
This is tough because leadership comes with so many demands. But if you want to be a great leader, you have to make time for your people. For those I mentored, I scheduled regular one-on-one meetings and treated that time as sacred—because it is.
It might seem overly structured, but in reality, it guarantees the time. And time is our most valuable resource. If mentorship is important to you (and it should be), then protecting that time is key.
7. Many leaders hesitate to take a mentorship approach because they think, ‘Why would anyone want to learn from me?’ How would you respond to someone feeling that way?
I completely understand this. Honestly, I’ve struggled at times to see myself as a mentor. But the reality is that mentorship is critical to a company’s culture. Younger, less experienced employees crave guidance—they want to learn and grow. If you’re in a leadership position, you need to figure out how to provide that. Go talk to one of your own mentors and use them to guide you on how to mentor someone.
Personally, I’ve never been part of a formal mentorship program. My mentoring has always been informal—just talking with people, sharing experiences, and jumping in when needed. Will you make mistakes? Sure. Will not everyone be receptive? Absolutely. But that’s life. You learn as you go.
8. Can you think of someone who was a mentor to you in your career? What stood out about their approach?
I’ve been lucky to have many mentors along the way. Honestly, my parents were my first mentors. Neither of them went to college, and we didn’t have much growing up, but they worked hard and taught me the value of dedication, honesty, and dependability.
Early in my career, Russell Bates and Kim Myers at Deloitte were incredible teachers—smart, hardworking, and genuinely invested in helping me grow.
Jon Weaver, from my time at Ernst & Young, was another great mentor. He had this unbelievable ability to stay calm under pressure, which was huge for me. Overreacting rarely helps and often harms relationships—he taught me that.
Neil Hemphill is another colleague I learned a lot from during my time at Ardent. Although he was more of a peer than someone I reported to, I would consider him a mentor that taught me a lot about working with people and humility of learning from peers.
And then there’s David Vandewater. I worked for him for nearly 17 years, and he shaped so much of how I lead today. He taught me the importance of urgency, accountability, and action—all while leading with empathy. I still carry many of his lessons with me.
What about people you’ve mentored? Any particular names stand out of mentees that you learned from along the way?
It’s hard to narrow it down since I’ve learned something from almost every person I would consider a mentee. But Jim Adams, James Grimes, and Tamia Kramer are a few names that come to mind. I would say they taught me just as much as I taught them – assuming they learned anything from me at all.
Mentorship Could Be Your Most Powerful Management Tool
Great leadership isn’t just about hitting goals or driving business success—it’s about developing people. Clint’s approach to mentorship is a powerful reminder that the best leaders don’t just manage their teams; they invest in them. Whether through honest feedback, genuine relationships, or carving out time for mentorship, the impact of a great leader lasts far beyond a single job or project—it shapes careers, builds confidence, and creates lasting success for individuals and organizations alike.
If you’re a manager or leader, how are you investing in your people? The answer to that question might just define your legacy.
By Clint Adams & Kent Wilson