Teachers, mentors, and role models

I was lucky to have multiple versions of all three along the way, including some advertising legends. How do the three roles differ, and why and when do you need them?

Jun 09, 2025

Remote and hybrid work is having a big impact on professional development, especially for younger employees. It got me thinking recently about “the experts who raised me” and what advice I might be able to share with new professionals.

I began with the “what if’s”…what I would have missed without them:

What if Peter Geer hadn’t put me through intensive writing and editing boot camp when he tapped me to write the long-form NYTimes ad that announced our risky agency move downtown?
What if Carl Spielvogel hadn’t put me in charge of new business at Backer & Spielvogel, then helped me navigate the role after our contentious merger with Ted Bates?
What if Keith Reinhard hadn’t shown everyone at DDB what next-level tenacity, attention to detail, and commitment look like?

How and when they helped me

Turns out the order of their help came at the right times for me:

Peter taught me the basics of research, writing, and especially editing
Carl mentored me in the art of new business development and teamwork
Keith role-modeled the importance of corporate culture, relentless attention to detail, and “servant leadership” (more on that below)

Back when “everyone was in the office,” these relationships probably developed more naturally than they do in hybrid or remote workplaces, and this presents challenges for young professionals today.

Scott Galloway, the NYU professor, entrepreneur and podcaster, has smart perspective on this:

“Remote work, poorly implemented (which is typical), is awful for young people. The office has been an enormous source of social capital, and we’re getting poorer.
“Offices are where young professionals establish relationships with mentors, colleagues, and mates. In sum: Put on a shirt and get into the office.”

With less physical proximity and social interaction, you may need to more actively search out and nurture these relationships.

You CAN reach out and secure the help you need—here’s how

First, think about what you need to learn in the coming year or two to progress, and ensure you’re absorbing the basics in those skills at work, as well as through reading, podcasts, and webinars that can keep you current.

What kind of help?

Thinking out the kind of support and coaching you need will be helpful.

I developed the below chart with ChatGPT to break out the functions and differences between teachers, mentors and role models. (This is a tough read on your phone—try later on a larger screen):

Please share with a young professional in your life!

As you study and interact at work, think about which type of leader and coach might be most helpful to you at this point in your career, and start identifying people you already know who could help you.

If you’re coming up short on potential candidates, ask friends and family for connections they may be able to provide.

People LOVE to be asked for help

If someone is already inclined to help you, or you’ve identified someone you’d like to learn from, don’t be afraid to take the initiative to arrange one-on-one, in-person time:

If you’re working 100% remotely, ask for and schedule one-on-one Zoom time with a potential teacher or mentor you look up to.
Role models for remote work also have value, especially if remote work looks like a midterm reality for you. Be observant—maybe keep a journal about the pros and cons of management styles across remote teams.
In short, observe and more actively learn what and whom you’d like to emulate, and what you’d like to avoid as an employee or boss.

If you’re “working hybrid” take advantage of in-office time

If you’re working part time in an office, the same initiative applies: Don’t be afraid to “recruit” a teacher or mentor. That person will probably be flattered and embrace the role. And chances are they’ll help you advance your career—in that job, and beyond.

Most of all, if you’re in a hybrid work environment, follow Galloway’s advice and spend as much time as you can in the office.

How my coaches helped me

In April, I wrote about Peter Geer giving me “the scariest assignment of my career” (link below in “Notes & Sources” if you missed it.) What made the difference in that intense, ongoing process was his patience with me. If that’s what you need, be sure that teacher will be willing to hang in with you.
- After the success of the ad, Peter asked me to switch to copywriting full time
- Two years later, now able to compare account and copywriting roles, I happily returned to account work at Backer & Spielvogel
Carl Spielvogel’s new business mentorship happened both personally and in group sessions. I was younger than everyone I was charged with organizing and following up with, and Carl’s political and social mentorship was as valuable to me as his process leadership in group settings.
- I remained a new business leader thereafter at FCB and JWT, then in “save the business” roles at DDB before leading new business at my own shops.
Keith Reinhard’s role modeling wasn’t personal for me. As CEO and creative leader of DDB, he loved teaching by example and getting his hands dirty. I learned a lot working with him on major client or new business presentations. He had a special mix of humility and leadership that the writer and consultant Robert Greenleaf called “servant leadership.”

Greenleaf believed the most effective was to lead was through example, and elevating those around you in the process:

“The servant-leader is sharply different from one who is leader-first… The difference manifests itself in the care taken to make sure that other people’s needs take the highest priority.”

Reinhard leadership lessons

Keith’s role-modeling for me was timely, right before I started my own agency, including our ultimately unsuccessful efforts to save the global Philips business. Defeats often teach us more than our victories.

The day after DDB lost its beloved McDonald’s account in 1989, Keith gathered the agency and said, “This is Day One of winning back the business.”

That win-back took 15 years, and I was lucky to be there when it happened and marvel at Keith’s relentless, classy and optimistic pursuit of the account.

Earlier, when the agency lost a piece of the Anheuser Busch business and had started laying off employees, Keith called my buddy John Greening, the head account guy, up to his office. John prepared for the worst.

It was a short conversation:

Keith: “Did you learn anything?”
John: “Yes.”
Keith: “Great. Go out and make some new mistakes.”

Note the word “new.” Keith didn’t forgive repeat mistakes. But new ones from smart risk-taking that could lift everyone’s game, fumbles and all, helped build the global powerhouse that DDB became.

Notes & Sources

https://www.profgalloway.com/work-from-office/