As young professionals navigate the search for guidance and inspiration, the role of senior agency leaders as mentors is evolving. With AI platforms like ChatGPT and digital influencers on Instagram, LinkedIn, and YouTube becoming go-to sources for creativity and knowledge, the mentorship dynamic in the advertising and marketing space is shifting in unexpected ways.

In the March issue’s Perspectives segment, we explored the challenges young professionals encounter when seeking mentorship and inspiration - and why many are turning to online resources for guidance instead of approaching senior leaders within their agencies.

For this, Josy Paul, chairperson and chief creative officer, BBDO India and Gautam Surath, chief operating officer, Performics India, shared their thoughts.

Do you think young professionals in the advertising industry find it difficult to approach senior leaders for mentorship? If yes, how can agencies bridge the gap?

Josy Paul (JP): Young professionals are keen to approach senior leaders to exchange views and seek guidance. They need to feel welcome. Senior leaders may have busy schedules, making it difficult for young seekers to get face time. Agencies can bridge the gap by scheduling regular networking sessions. These open house meetings are great for building a collaborative culture where every voice is heard, and every idea matters.

Gautam Surath (GS): In today’s fast-paced, hyper-connected world, providing mentorship consistently has become more challenging. Yet, finding time for meaningful connections is more valuable than ever and nothing can beat the personal connection. As agencies are people-centric, they need to leverage both technology and culture to foster more interactions. Regular, tech-enabled catch-ups are being widely implemented, with increasing frequency, to ensure continued collaboration. Additionally, casual office events are creating opportunities for informal conversations, helping to maintain the human connection that drives agency success. By blending technology with a strong organisational culture, agencies can ensure that mentorship and valuable interactions continue to thrive in this new landscape.

There seems to be a growing sentiment that traditional mentorship is on the decline. Do you agree with this, and if so, what factors contribute to this shift?

JP: At BBDO, we call our office an ashram. It’s about community, about the collective. Everyone is equally connected. Interns, juniors, and seniors sit at the same table of creativity. Mentorship is a natural part of this culture of openness. Everyone has access to each other. The learning experience is intensive. It helped us offer the advertising industry five young CCOs - in just ten years! Everybody needs a mentor, including senior leaders. One person’s mentor is another person’s mentee. When we started BBDO in India, we invoked Gandhiji as our mentor. We created a space within our office ashram where we could learn from Gandhi’s teachings. We understood the nature of brand movements and how to create acts, not ads. Sometimes a mentor does not have to be physically present. Mentorship comes in so many different forms.

GS: This shift is a natural result of technology’s increasing impact on our daily lives. We now have online meetings with people who are sitting just a few doors away from us. As a result, mentoring has evolved from the traditional one-to-one model to a more collective approach. Today, mentoring often happens in internal calls and team meetings, where guidance is shared with many rather than just one.

How can agencies create a more mentorship-friendly environment to foster stronger connections between senior leaders and young talent?

JP: It all starts with the creative environment. Foster an open culture of exchange. Get rid of cabins. Sit in a circle. There’s something about circular motion that creates stronger connections. It’s about jamming! Great ideas, like great music, come from jamming.

GS: The solutions mentioned in the previous question are effective in fostering a stronger mentorship environment. Projects serve as an excellent way to connect individuals across teams and functions, enabling them to collaborate, interact, and gain insights into the diverse roles and opportunities within the organisation.

With the rise of platforms like ChatGPT, Instagram, LinkedIn and other digital influencers in the A&M space, do you think young professionals are leaning towards them for creative guidance more than traditional mentorship? If so, why?

JP: I think we are witnessing a ‘seeker’ generation. Young people are confident, expressive and yearning for learning. ChatGPT, Instagram, and LinkedIn are creating greater awareness and access to people. I had a young person who reached out wanting to walk with me. She had read about my walks in Bandra from an online interview. We connected over walks. The exchange of thoughts and ideas was rewarding for both of us. No coffee, just kilometres of discussions. It was mentorship and reverse mentorship by walking around.

GS: The abundance of information and guidance available through technology has made it easier than ever to access specific advice on both careers and projects with just a tap of the screen. Additionally, people are now more connected to past colleagues and can easily reach out to those they have strong connections with. It is also simpler to find others who have experienced similar situations, both professionally and personally.

How do you think this shift from traditional mentorship to digital platforms is affecting the creative landscape in advertising? Are there benefits or drawbacks to this approach?

JP: The good thing about digital platforms is you get access to a wider set of people who you look up to and can learn from. You are exposed to diverse views. This varied set of influences and influencers unlocks your mind to new possibilities. What’s great is you also get to choose your mentor.

GS: Although the overall ways of working have evolved, young professionals still spend a significant amount of time with senior leaders. They continue to receive guidance from their immediate supervisors on areas for improvement and the steps needed to advance to the next level. At the same time, organisations are becoming more transparent, with the rise of town halls offering even relatively younger talent more visibility than ever before. While gaining external perspectives through digital platforms can offer valuable insights, it can also create a limited viewpoint due to the influence of social bubbles. Agencies should continue to foster a culture of knowledge-seeking while also providing clear, constructive feedback and guidance.

This article was first published in the March issue of Manifest. Get your copy here!