My Mentor
Sheila O’Gorman spoke to Centrum editor David Leck about his experience of working with Donald Steel, the BBC’s former chief communications adviser and a world-leading expert on crisis communications.
Tell us about your mentor, how you first met and where you worked?
I first met Donald Steel when I freelanced in the BBC press office and he was the corporation’s head of press. Donald was a great promotor of his department internally and I can honestly say the best boss I ever had. He knew how essential the press office was to an organisation that is rarely free of public and political scrutiny and he championed all it did during 17-hour operational days, 364 days a year.
During the years I worked with Donald there were several prominent, fast-moving stories [the murder of Jill Dando; the first Iraq War and ‘dodgy’ dossier surrounding the supposed weapons of mass destruction; a near-fatal ‘Top Gear’ on-set accident]. The media attention was forensic and the pressure on the team during those times intense, but Donald was never anything other than an amazing leader. He could be tough and demanding [his standards were uncompromising – and rightly so] but he had tremendous empathy with – and always showed great care for his – team. And, crucially in a charged crisis communications scenario, he was both kind and never lost his dry, Scottish sense of humour.
What is it about him that remains with you?
I learnt the real importance of networking – and helping others. Donald was [and still is] great at connecting people and nurturing relationships regardless of whether it’s of any benefit to him. It’s certainly a lesson I try to follow and it makes me happy to be able to continue to refer people for opportunities and put the best people together for a project or business need.
Did they have qualities you’ve tried to incorporate in your own career?
Again, I would say Donald was an exceptional boss and mentor when it came to knowing the specific talents and strengths of individual team members. I think it’s something from which some managers could learn these days. As I said, I’ve always tried to emulate his style when it comes to connecting people, supporting colleagues – and I’m passionate about helping those in the early stages of their careers. This is a tough world for our young people and those of us who’ve been around the block a few times have a responsibility to pay-it-forward.
How would you go about choosing a mentor?
It’s important to have a connection when thinking about a mentor. He or she doesn’t necessarily have to work in the same field or department. We live in such an evolving business world and organisations will always be shifting around their marketplace and customer demands. The main priority when choosing a mentor is that they share your values, professionally and personally. I always feel building your reputation within a business or sector is based on two things: doing the work and being kind.
What’s the best piece of advice you’ve been given?
Communicate! Whether it’s with colleagues, clients, suppliers or stakeholder, it’s essential. It not only speaks to your efficiency and the fact you care, it’s also a key investment in your personal brand and PR. And it might seem outdated but pick up the phone every once in a while or suggest a coffee. AI has its uses and it’s here to stay but there will never be a substitute for face-to-face contact.
“Donald opened my eyes to the value of honest support and encouragement and had a great sense of humour which helped put things in perspective especially during long and challenging days with so many demands. He also taught me looking after your team is as important as serving your management or the media.”
Is there a project or scenario that was especially challenging and what did their leadership mean to you then?
Donald Steel is a crisis management legend – simply one of the best. It’s that combination of knowledge, experience, intuition, approachability and empathy that separates the brilliant from the good. I’ve never known anyone able to manage a fast-moving, multi-faceted news story so calmly. And calm is one of the greatest skills in such scenarios.
Much of what we had to deal with was difficult and upsetting [the murder of a much-loved BBC figure; the uncovering of one of the BBC’s historically most prominent light entertainment presenters and his abuse of hundreds of victims over five decades]. Donald understood every aspect of these issues and that the unrelenting press attention – 24/7 at times – also meant he had a responsibility to his team. I also learnt from him the skills and approach needing during a major issue when you have to deal with external agencies, such as the police, and how vital this is to a wider communications challenge.
How would you sum up an impressive mentor as a manager?
An impressive mentor will always be aware of the importance of fully supporting their team, will support your ambitions and encourage you to look at the next level for your career progression. Donald opened my eyes to the value of honest support and encouragement and had a great sense of humour which helped put things in perspective especially during long and challenging days with so many demands. He also taught me looking after your team is as important as serving your management or the media.
I don’t have a mentor, am I missing out?
You don’t necessarily need a formal mentor but my advice is seek out people you like and trust, who have a collaborative rather than a dictatorial style and – ultimately – who you respect. If someone shows an interest in your career or they do something or have a style and approach you like, make the most of that. Let your personality shine through and don’t be afraid to say ‘yes’ to opportunities as you never know where it might lead. And then, pay it forward.
What is the one piece of advice you’d give to those you mentor?
Trust your instincts and don’t be afraid to stand your ground. Of course, this shouldn’t be confrontational but it’s important to know your worth and to never accept being taken for granted. Again, keep an open mind to the opportunities that come your way because you never know where they might lead you. And, most importantly, always take the work seriously but don’t take yourself [too] seriously.