When they first arrived at the headquarters of one of the region’s reputed organisations, they were just two young professionals. Uncertain, untested, and yet quietly resolute in their desire to prove their worth. They joined around the same time, stepping into the nerve-centre of the corporation, the CEO’s desk, a world where precision met diplomacy, where the rhythm of the day often changed with a single phone call.
At the time, neither of these two youngsters possessed the extensive experience typically demanded by such sensitive roles. There was pressure from HR to hire significantly more experienced and relevant talent.
Yet that was precisely the ambition and vision of the person they served. He believed in hiring young, hungry, and dedicated individuals, not necessarily from ivy league institutions, but those who carried the fire of possibility in their eyes. To him, mentorship was not a favour, but a responsibility. His philosophy was simple yet profound. An organisation should not only attract talent that fits perfectly but must also bear the onus of shaping and nurturing potential that can grow into greatness. He would often say that mentoring should be part of every leader’s ethos, a quiet culture that builds not just successors, but strength. And this went on to become the culture on which teams were groomed to be put in the right places.
It was this belief that gave these two youngsters their first real chance. And they seized it with both hands.
The CEO’s office was a crucible of ambition and intellect, with vice presidents, general managers, hods from multiple business groups converging on a regular basis. Amidst such high-octane energy, these two young assistants became the quiet constants, the twin anchors holding together an invisible web of communication and coordination. One possessed an extraordinary sensitivity for people, was a super multi-tasker, was able to read a room before a word was spoken, while the other had a gift for structure, process and understanding erp. Between them, chaos turned orderly, and pressure transformed into purpose.
Over time, they became not just assistants but extensions of the CEO’s intent. They knew which matters needed his attention, and which could resolve themselves with time. Their discretion and integrity became their authority. Many underestimated them at first, dismissed them as “too young,” ridiculed them and tried to test their resolve, but they learned early that dignity is best proved by consistency, not debate. Within a few years, they had earned not just respect, but reverence.
Theirs was not an easy life. Late hours flowed into longer nights. Families and personal health neglected on many occasions. Celebrations often took a back seat to crises and board meetings. The demands were relentless, the pace unforgiving. Yet both carried quiet pride in knowing that their work contributed to something larger than themselves. A vision of excellence built not on shortcuts, but on steadfastness.
Many years later came a moment that would test everything. A global health epidemic that shook the world. Workplaces fell silent, uncertainty replaced routine, and even mighty enterprises stumbled under fear and unpredictability. Like countless others, their organisation too faced difficult decisions such as recalibration, cost-cutting, redefined priorities. In those turbulent months, both of them stood firm, not out of obligation, but out of faith in their work, in each other, and in the values their mentor had instilled in them.
This storm took a long time to pass. A few years later, life presented yet another test, one closer to home. Their former boss, now on a few boards, faced perhaps the greatest challenge of his personal life: his wife’s prolonged health issues. What began as concern soon became a long, painful journey of medical procedures and slow recovery.
During this time, the two, who had once served him as employees, became something more. They became family. They remained close, checking in daily, offering support, coordinating care, and simply being there, as any dedicated person would.
What began 20 years ago as a professional association had quietly evolved into a lifelong kinship, rooted not in hierarchy but in humanity. Their lives became intertwined in the way that only genuine bonds can be. Unshakable even when perspectives differ or paths diverge.
Throughout history, true mentorship has often birthed such timeless relationships. When Thomas Edison mentored a young Henry Ford, it wasn’t just mechanical knowledge being passed on, it was belief, patience, and the courage to try. Similarly, Chanakya’s mentorship of Chandragupta Maurya wasn’t about power. It was about building character capable of leading a nation. The modern corporate world could learn much from such examples, that mentoring is not strategy, but a legacy.
The same spirit guided these two professionals. They embodied the idea that excellence is not inherited but cultivated. And their relationship with their mentor and his extended family reflected the deeper purpose of work, to grow as people, not just as professionals.
Long after the titles fade and the offices change, what remains are the values carried forward, the invisible lessons absorbed, and the quiet gratitude for those who believed in you before you believed in yourself.
Today, they remain connected, not bound by contracts or corporate hierarchies, but by shared purpose and enduring respect. They may not always agree on everything, but they continue to care deeply, the way true families do. For some, the workplace is just a stage. For these two, it became a life’s journey, one that taught them that dedication, honesty, and compassion need not be sacrificed for success.
Their story reminds us that leadership is not measured by how many follow a leader, but by how many the leader uplifts. It also reminds us that the best organisations are not built on structures alone, but on souls, mentors and mentees who choose to grow together through time, trust, and shared resilience.
A leader’s greatest legacy is not just the empire he or she builds, but the people he believes in, those who carry his values long after the world has forgotten the leader’s name.
In today’s world, most people attend even funerals and condolence meetings not out of true empathy but based on the worldly success of individuals. Recognition now often depends less on what one stood for as a human being, and more on one’s status or wealth. Isn’t it ironical that the same humanity which measures worth this way, expects a different standard for humanity to exist, and expects artificial intelligence to be more ethical, compassionate, and fair than they are themselves? 😊
