Beyond the Limit: Most Common Topics (and Some Solutions) in Limit Break Mentorship

As a mentor in the Limit Break Programme, I've noticed some common themes that keep popping up when guiding mentees through their professional journeys. I spoke to some other mentors, and we quickly realised we often find ourselves not just helping skills develop, but guiding people through a maze of challenges that arise in their professional journey.

Through our collective experiences, I've noted some recurring themes that transcend industries and job roles, shedding light on the underlying issues faced by mentees (and by our industry) and some approaches that might work in addressing them. Let's break them down:

Imposter Syndrome: Living with the Horrid Goblin

The number 1 on everyone's list - both mentors and mentees.

Feeling like an imposter and comparing themselves to others is a big hurdle for many mentees. It's not just about technical skills, but also about building up confidence and recognizing their own worth. I’ve noticed It affects a lot of people (myself included), no matter how experienced they are. I see this crop up a lot, and it really holds people back from growing, championing their work, advocating for themselves and more.

They start doubting themselves, questioning if they're really qualified, and worrying about not being good enough. Our job isn't just about teaching them skills, it's also about helping them deal with these deep-rooted insecurities and helping them see themselves for the amazing, talanted, creative people they are.

The key to dealing with imposter syndrome is to be more aware of yourself and challenge those negative thoughts. I always tell my mentees to recognize their accomplishments, acknowledge their strengths, and embrace what makes them unique. I even share my own experiences with imposter syndrome to show them that it's normal to feel this way sometimes. And if everything else fails, I tell them to turn it to a Con-man syndrome! Yes, you might be an imposter, but you’ve successfully fooled everyone into believing you belong by doing great work!

I also stress the importance of having realistic expectations and not minimising things to binaries such as success or a failure, just chances to learn. By seeing setbacks as stepping stones to growth, mentees can face challenges head-on with a positive attitude. Giving them feedback, cheering them on for small wins, all of this builds up their confidence. I always encourage them to find their own authentic voice that sounds like them, rather than trying to emulate other people. This way they get to build someone they can be confident presenting as. 

Also, we talk a lot about setting up goals that are below realistic - after all you can always add more to the list, but it will always feel crap if you come to the end of the mentorship, and you haven’t even crossed out half of the things you set out to achieve because you overscoped. I find mentees often forget that they have full-time jobs and lives worth living when they set their goals, so we work together to make them manageable and achievable. By doing that I’ve noticed with each item they cross out their confidence grows (and it absolutely skyrockets when they run out of things 4 months in and get to add more). 

I also encourage mentees to build a support system of friends and mentors who can offer guidance and motivation. Talking to others who have felt the same way can help them see that imposter syndrome is something a lot of successful people deal with.

Getting over imposter syndrome isn't easy, and it takes time, kindness to yourself, and a lot of determination. 

The Role of Setting Clear, Manageable Targets 

So, fundamentally, mentorship is all about guiding, supporting, and empowering people to reach their full potential. But to do that, setting targets is key to helping mentees break out of their comfort zones, get creative, and push themselves to achieve great things. My advice here is do not be afraid to set targets that are more creative - some mentees will need to watch a ton of GDC videos on open-world systems design, while others might have to go and do a couple of acting classes. It is important for mentors and mentees to get to know each other so that the goals are right for the person, not just for the career. 

Why Set Targets in Mentorship?

- Targets give mentees a clear direction and purpose, helping them stay focused and motivated.

- By setting personalized targets, mentors can help mentees grow in areas specific to their strengths and weaknesses.

- Targets create accountability and allow mentees to track their progress, celebrate wins, and learn from setbacks.

- Challenging targets encourage mentees to take risks, think creatively, and innovate.

- Achieving targets builds confidence and adaptability, teaching mentees valuable skills for overcoming obstacles.

Practical Tips: The 70-20-10 Rule

My usual go-to approach is to guide mentees to use the 70-20-10 rule.

- 70% Easy-to-Digest Learning: Provide mentees with learning tasks that are accessible and confidence-boosting.

- 20% Medium Difficulty: Offer challenges that push mentees out of their comfort zones without overwhelming them.

- 10% Challenging: Give mentees tasks that really stretch their limits and encourage excellence.

However, there is something really important when working with this - the mentee has to be really open to what is their easy to digest vs challenging. Some people can read 10 books a month, others prefer audiobooks or even prototyping. You will always end up with a mix of different mediums and approaches, but it’s important to set yourself for success by not only understanding but being honest with what works for you. 

Here is an example breakdown of economy design for a mentee that is predominantly visual learner over the course of 6 months:

70% - GDC videos on economy design with writing down 3 key takeaways after every video

20% - Modelling different economy set-ups in Excel

10% - Reading Chapters from Game Balance

Again, get to know each other and find what’s right for you. 

Navigating Office Dynamics

I've noticed that a big challenge for a lot of people is figuring out how to deal with office dynamics. Sure, having technical skills is important, but being able to handle relationships and office politics is key to being successful at work.

A lot of mentees come to us thinking they need to improve their tech skills, but we usually end up talking more about how to navigate the relationships and power dynamics in their workplace. Whether it's dealing with coworkers, understanding the unspoken rules, or managing upwards, there's a lot to consider at work. After all, companies are made of people. 

I always encourage them to work on their communication skills, listen to others, and try to see things from different perspectives. By promoting open communication and empathy, they can build strong relationships and gain trust within their teams.

My usual go-to is Radical Candor, as well as A Playful Production Process for Game Designers. The better you are at getting yourself across as well as recognising what others are trying to get across to you, the easier things get. 

We also give advice on how to handle conflicts and address workplace issues in a positive way. Whether it's dealing with difficult personalities, resolving disagreements, or standing up for themselves, I want mentees to feel confident and professional in those situations. By teaching conflict resolution techniques and assertiveness skills, I help them navigate office dynamics with poise and strength.

Understanding the company culture and norms is also super important. Every workplace has its own unique dynamics that influence how things are done. By helping mentees grasp these nuances, I hope to give them a better chance of navigating their workplace successfully.

I always tell mentees to build a strong support system at work - connecting with colleagues who share their values can give them a lot of guidance and perspective, or joining company initiatives that align with their own interests is always a great start. Feeling like they belong and have people rooting for them can make all the difference in navigating office dynamics.

Advocating for Yourself and Showing Your Worth

Mentees often come to us with questions about how to stand up for themselves, like asking for a raise, getting feedback on their work, or sharing their career goals with their boss.

Making the most of 121s

I always encourage people to make the most of their 121s by using the following method - send an email/message to your manager 1 day ahead with things you have been working on, things you want to be working on and a thing you could use their input on. That way they have the time to look into what they can enable for you rather than wasting your 121 with pointless chatter.

Bragging Sheets

The other thing I suggest everyone keep is a bragging sheet. The idea is that just doing good work might not always be enough to get recognized and rewarded with promotions or higher pay. Some important work can easily be overlooked, and it can be frustrating to realize you weren't rewarded for it because it went unnoticed.

During performance reviews, I often find myself thinking, "What have I even accomplished in the past 6 months?" It can be a bit disheartening when you forget about all the good work you've done. I end up spending a lot of time digging through notes, emails, and documents to jog my memory.

If you can't remember everything important you've done, chances are your manager won't either. They need a solid case to argue for your promotion or a high evaluation, so it's important to help them out. Keeping a brag document handy with a list of your achievements can make a huge difference when it's time for your performance review. It takes the pressure off trying to remember everything and ensures you get the recognition you deserve.

I personally recommend updating your brag sheet every week (if not more often). 

Here is a good template if you need one.

Recognizing and Dealing with Toxic Workplaces: Taking Care of Yourself at Work

Unfortunately, we've seen a lot of mentees dealing with some pretty tough stuff in their workplaces. It's not just about climbing the career ladder; it's about facing stress, negativity, and drama on a daily basis.

Spotting the signs of a toxic environment is super important. Mentees might be feeling anxious, fed up, or even develop physical symptoms of stress. First things first, I make sure to listen and let mentees know that they're not alone in this. By acknowledging how toxic their workplace is, we help them see that their feelings are totally valid and deserve to be taken seriously. Together, we come up with ways to cope and set boundaries to protect their well-being from the negative effects of a toxic work environment.

Sadly, mentors are not therapists, lawyers or HR professionals. However, with the support of Limit Break, we have been able to guide them towards resources and support to help them navigate those situations.

Paying It Forward: Building a Better Industry

At its core, mentorship is all about experienced people sharing their knowledge, skills, and perspective with others who are navigating their own paths. We are all bound to make mistakes (having made more than a few myself). It took me a lot of work to realise that as a mentor, it's totally normal to mess up sometimes. Recognizing and learning from these slip-ups helps us stay humble, empathetic, and resilient. And it's a great chance to build an even stronger bond with our mentees. Whether it's a mix-up in communication, missing what our mentee really needs, or giving not-so-great advice, every mistake gives us a chance to look back and get better. Do not be afraid to step up to being a mentor because you're afraid of making a mistake. Instead focus on listening, getting to know each other and when you innevitably make that mistake, appologise, adjust course and grow.

See, the thing about mentorship is that it's a two-way street. Both mentor and mentee learn from each other. Mentors get to see their mentees grow and succeed, while mentees bring fresh perspectives that keep mentors on their toes. It's a win-win that builds a sense of teamwork and achievement.

At the end of the day mentorship isn't just about personal development - it fosters a culture of sharing knowledge for the greater good. It opens doors to new opportunities for mentees. By assuming mentorship roles, mentees often find themselves in leadership positions where they can further develop their skills and expertise. By becoming mentors, mentees perpetuate the cycle of mentorship and create a legacy of guidance and support. Mentees who have benefited from mentorship understand its transformative power and are motivated to pay it forward by empowering others.

Mentorship isn't just about the here and now - it's a legacy of empowerment and, in the case of Limit Break, uplifting marginalised communities. As mentees climb the career ladder, they pay it forward by mentoring others, keeping the cycle of support going. This timeless tradition ensures that mentorship continues to make a positive impact for generations to come. In a nutshell, mentorship isn't just a one-time thing - it's a fundamental part of human progress, embodying the idea that what goes around comes around.