CIO South Africa caught up with Eskom CIO Faith Burn, Merchant Capital CTO David Reynders and iWYZE CTO Mbusiswa Nyuswa to explore their unique approaches to mentorship.
“I have a council of mentors from different genders and cultures, all of whom have achieved excellence in their careers. They provide me with candid, authentic feedback,” says Faith Burn, Eskom CIO. “When I left IT for internal audit and spent nearly five years there, two opportunities arose: one to return to IT and another to stay in internal audit. My mentors unanimously advised me to return to IT – the best guidance I could have received. I’ve never looked back.”
For David Reynders, Merchant Capital CTO, mentorship extends beyond IT. “Great mentoring relationships are built on mutual respect and personal interest. As a result, I’ve learned from my mentors on a wide array of topics,” he notes.
One piece of advice, in particular, shaped his approach. “A mentor once told me, ‘Dave, it’s your job to make this mentoring relationship interesting for me.’ At first, it sounded wrong, but he explained: if I engage him meaningfully, he’ll look forward to our meetings, reflect on our discussions and take a vested interest in my progression. Otherwise, my interactions would become just another obligation on his calendar.”
This insight stuck with David, and today he encourages his mentees to do the same: “You’ll get the best out of me if you find ways to make our interactions compelling.”
iWYZE CTO Mbusiswa Nyuswa, meanwhile, has never had formal one-on-one mentors, but has always been surrounded by great leaders. By closely observing their decision-making and leadership styles, he has shaped his own career.
“My approach to mentorship is guided by the principle: ‘Be the leader you needed when you were younger.’ I believe in openly sharing my knowledge to help shape the next generation of technology leaders.
“True leadership isn’t about being a single point of dependency,” says Mbusiswa. “It’s about empowering others to grow, experiment and learn in a safe environment. I dedicate time to mentorship, fostering a culture where mentees develop skills, embrace challenges and unlock their full potential."
Not all mentees are the same
“A mentor-mentee relationship is just that, a relationship,” Faith explains. “There must be mutual respect. I work best with mentees who aren’t transactional, who take ownership of their careers, are eager to learn and respect the development process.”
David prioritises proactive mentees. “I look for those who drive the agenda, do their homework, and come prepared. If they do this, I’ll engage fully, regardless of their career aspirations.”
Mbusiswa values self-starters. “A strong work ethic is key. If someone demonstrates commitment and drive, I’m more than happy to support them. Given limited one-on-one mentorship opportunities, I also focus on leading by example – engaging in industry workshops, sharing insights on LinkedIn and contributing to platforms like CIO South Africa to reach a wider audience.”
Learning from mentees
Mentorship is a two-way street. Faith acknowledges that mentees have taught her valuable lessons. “My children have shaped my ability to think differently and be open to varying views. Mentees have shown me boldness, the urgency of chasing dreams and the importance of giving and receiving feedback,” she says.
For Mbusiswa, reverse mentorship is a crucial learning tool. “Leaders can become so focused on business outcomes that they lose sight of how decisions impact their teams. I foster a culture of psychological safety, where my team, regardless of rank, feels empowered to share perspectives, including critical feedback. Some of the best insights have come from junior team members, leading me to rethink and even reverse decisions. This openness has broadened my leadership approach and fuelled my growth.”
Mentorship vs. sponsorship
According to Faith, a mentor is a sponsor, but a sponsor is not necessarily a mentor.
“A sponsor is someone who speaks for you in rooms in which you are not; they may not necessarily have the tools to guide you into being your best or improving your best to an even better. That is what a mentor does – not only do they speak for you in rooms in which you are not, but they stimulate your growth,” she points out.
“Mentorship is about personal growth and problem-solving, while sponsorship leans more toward direct skills development and career advocacy,” David adds.
Mbusiswa gravitates towards mentorship rather than the concept of sponsorship because not everyone is fortunate enough to have a sponsor, and sponsorship comes with a certain level of expected ROI.
“Sponsors will only back those who are truly prepared and won’t let them down. Mentorship, on the other hand, is about guidance, knowledge-sharing, and skill-building. I firmly believe individuals should take ownership of their careers, invest in their growth and strive for excellence,” he concludes.
For these CIOs and CTOs, mentorship is not just about imparting wisdom – it’s about shaping future leaders, fostering resilience and creating a legacy of empowerment.
