Most founders I work with don’t lack support. They lack the right kind of support for what they’re actually going through.
They have advisors giving them playbooks. Friends telling them they’re crushing it. Board members asking for updates. Maybe a mentor they grab lunch with once a quarter. And yet, something isn’t moving. The same patterns keep showing up. The same friction. The same quiet weight that no amount of tactical advice seems to touch.
The issue is rarely a lack of help. It’s a mismatch between the kind of help they’re receiving and the kind of problem they’re facing.
I learned this the hard way over three decades of entrepreneurship. I spent years leaning on the wrong type of support for what I was actually dealing with — and the cost was measured not just in dollars but in years I can’t get back.I’ve written about that reckoning before, and it’s something I come across often in the entrepreneurial community.
The terms mentor, advisor, and coach get used interchangeably. They shouldn’t. Each serves a fundamentally different purpose, and knowing the difference can save you years of spinning your wheels with the wrong person in your corner.
Mentors Tell You What They Did
A mentor is typically an accomplished professional some steps ahead of you on a similar path. They’ve been where you are. They can help you see around corners, warn you about potholes, and offer the reassurance that what you’re feeling is normal.
The value of a great mentor is their business pattern recognition. They draw from lived experience and can say, “Here’s what I saw when we faced something similar.” When you know you have a specific, identifiable challenge — stalling in your target market, navigating a specific board scenario, structuring a fundraise with a specific VC — a mentor who has already walked that road can be quite helpful.
But mentorship has structural limits. It tends to be informal and unstructured, which works well when you know what you’re dealing with. It breaks down when the problem is something you can’t yet name — or when the issue isn’t strategic at all, but deeply personal. And mentors, with the best of intentions, can fall into a trap of assuming that what worked for them will work for you. Different era, different market, different person. The principles may translate. The playbook often doesn’t.
Advisors Tell You What You Should Do
Advisors are subject-matter experts. They operate in a specific domain — sales, product, finance, legal, go-to-market — and they bring deep, narrow expertise to a clearly defined problem. When you know the domain of your problem, a good advisor will get you to a tactical solution faster than anyone else. Fast answers. Laser focus. Over the course of my career, I built a bench of advisors for exactly this reason and have served as an advisor when it comes to revenue.
Where advisory falls short is when the real problem isn’t in the domain at all or is far more encompassing. Sometimes what looks like a sales problem is actually a leadership problem. What looks like a hiring gap is actually a boundaries problem. What looks like a strategy issue is actually an identity issue. Advisors have a hammer, and they’re excellent at finding nails — but they can miss the structural cracks in the foundation.
I’ve lived this. I once spent considerable capital hiring expensive talent on advisor recommendations to solve what appeared to be a capacity problem. The numbers supported it. The logic was sound. But the real issue was something no advisor was equipped to see — it was a human problem hiding beneath the org chart. I wrote about this in detail because the lesson cost millions, and it’s one I never want another founder to learn the hard way.
Coaches Help You Grow So You Connect To Your Wisdom Within
A coach — a good one — doesn’t tell you what to do. They help you see what you cannot see on your own. They work at the level beneath behavior, surfacing the assumptions, identities, and emotional patterns that quietly, but powerfully, govern your decisions.
Where a mentor shares their experience and an advisor shares their expertise, a coach holds up a mirror.
They ask questions that no one in your orbit would think to ask — questions that bypass the business problem and go straight to the human pattern driving it.
Founders don’t walk around saying, “I’m living out my unexamined childhood survival strategy.” They say things like, “It’s faster if I just do it myself” or “My team isn’t ready for more responsibility.” or “We aren’t ready for a sales leader yet.” Those sentences sound rational. Underneath them is something far more primal: a story about who you must be in order to feel safe, valued, or in control. That invisible architecture is where your years disappear — and it’s precisely what coaching is designed to make visible.
The results of good coaching show up in the business, but they originate in the leader. Decisions that once felt paralyzing become doable. Conversations that once felt dangerous become clarifying. Patterns that repeated for years — sometimes decades — finally break. In my own journey, a coach asked me questions that fundamentally changed how I structured my company, my team, and my life. No mentor or advisor would have gone there, because no mentor or advisor was trained to see what was operating beneath the surface.
Where coaching shines: When the real issue isn’t what’s happening in the business, but what’s happening in the leader. When the same patterns keep repeating across different teams, different quarters, different companies. When you suspect the ceiling on the company is actually a ceiling inside you. That may look like you’ve got all the right people in the company but the company just isn’t firing on all cylinders. Coaching works at the root, not the symptom.
Where it demands caution: Anyone can call themselves a coach these days, which makes finding a great one challenging. Low-quality coaching might feel good in the moment, but it can delay you from meaningful growth. A great coach has a clear theory of change, does deep work, and is along for your transformation – one that you can feel in your life and in your business. If it doesn’t change how you lead under pressure, it isn’t working.
So Which Do You Need?
Probably more than one, at different times.
When I look back at my own three-decade journey, the honest answer is that I needed all three — and the cost of not knowing the difference cost me years.
Here’s a simple frame:
You need a mentor when you’re facing a challenge someone else has already navigated and you want to hear how they navigated their terrain. The value is in their experience. In sharing their past experience, you may find a way forward for yourself.
You need an advisor when you have a domain-specific problem that requires specialized expertise. The value is in their knowledge. A great advisor will provide a solution to your specific challenge in the moment so you don’t have to spend more time pondering options. Adopt it, move on.
You need a coach when the barrier to strategic progress is something within — a pattern, a belief, an identity — that you can’t see clearly from the inside. The value is in their ability to reveal what’s been invisible and work with you to become who you need to become to make your future vision a reality.
The deepest work — the kind that changes not just what you achieve but who you become — that’s coaching territory. Mentors and advisors tend to the branches. But if the roots are not well nourished, no amount of pruning will save the tree.
If any of this resonates with where you are in your journey, I’d welcome getting to know you.