The Multiplying Mentor

The Multiplying Mentor Is Out Today. Here's Why I Wrote It.

October 16, 2026•1 min read

The Multiplying Mentor Is Out Today. Here's Why I Wrote It.

In Sri Lanka, I watched a company hand its mentorship program to an HR coordinator. She had never run one. She was told to pair mentors with peers who had no real authority. Nobody gave the mentors time or training.

The program stalled inside a year. Nobody was surprised. Nobody was equipped either.

Around the same time, I found out something about the owner. He wasn't mentoring his own successor. He was quietly making the young man's decisions for him. And calling it mentorship.

Two different failures. Same root cause. Everybody assumed that being senior, or caring enough, meant you knew how to build another leader. It doesn't.

I couldn't let those two things go. A program that lives on an org chart and nowhere else doesn't work. A founder who never lets anyone else decide isn't mentoring. He's delaying the handover and calling it development.

That's why I wrote this book. It's not about warm feelings and career advice. It's about the mechanics. How you build a mentor who goes on to build the next one. Inside a family business. Across whatever cultures your company runs through. In a way that survives you leaving the room.

The book is built around the six-step BRIDGE Method. Every chapter has tools you can use on the floor the same week. The full toolkit is free to download at bjornvikard.com. No email required.

It's called The Multiplying Mentor. It's out today.

Where to get it

Ebook, direct from me: bjornvikard.com/the-multiplying-mentor-ebook

Paperback and Kindle: Amazon

#Mentorship #Leadership #FamilyBusiness #CrossCulturalLeadership

Björn Vikard

Björn Vikard

Björn Vikard is the Managing Director and Principal Consultant with over 20 years of international leadership experience in management, operations, and strategic transformation. Born in Sweden, he has lived and worked across Asia, the United States, and Europe, giving him strong cultural insight and credibility in leading multi-cultural organizations. He has held senior executive and board-level roles, including Chief Operating Officer and Managing Director, supporting organizations through growth, transition, and operational complexity.

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