In his book "Smart Thinking," Art Markman writes about the illusionof explanatory depth: By this, he means that we think we understandthings better than we actually do.

One cure for this trap is to be a mentor, because the processencourages you to teach another person. In doing so, the mentor andthe mentee will both understand and better address their ownlimitations.

From time to time, I take on interns and view it as myobligation to serve as a mentor to these young people. When I firststarted, my assumption was that knowledge would primarily flow inone direction — from me to them.

I was wrong.

The people I take on are all unique individuals, but they sharesome traits in common: They are curious, highly motivated,hardworking, and all harbor big dreams.

Although I would use similar words to describe myself, one ofthe downsides of success is that it makes you comfortable. Theintensity of a twentysomething's dreams can eclipse my own, andthat insight disturbed me. Am I ready to dream little dreams?

No way.

With each new relationship, I see the world through fresh eyes.Rather than talk at my interns, I try to listen as much aspossible. Each question brings a new perspective. Each shifts myworldview just a bit, and it causes me to wonder whether my answersare still as valid as they were one, five or 10 years ago.

"Young" does not mean untalented. These interns are fluidwriters, critical thinkers, fun and loyal. Working with them isn'tan obligation, it's a privilege.

Describing his book in FastCompany, Markman wrote: "Even the bestworkplaces involve a lot of routine. There are tasks that need tobe done on a regular basis, and that can become numbing. Mentoringhelps you to see your world through fresh eyes. When you serve as amentor, you have a chance to really see how much you haveaccomplished in your career."

This is why I urge my senior clients to serve as mentors. It's anon-threatening way to gain a valuable perspective on your careerand on the company you have built.

When functioning as a mentor, you want to create a frameworkthat allows the other person to explore. With my current mentee, wehave talked about leadership and also M&A, because those issueshave been on the table in my practice. Instead of me having all theanswers, I lead with questions he ought to explore. I give him somedegree of a framework to bring me something back, then let him goout on his own.

In doing so, we both learn where his questions, his competenciesand his confidence are. In all cases I ask myself, "What's going tobe in the best interest of this individual?"

The Good Work Project observes that positive mentors have threedistinct qualities: Perseverance in the face of adversity,professional creativity, and a commitment to the mission and valuesof their work.

In serving as a mentor, you remind yourself of the qualitiesthat have powered your career and of the energy you have longbrought to your work.

Some mentors think about helping their mentee act older and moremature. Not me. If all goes well, at the end of the process I willact younger and be more energetic. I hope the same will also betrue for you.

Related: Insuranceis a great career. How can we let college students and graduatesknow that?

Demmie Hicks is the founder ofAtlanta-based DBH Consulting.