MENTORSHIP & DEVELOPING OTHERS

Developing People for Where They Want to Go.

Training. Guiding. Advocating. Advancing.

I believe leadership is measured not only by the results we deliver, but by the people we develop along the way. Whether it's training a new team member, helping an employee advance into a leadership role, or advising a fellow MBA student, my goal is to create opportunities for others to grow, build confidence, and achieve their next level.

AI-generated illustration of Chance Loban guiding a colleague at a laptop
Leadership isn’t just about what people accomplish while working for you. It’s about what they become because they worked with you.

MENTORSHIP IN ACTION

Investing in Other People.

UNIVERSITY OF PHOENIX · SINCE NOVEMBER 14, 2026

MBA Peer Mentorship

On November 14, 2026, I began serving as a volunteer MBA peer advisor at the University of Phoenix. Following my formal introduction during a student meeting, I began advising fellow MBA candidates, sharing practical guidance on time management, academic pacing, and navigating competency-based education.

DECOM SERVICES

Workplace Development

At Decom Services, I personally trained 15 of 16 team members across virtually every aspect of our operations, including technical installation, safety, project execution, jobsite expectations, and individual accountability.

When technicians expressed interest in becoming leads, I evaluated their readiness for lead-level responsibilities and supported opportunities to demonstrate their capabilities. When employees wanted to move into programming, I advocated for them and arranged for them to sit in on programming jobs. Many team members advanced into lead roles or pursued new responsibilities with my support.

16Team members
15 of 16Personally trained
ManyAdvanced into leads or specializations

EXPLORE A DEVELOPMENT PATHWAY

Growth Is Intentional.

  1. Identify the employee's interest in leadership.
  2. Evaluate readiness for lead-level responsibilities.
  3. Provide opportunities to demonstrate leadership capabilities.
  4. Advocate for advancement when the employee is prepared.

Illustrative pathways based on real employee-development practices.

MY MENTORSHIP PHILOSOPHY

Listen. Guide. Empower. Advocate.

01

Listen & Understand

Start with their goals, experience, and challenges.

02

Guide with Purpose

Share practical knowledge and set clear expectations.

03

Create Opportunities

Provide hands-on experience and increased responsibility.

04

Advocate & Advance

Support their growth and champion their next step.

THE BIGGER PICTURE

Developing Tomorrow’s Leaders.

My commitment to mentorship extends beyond a single team or program. It’s part of a longer-term goal to continue developing others through leadership, mentorship, and someday, teaching in higher education.

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