If you have not acted on a mentor’s advice, send a short, honest update. Thank them for the thought, say what happened, and name what you plan to do next, if anything. You do not need to pretend you followed through, and you do not owe anyone agreement just because they gave you time.
The useful follow-up is not a performance report. It is a clear account of where the advice met your actual situation. That might mean you tried it, have not had a chance yet, or decided it does not fit. Each is a different status, and each can be explained without turning the message into a defense.
Gratitude does not require agreement
A mentor can offer a perspective based on experience, but they may not know every constraint in your current role, team, finances, or personal life. Their suggestion deserves consideration. The decision remains yours.
Before writing, separate two questions: “Was this person generous with their time?” and “Is this the right next move for me?” You can answer yes to the first and no, not yet, or maybe to the second. A useful relationship leaves room for that distinction.
Try to name the advice accurately before evaluating it. “You suggested asking to own the next client presentation” is clearer and fairer than “You told me to be more ambitious.” Specificity keeps the update about the suggestion rather than turning it into a judgment of the person.
Choose the update that matches what happened
If you tried the advice
State the action and what you observed. Keep the result proportionate: a first conversation is a first conversation, not proof that a whole career plan worked. If the next step is unclear, say what you learned and ask one focused question.
For example: “I asked my manager about taking on the next client presentation. We agreed I can shadow the preparation first. I’m going to use that to understand the process before I ask to lead one.”
If you have not tried it yet
Say so plainly, then give the relevant reason and a realistic next point. You do not need a long apology. If timing changed, identify the new condition that would make the action possible. If the idea still matters but is not urgent, say when you will review it.
For example: “I haven’t raised the project idea yet because the team is closing a deadline this week. I’m going to revisit it after the release and decide whether there is a clear piece I can own.” That message gives the other person an accurate picture without promising a date you cannot control.
If the advice does not fit
Explain the constraint, not a verdict on the mentor. Then name what you are choosing instead, or ask a question that would help you test another route. “I looked at the transfer you suggested. The timing would put a current commitment at risk, so I’m going to ask about a smaller cross-team assignment first.”
If you are unsure whether the advice fits, do not force a yes or no. Tell the mentor what you would need to learn before deciding. A good next question might be about how to check whether the opportunity is real, what evidence would change your mind, or who else understands the situation.
A simple four-part follow-up
A useful update can be four short lines:
- Thank them: Name the specific conversation or suggestion.
- Report the status: Tried, not yet, or not a fit.
- Explain the key context: Give the one fact that shaped your choice.
- Set the next step: Share what you will do, or ask one clear question.
You can adapt this note:
Thanks for suggesting I ask about leading a project. I have not made the request yet because the current deadline moved up, and I need to finish that commitment first. After the handoff, I plan to ask which upcoming project has room for a defined contribution. If that timing changes, I’ll send a brief update.
Keep only the parts that are true. If you do not need more help, the update can end after the status and next step. If you do have a question, make it bounded enough that the other person can answer without taking responsibility for the decision.
When to follow up
Send the note when you have something useful to report, when a commitment you made is changing, or when you need to reopen the question. There is no need to manufacture a check-in just to prove you are still grateful. If the conversation was one-time advice and there is no meaningful update, you can use the guidance privately and leave the exchange there.
If you do plan to return to the subject, set a reminder tied to the decision point, not a vague promise to “circle back soon.” A deadline, the end of a work cycle, or a conversation with the person who owns the decision gives you a more useful cue.
If you are stuck on the next move, our guide on asking for help at work when you’re stuck can help you turn the open question into a specific request. And if you are deciding how much of a longer-term goal to share, see the practical check for sharing your goals.
Keep the relationship useful and mutual
A mentor is a person, not an instruction manual. You can listen closely, follow through on what you choose, and still decline advice that conflicts with your needs or judgment. The same standard applies in the other direction: if someone asks you for guidance, a clear offer with room to say no is more useful than pressure. Our piece on encouraging someone without adding pressure looks at that side of the exchange.
The point of a follow-up is to close the loop honestly. Say what you heard, what you did or did not do, and what you own from here. That is enough to respect the conversation without handing over the decision.
For a simple everyday layer to wear through the work you keep returning to, see the live Standard Issue Tee. Explore more practical decision guides in The Self Made Journal.
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