We live in an age where there is a never-ending stream of advice, opinions and expertise at our fingertips. We can find expert videos, blogs, articles and white papers all at the click of a mouse, and offline there are books, newsletters and magazines. In truth, trying to cut through the sheer volume of advice and information can be exhausting and confusing. So, where can we turn for experienced advice that we can trust to help us achieve stronger performance? In business, the answer is, increasingly, mentors. Finding a mentor is one of the best ways to take your career to the next level.
Mentoring can positively influence career advancement by:
The most effective mentor search begins by examining yourself. To find the perfect mentor, you need to be clear about your career goals and aspirations, your strengths and challenges, and the skill sets, behaviours or even work styles you’d like to develop. Although plans can change and flexibility is a key advantage in the current job market, knowing what you are good at and the areas where you need to improve, along with the general direction you would like to take, are key elements to success.
What types of career paths interest you and how do you want your career to progress over time? Having a clearly defined end goal helps you to focus, but when you first start these goals, they might feel unachievable. It helps to break them down into career milestones you and your mentor can monitor, and therefore you will be able to see your progress towards achieving these career goals.
Courtney Huggins was mentored by an experienced AMCT member, who works in a FTSE 100 company. What motivated you to be mentored via the ACT’s Mentor Me scheme? As I started the role of group assistant treasurer at Logicor with no group treasurer above me and reporting directly to the CFO, I wanted to ensure I had a support network of treasury professionals to rely on as a sounding board. The ACT’s Mentor Me scheme was the perfect solution. How has being mentored helped you? After being matched with a group treasurer, we have met every few months to catch up. We discuss an agenda of current issues, which range from technical treasury questions to career development, and he provides feedback and tangible steps I can take to reach a solution or my goals. He has also been kind enough to introduce me to some of his network, where he thought they could assist with specific questions or projects I was working on. Do you have any tips for getting the most out of the mentoring relationship? Know your drivers and goals, and relay these to your mentor at the start of your relationship. Additionally, although mentoring can be casual, keep sight of your goals and ensure you provide an agenda for each meeting to stay on track. If you are given sound advice that you agree with, take action! Lastly, put in the time – life is busy, but finding a few hours every other month should be possible for everyone. What advice would you give to someone thinking of starting a mentoring relationship? Take the leap and join up – it is a great resource for knowledge and networking.
Dermot Hardy has worked in treasury for almost 30 years, as both a consultant and a practitioner. He has been a mentor for the ACT Mentor Me scheme since it launched in 2015. Why did you become a mentor? When the ACT set up its mentoring programme, I was at a stage in my career where I wanted to help develop other professionals. My own team was quite small at the time and we already worked very closely together in a very collegiate atmosphere, which had a natural organic mentoring environment. I felt that I would like to give the benefit of my skills and experience to someone in the profession who did not have this type of support in their own organisation. What skills do you need to be a mentor? I think it is important to be positive and enthusiastic about the topic. I also feel that it is very important to listen and understand where the mentee is in terms of their career and professional development. It is also critical, as a mentor, to recognise your own weaknesses and where you may not be able to provide assistance and can instead point the mentee in the right direction. How did you approach your mentoring relationship? I believe that for the relationship to be successful, the initial parameters of what is expected, from both parties, should be agreed at the beginning. Also, I think that a degree of flexibility is important. I defined my role as one of providing guidance and direction, and not one of giving solutions. I believe that my role is to transfer the skills I have acquired over many years in developing strategies and solutions, while that of the mentee is to take the benefit of my experience while developing their own solutions and strategies. As time goes by, the mentee should grow in confidence and knowledge. What has been the effect on your mentee? I think it has been a positive experience and gives the mentee an additional degree of confidence that they are not facing the world alone in relation to technical or career issues. If they come across an issue, they can Dial M for Mentor and get support and guidance from a neutral and sympathetic source. Do you have any advice for someone who is thinking of becoming a mentor? Just do it. It is incredibly rewarding to know that you are helping someone progressing in their treasury career. There is also the added benefit of challenging yourself to think about issues that are different to the ones you encounter on a daily basis, which also helps you to recognise the wide skill set that you have actually acquired! The ACT’s Mentor Me scheme is a free resource for members and students. To find out more, click here and get involved.
Louise Tatham is head of professional development at the ACT
This article was taken from The Treasurer magazine. For more great insights, log in to view the full issue or sign up for eAffiliate membership