38
For Advisor Use Only
January/February
2014
Practice Management
other. We also use this time to discuss attributes such as
attentiveness, creativity, decisiveness, honor, loyalty, sincerity,
tolerance, and wisdom that help us to make smart and
ethical decisions. This exercise also helps us connect and
work more cohesively as a team.
Lynn
: We try to make the experience positive and
interesting. We spend time talking about the team
members, showing our picture brochure, and describing
the culture and our mission. We also illustrate the career
path options they will have and review our benefits
program, which is quite extensive.
How do you mentor your employees for
new opportunities within your firm?
Gabe
: We’re always looking for ways to work smarter,
not harder. We encourage our employees to embrace the
philosophy “If it’s not broken, break it and make it better.”
Generally, during a new employee’s first week in the office,
he or she shadows a person who knows the job. We’ve
found that most of our new hires learn by seeing first and
then doing. This process allows them to expand their skills
and confidence and prepares them for the next steps. New
hires are also required to study for their FINRA Series 7 and
Series 66 exams, which builds their knowledge of our business.
Lynn
: We start talking about the career path process right
away, encouraging new hires to set their own goals for
achievement. Then we set target dates to get back together
and review how they are doing. We also make new employees
feel welcome by having different groups of staff take them
to lunch during their first few weeks. Natural relationships
form, and team members help mentor each other.
Is mentoring part of your culture?
How do you bring it to life?
Gabe
: Although we don’t have a formal mentoring
program, it does occur organically as more experienced
employees work with new employees to help them
understand our systems and processes. If employees
express interest in moving within the company, we work
with them to determine what makes sense given the
business needs and their skills, and then we develop a
mentoring type of arrangement.
Lynn
: Yes, not only within the culture, but we are also
involved in mentoring students through various programs
such as the National Association of Women Business Owners
and the CPA society’s Junior Duel program. In addition,
we have interns each summer and some throughout the
school year. We ask our associates to help us mentor and
guide them. The interns prepare a summary of their
experiences that we share with all employees at our weekly
meetings so they know they are making a difference.
As these advisors’ experiences show, communication is
a critical factor for success, whether you are assessing a
candidate’s skills or mentoring an employee or another
advisor. Being clear about what you want and expect
defines your success, as well as the success of your staff
and clients.
Angela C. Sarver is the supervisor of practice management.
She is available at x9873 or at
