USING YOUR JUDGEMENT

The role of Mentorship in Finance & Accountancy: How to find and be a mentor

I suspect Mentoring has always been around but the last decade or so has seen it rise to considerable prominence...Its value is probably greater now than it was throughout our history, or at least modern history.I have been exposed to mentoring and mentorship from every angle having proactively sought out my own mentors in the past and in time taken on the role of mentor to others. In my dual roles as a partner within The CFO Partnership and a board director of Sharp Consultancy for over a quarter of a century I have experienced it through osmosis and experience. Mentoring is something very close to my heart.Hopefully in this article I can explain why you should seek out a mentor for yourself, why your skills could make you a great mentor for others, how much satisfaction you might gain from mentoring others and one or two points on what makes a great mentor. Mentoring in Finance:Whilst mentoring can be beneficial in every type of employment and indeed, every walk of life, I believe it has particular relevance in the accountancy and finance sector.Accountants need to develop their management and leadership skills as they progress just like anyone else. They need to develop their self-knowledge and self-awareness like anyone else. They are, however, more exposed to issues regarding ethics and integrity than many other roles/industries. There can be and often is pressure for the results to be better than they are, perhaps to secure further lending or investment, please the boss, even keep their job. More than a few accountants have found themselves at His Majesty’s pleasure having done something they wouldn’t normally have done but have been pressured into. The finance leader (usually Finance Director or CFO) is the key sounding board for the owners/stakeholders; they are often the conscience of the owners. They probably need the ability to say ‘no’ more than other board members – and say yes and encourage. Whilst not responsible for operations, marketing, HR, IT (sometimes they are) and so on they transcend all those areas. They make a mistake – everything can go South very quickly.It is in part for the above reasons that the value of a mentor, someone who can be an independent sounding board, can question you and listen to you, offer opinions and advice is invaluable.Frequently a mentor helps you reach your decision and gives you the confidence to fulfil your plan. They help set challenges into perspective. They ask questions you haven’t thought of and allow you to see things through another person’s experiences. They are calming influencers and confidence builders. As a younger man early in my career I was told the best way of developing fast was to be a sponge, to absorb the greatest attributes of those around me and above me; to become an amalgamation of the best traits of those people. The challenge in accountancy and finance is you can easily find yourself at a relatively young (and hence relatively inexperienced) age in a fairly senior role with perhaps only one or two more senior finance people above you. Even if they are good, it is a very shallow talent pool to learn from. A mentor therefore can help you ‘mentally mature’, hone your decision making, cope with daily stresses, deal with difficult situations, improve as a manager or leader, manage upwards, improve your profile and credibility and build your own personal brand – in effect be the best version of yourself.However, it is worth noting what a mentor is NOT. They are not there to tell you what to do. They are not there to make decisions for you. They are not there to do your job for you. If that is what you are looking for then a mentor is not the solution.Why I became a Mentor:It was a very easy decision for me. By nature, I love helping others (it’s why I’ve loved recruitment for nearly 30 years) and I benefitted so much from formal and informal mentors myself.As an aside, a formal mentor is someone who takes responsibility for mentoring you. Informal mentors are people you surround yourself with who you know you can learn so much from just by being associated with them. There are dozens if not hundreds of people I would class as informal mentors to me; people who probably believe that I have helped them and probably don’t realise just how much they have helped me. Osmosis again!Mentoring someone is surprisingly two-way. You are there to benefit them, but you often benefit from the dynamic yourself. Mentees frequently inspire you to think differently in the same way you hope to inspire them. If you like helping people, then few things are as satisfying as being a mentor. When your mentee has a huge challenge and they are lost at sea, helping them find their way of navigating those choppy waters is one of the most satisfying things you can do. They feel fulfilled. You feel fulfilled.Finding a Mentor:It would be very difficult to try and find a random person to be your mentor. Chances are it will be someone you know well enough to admire and respect. Possibly a colleague, a customer, a supplier, a relative or a friend.You probably need to know them in advance to be sure you’d feel comfortable opening up to them; and be sure they would operate in the strictest of confidence.My first mentor was one of my customers. He was (is) a chartered accountant and at the time had been a partner in private equity for many years. He was inspirational, knowledgeable, vastly experienced in business and because of his private equity experience, had dealt with every size and type of business and every type of management team. I was very nervous asking him, but I plucked up the courage and was surprised by how flattered and delighted he was to be asked.Pick a mentor who might have enjoyed the career and experiences that you hope to achieve yourself. Luckily in finance it’s likely that you have already been exposed to such people.Identify who you’d want and simply ask them in a manner that shows how much you respect them. Give them a very easy way out so they don’t feel trapped in to agreeing ‘I know how very busy you are so there’s absolutely no problem at all if you haven’t got the time or for that matter, if being a mentor just doesn’t appeal to you’.How to be a good mentor:I suspect this is the one area I am least qualified to speak with authority on. I hope I’m a decent mentor, but would I be told if I wasn’t?There are some very sensible things that you can do or avoid doing though:Do ask what they want to get out of the meetingsDo ask what they don’t want to cover Do ask lots of questions; questions where the mentee presents the potential answers.Do explore reasoning; ‘Why’ is not an aggressive questionDo give ideas if requested toDo listenDon’t tellDon’t do it for themDo agree what actions they want to deliver before the next meeting (if that’s something they want you to do)Don’t berate them if they haven’t done what they said they were going to do – you aren’t their managerDon’t be emotional. Be factual. The regularity of the meetings is entirely up to the mentee. I always liked 1 hour every 2-3 months but that’s me. Final Thoughts:Finance is a multifaceted, technical, regulated and challenging discipline. It has huge risks if mistakes are made and can have more ethical/integrity dilemmas than many jobs. Having a mentor in finance can therefore have huge benefits.From a career development perspective, they can make all the difference. Therefore:Decide on what kind of support and advice you would like.Decide what you are trying to achieve in your business and your career.Figure out what kind of prson might have the experience that would be valuable.Do you know anyone like that?Don’t be shy, ask them. Ask them the way I mentioned earlier, and they’ll be flattered (and more likely to say yes).A dog may be for life, but a Mentor doesn’t have to be. If it isn’t working (they all lose their benefit over time) move on to another.Consider doing the same for someone else and mentoring them.

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We are taught from a very early age that it is wrong to judge people – and, it goes, without saying, rightly so. It is universally agreed that it is unacceptable to draw conclusions – or make a judgement – about a person based on factors such as, amongst other things, their age, their gender, their religion.

However there is a very fine line between being judgemental and using your judgement and – in my humble opinion - as a recruitment specialist, when it comes to assessing a candidate’s suitability for a particular role, using one’s judgement is absolutely fundamental to getting it right.

During the recruitment process, the ability to weigh up an individual based upon their skills and experience is, without doubt, essential and a very necessary part of the process. But to exercise good judgement and see beyond what is written there in black and white – to understand the difference between intelligence and common sense – is far more complex, and it’s not always as easy to get right as you might think.

Why is that? It’s probably fair to say that people often have an unrealistic view of their own capabilities; whether that is a tendency to over inflate their ability or, through a lack of self confidence and belief, they are unable to accurately assess their worth and are unable to see themselves in the same way that someone else sees them.

Their judgement is impaired. And if they are unable to ‘judge’ themselves – or rather they judge themselves incorrectly – then it’s up to the skill of the recruiter – and their ability to exercise good judgement - to determine the right conclusions from the information that they present about themselves.

In recruitment, making the right judgement about a person is critical. The impact upon a business – the amount of time spent and money invested in the on boarding process to bring a new person into an organisation – can be quite frightening, making it imperative that you get it right.

I’m asked many questions when speaking with clients or potential clients about their recruitment needs. ‘How many candidates do you have registered?’, ‘Can you find good candidates?’, ‘Do you know how to headhunt the best candidates?’. These are all very relevant questions; and ones that I would expect every recruitment consultant worth his or her salt to be able to answer and demonstrate without too much trouble at all. However, these are only valid lines of enquiry if the recruiter in the spotlight has the capability to judge what is or isn’t good and the one question that I am never asked – and the one which I think would tell far more - is ‘When it comes to people, have you got good judgement?’.

Let’s expand upon that thought. When asked if I can find good candidates, the short answer is yes. And not just good candidates, but very good candidates. But just because they are a ‘good’ candidate – that is to say they tick all the right boxes and can fulfil the requirements outlined in the job description – does that mean that they are a good candidate for this particular role? That is where judgement – my judgement – comes into play.

Say for example a candidate’s CV indicates that they have a degree from a well respected university – tick, they trained at a leading accountancy practice – tick, they qualified with flying colours – tick, and to date, have changed jobs on a number of occasions with each move seemingly resulting in a step up the career ladder. This could indicate someone who is bright, ambitious, and talented; someone who is sought after by employers. A good candidate you might say and someone who is very likely to make the interview shortlist on more occasions than not.

But, upon closer investigation, you identify that they have in fact held a number of jobs in a relatively short period of time. And they have only secured a promotion when they have changed employers. So rather than being someone that is really going places career wise, this could indicate that this is someone that their current employer is not prepared to invest in any further. Could it be that they don’t live up to expectations, that they don’t fulfil the promises that their CV or their performance in an interview might suggest? Or it could be an indication that they themselves have poor judgement if, after a relatively short time, the role isn’t what they thought it would be? Or perhaps the culture of the organisation doesn’t suit. Or they have a poor relationship with their boss. And whilst on the surface these are very legitimate and valid reasons for seeking a new position, one could – and should – be asking questions to ascertain if they did indeed display bad judgement or was it a case of bad luck?

We are all familiar with that well known phrase – ‘never trust a book by its cover’ – and its sentiment certainly rings true when it comes to hiring people; if your recruitment specialist has that rare ability to exercise good judgement, to look beyond the surface of what is presented to them and can weigh up the reasoning behind particular decisions, then your chances of making a successful appointment will undoubtedly be increased.

Sharp Consultancy specialises in the recruitment of finance and accountancy professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for temporary, interim and permanent roles across the full spectrum of positions throughout Yorkshire and beyond. CONTACT US today and speak to a member of our team about your next career move.