[ad_1]
Access to development opportunities at work is critical to career advancement – and companies that do not offer these opportunities are more likely for employees to leave their jobs according to A recent study Conducted by the Society for Human Resource Management. As a business owner, Fisher Investments understands this very well – which is why they provide the training and advancement people need to build careers for life. In this three-part article series, we talk to employees about their growth at Fisher and how the company helped them get to where they are today. Below, you can read the third part of the series, and click here to see the parts One And two.
It has always been Honey L. She’s good with numbers, so a career in finance didn’t make sense to her. Another easy choice for an economics major was working at Fisher Investments after college.
“Lots of people around my age joined the firm, and it seemed like a really great place to start a career in finance,” she recalls.
Ten years later, she’s still working at Fisher—and the company’s approach to career development is what’s kept her there. More specifically, Honey has benefited from the way Fisher coaches the next generation of leaders. Thanks to the mentorship culture and programs such as Look Before You Leap, she has discovered her passion for management and recently started a new role – her sixth so far in the company – as a team leader specializing in client operations in the UK.
“What ultimately convinced me that the path in management was right for me was the emphasis the company places on developing people, beyond the business results they deliver,” she says.
Here, Honey talks about her non-linear path to leadership at Fisher, the company’s “Look Before You Leap” program, and the underrated skill that changed the rules of the game in her career.
Describe your career path in the company.
I started as a Customer Service Associate in the US Client Group before joining the corporate side to work on the RFP team. My role was to provide information or answer inquiries from corporate prospects, so it was a great opportunity to learn about different sectors of the business.
From there, I joined our data and analytics group working with investment advisors. I have had the opportunity to mentor our part-time colleagues, which has helped me develop my management skills. Soon, the number of our part-time colleagues expanded and I was chosen to run this group.
How did this first experience as a manager help you get to where you are today?
In this role I have set up a new training program for colleagues and have provided them with a lot of support. I really love that stage in people’s careers where they’re just starting out and need to build key skills to help them succeed. When I was ready for a new challenge, I knew I wanted to continue working with employees early in their tenure. Fortunately, my current role as a Team Leader specializing in Client Operations in the UK opened up and that was exactly what I was looking for.
Did the ability to move between groups and try new things keep you in Fisher?
definitely. I am a person who loves to learn, so I enjoy trying new challenges that keep me engaged. Being able to make multiple job shifts, based on my performance and internal job opportunities, in a few years’ time was a huge benefit of staying at Fisher.
What sets Fisher apart is that career development is built into the company’s values. If someone wants to build depth and become a subject matter expert in one area, the company supports that. And for those like me, who like to try different things, the company understands that skills are transferable, so they provide you with the resources and support to transition to your next job.
Tell us about your experience participating in the Look Before You Leap programme. What did you learn about becoming a manager?
Look Before You Leap is a three-part master class for anyone interested in a potential career in management. For me, it was very helpful because we heard from many long-time managers about their own experiences managing at Fisher. We also spent time role-playing situations a manager might encounter in their job.
For example, we went through some scenarios about making difficult notes. We had to play both the manager and the employee, and the session not only gave us perspective, but also space for us to practice what we were saying.
In addition to management training, what are some other ways Fisher has supported your leadership growth?
There is a strong mentorship culture here. Managers hold regular one-on-one meetings with their employees to talk not only about the problems they face on a daily basis, but also what their long-term career goals are. I have that space to build a relationship with my line manager to say, “This is where I want to be in a few years. What can I do now or what do I need to work to get there?” They also helped me discover new directions for my career, whether It was suggesting that I consider a different area of work or a growing team that I might fit in.
In addition, I learned a lot about what it takes to become a manager by observing them, receiving their feedback, and working together on projects. They always have something insightful to say, so I feel like I always have a good support system of mentors and other managers to rely on.
What do you like most about being a team leader, and what is the most challenging part of the role?
What I like to do most is solve problems and work with people to find solutions. I like that my role is fast paced, high impact and has a measurable impact on our clients in the UK. I like to solve a good puzzle, but it’s also a challenge because 10 urgent cases can happen at the same time. I have to learn how to prioritize my time effectively.
What are the most important skills you have developed since joining Fisher that have helped you as a team leader?
The skill I’ve picked up over my years here is knowing how to manage complexity. I think it’s an underrated skill that took me a long time to grasp. This is especially true for people in my position, as we often work with new teams, groups, or processes. It is about being able to troubleshoot and think about what the problem is and what solutions or resources we can apply.
[ad_2]
Source link