You would think that the best way to get ahead at one of the world’s largest accounting firms would be to bring in more revenue, right? Well, if that accounting firm was EY, you would be only partly right because if you want to get promoted to partner at this prestigious company, you better have a line out of your door with people who call you their mentor.
“One of the things we always look at in terms of getting promoted to partner is the kind of following you have,” said EY Global Chairman and CEO Carmine Di Sibio. “How many people have you mentored? How many people want to work for you?”
EY has thrived under his leadership, generating an impressive $50 billion in revenue last year. Originally from Italy, Carmine brings a unique perspective to his role that draws from his experiences playing soccer and baseball.
At the core of this perspective is that people are at their best when they work in smaller teams and that mentoring works best when it is seen as an expectation and cultural norm rather than being left to the individual or mandated by a single department.
“Mentoring has to be built into your culture,” explained Carmine. “Otherwise it’s nothing more than a program.”
Carmine explains the difference between mentoring programs, which are driven by human resources departments, and mentoring cultures that are rooted in teams and driven by the demands of business. “We are too big to rely only on programs,” he said of EY’s 400,000 team members serving clients in 150 countries. “In order to prevent people from just going through the motions, we have to build mentorship into our culture.”
Carmine believes mentoring should mirror sports team dynamics in which the more experienced players, as well as the coach, “pour into” the rookies to teach them how their team plays the game. You don’t have to have played a team sport to appreciate Carmine’s insights and practices for developing powerful mentoring cultures. These include:
- Turning mentorship into an expectation in your organization’s promotion structure.
- Using onboarding to hire employees who demonstrate a high probability of cultural fit.
- Making “social mobility” through professional development a stated goal of your corporate culture.
Resources:
- Connect with Carmine on LinkedIN
- Learn more about the study EY conducted with espnW revealing that 94% of women in the C-Suite played sports
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