Leaving a Legacy: Moving from Mentee to Mentor

Mentors challenge you and can change the trajectory of your career; take that growth and use it to mentor others, says Muriel Poncin

After returning from a two-year mission in Mexico 25 years ago, I found myself back on the job market in Belgium, eager for the next chapter in my career. My search led to an unexpected opportunity when I received a call from an American woman, Ann C., who worked for General Electric (GE), one of the most recognizable companies in the world. She had heard about my experiences in Mexico and was impressed by my ability to thrive in a challenging environment. With confidence, she told me that if I could survive in Mexico City, adapting to the American corporate world would be no problem. I trusted that she would be right.

What made this opportunity even more special was the woman herself. She wasn’t just my manager; she became a mentor, guiding me through the complexities of the corporate world. Over the years, she became a steady presence in my career, someone who saw potential in me and nurtured it. Her advice was invaluable; she emphasized the importance of continuous learning and building a strong network. These simple yet profound pieces of wisdom became the foundation of my professional growth. For over a decade, she remained more than just a boss; she was a trusted advisor and friend.

Even today, we remain in touch, a testament to the strong bond we formed over those years. Her mentorship not only helped me navigate the complexities of the corporate world but also instilled in me the value of continuous learning and building meaningful connections. In many ways, her guidance has been a cornerstone of my career success, and I am grateful for the trust and support she offered me from the very beginning.

GE, during that time, was more than just a company: it was an American icon, synonymous with innovation, leadership, and development. One of the pillars of GE’s commitment to excellence was its renowned corporate university, Crotonville.

Located in New York, Crotonville wasn’t just a training facility; it was a breeding ground for future leaders. The university was famous for its leadership development programs, where employees from all over the world were sent to refine their skills and immerse themselves in the GE way of thinking.

The training opportunities at GE were extensive and meticulously planned. A Chief Learning Officer was at the helm, overseeing every aspect of employee development. This role was crucial in maintaining GE’s leadership pipeline. These opportunities were seen as both an honour and a critical step in one’s career progression within the company. Being chosen for Crotonville was a sign that you were being groomed for higher responsibilities, a testament to your potential as a future leader.

However, despite the plethora of training programs available, there was a notable gap in the system: there were no formal training opportunities for Assistants. While GE invested heavily in developing its managers and executives, the Assistants, who played vital roles in supporting these leaders, were overlooked when it came to professional development.

This gap highlighted a broader issue within corporate training environments at the time; while leadership was heavily prioritized, the development of those who supported these leaders was not given the same attention.

Recognizing the gap in training for Assistants, my manager took a proactive step that would profoundly shape the trajectory of my career. She offered me a yearly budget specifically for training or attending conferences, an opportunity that was both empowering and rare in the corporate world. It was in 2012 that I first used this budget to attend a conference in London that would change my life: Executive Support Live.

At this conference, tailored specifically for Assistants, I encountered two remarkable women who would become pivotal figures in my journey. Another American! Bonnie Low-Kramen, a seasoned expert and advocate for Assistants, quickly became a mentor to me, offering guidance and wisdom that has been invaluable ever since. I also met Lucy Brazier, the leader of the conference and a dynamic spokesperson for the administrative profession, whose passion for elevating the role of Assistants inspired me deeply. The connections I made at that event opened new doors and broadened my understanding of the potential impact Assistants could have within their organizations.

After the conference, Bonnie gave me a challenge that would set the stage for my next major endeavour. She pointed out that there was no internal community for Assistants at my workplace: a space where we could share knowledge, support one another, and grow collectively. She suggested that I should take the lead in creating one. It was a daunting task, considering the global scale of GE and the diverse needs of Assistants across different regions.

GE, at the time, was a vast conglomerate with diverse business units spread across the globe and had a complex organizational structure. Within this environment, I noticed that many Assistants were working in silos, focused primarily on supporting their immediate teams without much interaction with their peers in other divisions.

I began by reaching out to my colleagues in Brussels, five to six individuals, starting small but with a clear vision. I had worked closely with them, and I believed they would be open to collaborating and sharing knowledge, even if we were already doing so.

By initiating casual conversations and setting up informal meetups, I was able to gauge their interest in forming a more structured network. This small, trusted circle became the foundation upon which I would build a broader, more inclusive network.

With a core group in place, the next step was to find valuable content that could be shared and discussed within the network. I spent time researching relevant industry trends, best practices, and internal resources that could benefit our team. My aim was to find topics that were both informative and engaging, capable of sparking meaningful discussions. However, the simplest approach was to summarize the presentations I had attended at Executive Support LIVE or International Management Assistants (IMA).

To ensure the network remained vibrant and engaging, I recognized the need for regular opportunities for learning and development. My first step was to name the network, which I baptized “Virtual Coffee Break” (sessions would be organized via Webex), followed by establishing the frequency of our sessions (monthly). I also prepared the PowerPoint presentations that I would use to guide our meetings.

We started with just a small group, but word-of-mouth marketing from my peers quickly helped us grow. Our numbers increased from six to many more, and during each “Virtual Coffee Break,” new participants would join after hearing about it through the grapevine.

Some colleagues appreciated the initiative so much that they spontaneously offered their support; for instance, some helped with rebranding, HR staff suggested compiling a list of all the Assistants in the company, and those in marketing proposed creating a dedicated intranet for the network and sent out one-pagers to their teams.

It felt as though everyone had been waiting for someone to take the first step, and once I did, they were ready and eager to follow!

After a few months, the network had expanded to include over 2,000 Assistants worldwide. I even received messages from people in Australia, Japan, and South America requesting sessions tailored to their time zones.

The sessions quickly gained popularity, with attendees expressing how much they loved the content and appreciated that someone had taken the initiative to “coach” them. The informal and supportive environment of the “Virtual Coffee Break” resonated with many, fostering a sense of community. However, as the network grew, it became clear that this format was starting to feel too small.

On the one hand, I was frequently encouraged to elevate the sessions, as participants started asking for more structured learning experiences and expressed a desire to hear from “real” speakers – experts who could offer fresh perspectives and deeper insights. On the other hand, some Assistants approached me individually, seeking personal coaching or mentorship. The circle was complete: I was a mentee and then became a mentor.

The “Virtual Coffee Break” ran successfully for five years. This initiative not only filled a critical gap within the company but also demonstrated the power of collaboration and the importance of giving voice to those in supporting roles. It was a challenge that transformed into a triumph, reinforcing the idea that with the right support and determination, we can create meaningful change, no matter the initial obstacles.

The GE empire began to tremble and crumble, and I was forced to leave the company in 2017 after being there for over 13 years. Many of my peers have suffered the same fate. Nowadays, GE per se does not exist anymore, and I do not know if the “Virtual Coffee Break” initiative still exists, but I’m confident that the seeds I planted have continued to grow. I believe my former colleagues have likely carried this concept into their new companies.

Sometimes, it takes a challenge to push you into starting something new. Beginning with a small, focused effort and a clear vision is key; from there, everything else will fall into place naturally – and with an enormous amount of work. It was all worth it, and I wouldn’t change a thing.