Charlotte Tyson is director of customer consulting for
Genworth Mortgage Insurance. She provides project support
and practical application of process-improvement tools and
methodologies for mortgage-lending institutions that range
from the country’s largest lenders to large regional banks,
credit unions and smaller community banks. The 25-year
industry veteran has an extensive background in all aspects
of the business, which gives her great insight and ability to
apply process-improvement tools and methodologies to
the best advantage of the customer. Reach Tyson at
email@example.com or (919) 846-4445.
Closing the Management-Skills Gap
Mortgage professionals moving into supervisory roles need leadership training
By Charlotte Tyson
Career-advancement opportunities abound in the mortgage industry. It is an industry where an individual taking an entry-level mortgage-originator job, for example, can
go on to enjoy an enriching work experience that
includes gaining technical expertise as well as pursuing
personal and professional development that might
even lead to a future management role.
The industry must make every effort to define the
promise it offers to new recruits and market it effectively. As importantly, the industry needs to understand and demonstrate that it is a reality and not an
Making it a reality is not always easy, however. To
illustrate the challenges, let’s take a look at the hypothetical case of Sonia, a smart, ambitious, self-motivated
individual looking for a career that will provide her
with income and stability, but also an opportunity for
professional development and promotion.
Sonia, who studied finance, has several friends who
are in the mortgage business, and they appear to be
successful and doing well in their careers. Sonia sees
that a local bank or mortgage lender is advertising
for jobs. She applies and lands a job as an entry-level
Sonia learns the fundamentals of mortgage lending
and sales quickly. She takes several industry-provided
courses and is fortunate to be partnered with a long-time employee that is a good mentor.
After some time, Sonia is recognized for her ability
to get things done, outperforming her colleagues. She
also has become known as someone who can put
together a good loan package and will work hard to
find a way to make a deal work. People like her and
respect her abilities.
The manager for Sonia’s team is taking another position, and Sonia comes to mind as a viable replacement,
not only because of her current performance but as a
reward for a job well done. Sonia moves into the new
position and is excited about her new responsibilities
Sonia starts her new job able to draw on her acquired
skills as well as the experience and technical knowledge she garnered while in her previous position.
Unfortunately, she did not move into the position with
even the most fundamental tools for being an effective manager.
Over time Sonia becomes frustrated and disappointed, not really understanding why she is not
more successful in her supervisory role. She looks for
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