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W O R K F O R M E / S P R I N G 2 0 2 6 8 Often when someone is hired, they may demonstrate technical skills or they may possess "soft" skills, such as a knack for net- working. It's less common for a junior employee to have both technical skills and soft skills — so Colombo urges junior employees to cultivate that other skill set and tackle their weaknesses. "People don't need all the skills coming in," says Colombo. "We will teach you the skills. What we're looking for is the 'will'" — in other words, the desire to learn and grow. Bar Harbor Bank & Trust likes to match up junior employees with a peer mentor — someone with a bit more experience that's roughly at the same level. T h e b a n k a l s o c o m b i n e s classroom training (or Zoom sessions) with working shoul- der-to-shoulder with a senior employee. For instance, the c l a s s r o o m t ra i n i n g s e s s i o n might over some of the basics of customer service, combined with working side by side with a customer service rep as he or she interacts with a client. Colombo encourages mid- career employees to look for "stretch opportunities" — which can mean getting involved in work groups, taking on respon- sibilities or training for manage- ment level jobs. And, like a lot of banks, mov- ing up at Bar Harbor Bank & Trust might mean a geographic change. The bank has branches across the three northern New England states, so the opportu- nity to, say, become a branch manager might mean a longer commute or even a move. Often, she says, it's a question of "how far you will reach." Machias Savings Bank: 'Leadership doesn't start with a title' Machias Savings Bank, which has assets of $2.6 billion and 15 branches, says a number of managers got their start in "frontline" jobs working with customers. "We believe leadership de- velopment doesn't start with a title — it starts with how we train and support our frontline employees," says Danielle Daley, chief human resources officer at Machias Savings Bank. "They have access to a multi- tude of leadership development opportunities — both internally and externally. Many mem- bers of our management team started in frontline support of our customers. By combining strong operational training with early exposure to leadership re- sponsibilities, we create a clear pathway from teller to manager. f i n a n c i a l s e r v i c e s Get up to $2,500 back every year on your taxes, just for living & working in Maine. Scan to learn more. Paying student loans? Up to $2,500 back in your pocket every year. Pay down your loans faster — save up to $25K More money for you to enjoy life in Maine! STUDENT LOAN REPAYMENT TAX CREDIT www.liveandworkinmaine.com/studentloans Maine's got you covered! « C O N T I N U E D F R O M P R E V I O U S PAG E People don't need all the skills coming in. We will teach you the skills. What we're looking for is the 'will.' — Marion Colombo