By Enock YEBOAH-MENSAH
The conversation was serious yet refreshing. I sat across from a senior regulator who had requested a meeting to discuss an issue that was plaguing the Banking Industry – “the high attrition rate of entry-level staff”.
“Theorhema,” he began, “we have noticed that Apogee Bank does not struggle with losing new recruits like other banks. What are you doing differently?”. I smiled. “We do not just hire employees; we develop executives from day one. The problem is not just salary or workload, it is purpose. If a young recruit does not see a future in your bank, they will leave the moment another opportunity comes up. So, I built the Future Executive Program (FEP) to address this.”
The regulator leaned forward intriguingly. “Future Executive Program?”. “Yes,” I said. “It is our way of turning Pawns into Kings, Queens, Bishops and Rooks. Instead of treating entry-level employees as mere workers, we position them as future leaders. And it all starts with mentorship and guided career visioning.”
The Four Critical Questions for Developing Pawns
I pulled out a document with the inscription “The Four Critical Questions for Developing Pawns” and slid it across the table. The document was given to me by Mr. Mensah, my mentor, when I became a manager to help guide my younger colleagues in their career journey just as he did for me.
The basic concept of the document is that a Pawn starts as the least powerful piece, moving slowly and often overlooked. However, when guided strategically and given the right path, it has the potential to transform into the most powerful piece upon reaching the other side of the board.
Similarly, at Apogee Bank, entry-level employees (the Pawns) may begin their journey with limited influence, but through structured mentorship and career guidance, they can rise to become future executives.
This document contains four questions that every recruit at Apogee Bank must answer with their assigned mentor. This is how we break the cycle of early career confusion of our new recruits and give them a purpose/reason to stay with the Bank.
What do you see yourself becoming in the next year to the next five years?
Theorhema leaned forward, his tone steady but passionate. “When employees do not have a vision for themselves, they lack motivation”. “At Apogee Bank, we start with the destination before mapping the journey.” The regulator picked up the document and skimmed through the first question: “What do you see yourself becoming in the next year to the next five years?”
Theorhema continued, “Most entry-level employees join a bank without a clear sense of where they are headed. They see the job as a paycheck, not a stepping stone. That is why early attrition is so high, without a future to work towards, they disengage.”
He sat back and gestured towards the glass-walled office overlooking the city. “But what if we change that? What if, from day one, we ask them to define their aspirations, not just in job titles, but in impact?” The regulator looked up. “Impact?”, “Yes,” Theorhema nodded.
“Some recruits want to lead risk management, ensuring the bank remains resilient. Others dream of driving digital banking innovation, creating fintech solutions that redefine customer experience. Some aspire for regional leadership, overseeing our expansion into new markets. These are not just job positions; they are mission. Once they articulate their vision, we help them chart a path to get there.”
The regulator tapped his fingers on the table. “So, you are making them think long-term?”
“Exactly,” Theorhema said with a confident smile. “We do not just give them a job. We give them a future to work towards.” He leaned in slightly, emphasizing his next point. “And when an employee sees a clear future within the organization, they do not leave at the first sign of distress. They stay. They grow. And they transform from ‘Pawns’ into the future leaders of Apogee Bank.”
In what ways do you want to grow in the next year to the next five years to become what you see?
“Vision without growth is just wishful thinking,” Theorhema said firmly. “That is why we do not stop at asking recruits where they see themselves in five years. We challenge them to define how they will grow to reach that vision.” The regulator nodded. “So, you are not just helping them set goals, you are guiding their development?”
“Exactly,” Theorhema continued. “We push them to break down their aspirations into tangible growth areas. Take, for example, a young analyst who dreams of becoming a CFO in ten years. We ask:
- What financial expertise do they need to master? Do they need to sharpen their understanding of IFRS 9, liquidity management, or investment strategy?
- What leadership skills must they develop? How will they transition from analyzing numbers to leading teams and influencing boardroom decisions?
- What technical certifications should they pursue? Should they aim for a CFA, ACCA, or an executive finance program?
He tapped the table lightly. “It is not enough to dream. We make them identify the specific knowledge, skills, and habits they need to cultivate.” The regulator glanced at the document again. “And how do you ensure they follow through?” Theorhema smiled. “We make it a conversation, not a checklist. Each recruit is paired with a senior leader as a mentor, someone who has already walked that path. These mentors do not just review a set of goals, they help refine them, adjust them as industry trends shift and most importantly, hold them accountable.”
He leaned back with confidence in his voice. “Growth is not an annual appraisal discussion. It is a continuous dialogue between rising talent and experienced leaders. That is how we develop our future executives who do not just fill positions but also redefine leadership at Apogee Bank.”
What do you want to learn to achieve your growth and vision?
Theorhema placed his hands flat on the table. “This is where personal responsibility comes in,” he said in a firm tone. “No one will hand them success. They have to own their learning journey.” The regulator raised an eyebrow. “How do you ensure that?” “We make it clear from day one – your growth is in your hands. It is not enough to say, ‘I want to be a regional manager’ or ‘I want to lead digital banking.’ The real question is: What do you need to learn to get there?” He continued, “We ask them to be specific. Do they need to:
- Improve their public speaking and communication skills? If they want to lead teams or present to the board, they must master clarity and confidence.
- Learn financial modeling and risk analysis? If they aspire to be CFOs, they need to be data-driven decision-makers.
- Understand AI in banking? If they want to drive digital transformation, they must know how AI is reshaping credit scoring, fraud detection, and customer experience.
“Once they identify their learning gaps, we do not leave them to figure it out alone. We match them with the right projects, courses, and mentors who will help them close those gaps.”
The regulator smiled. “So, instead of letting them drown in routine work, you guide them towards learning experiences that matter?”
“Absolutely,” Theorhema said with conviction. “Too many young professionals spend years doing repetitive tasks with no clear development path. At Apogee Bank, we structure growth. We do not just hand out assignments, we give them opportunities that stretch their abilities, challenge their thinking, and prepare them for the next level. “Growth is not accidental. It is intentional. And those who take ownership of their learning today will lead our industry tomorrow.”
How do you want people to perceive you professionally?
“This question changes everything,” Theorhema said. “It is not just about skills, experience, or promotions, it is about how you show up every single day.” The regulator folded his arms and enquired further. “What do you mean?” “If you want to be seen as a future executive, you must act like one today. So, we push our recruits to ask themselves:
- How should your colleagues see you? Are you just another junior staff member waiting for instructions, or are you someone who takes initiative and solves problems?
- How should management perceive you? Do you want to be the person they rely on for critical projects, or just another name on the payroll?
- What professional brand are you building? Every action, every interaction, and every deliverable shapes your reputation. Are you seen as detail-oriented? A strategic thinker? A reliable executor?
The regulator exhaled, nodding. “This is not just a mentorship program. You are shaping how they think about their careers.” “Exactly,” Theorhema said with a knowing smile. “We are redefining entry-level roles. At Apogee Bank, no one is just a ‘junior staff’ – they are future industry leaders in training. From day one, they understand that how they work today determines the opportunities they get tomorrow.
“Professional growth is not just about doing the job. It is about becoming the person who deserves the next level.”
CHECKMATE: A Culture of Retention and Growth
“Since implementing the Future Executive Program, attrition at entry-level has dropped by 60%.” The regulator raised an eyebrow. “That is impressive. What changed?” “It is simple,” Theorhema said. “New hires feel seen, guided and invested in. They do not feel like just another number in a corporate machine – they see a clear pathway to leadership. We have created an environment where they are not just working for a paycheck; they are building a future. That is why they stay.”
The regulator, clearly impressed, probed on. “So, whiles other banks are struggling to retain talent, you are growing your next generation of executives.” I nodded. “Disruptive leadership is not about filling vacancies – it is about building legacies. In chess, Pawns may seem insignificant at first, but with the right strategy, they become Queens, Bishops and Rooks.”
I stood up, extended my hand and smiled. “At Apogee Bank, Pawns do not stay Pawns – they become the future.”
The author is a Strategy, Leadership & Finance Enthusiast, an MPhil Finance graduate of the University of Ghana Business School and a member of the Institute of Chartered Accountants Ghana.
Email: [email protected]
