’Mentoring’ is a professional relationship process in which the mentor

’Mentoring’ is a professional relationship process in which the mentor, a person with more experience and knowledge, helps, guides, and supports the mentee, another person with less experience, to help them develop both, their professional career and personal life.

With this goal in mind, the Good Latinas for Good program was created. It is a non-profit
organization that seeks to empower latina women in any professional field. Women select and are selected by other women leaders, who offer their time, knowledge, and experience at no cost to mentor and guide any latina professional who registers for the program.

The participation of mexican women in companies is lower compared to other countries; it is that only 13% are present on private boards of directors, and 28% in public adninistration Therefore, such programs are essential to help integrate more women into the fields they choose to pursue.

I registered last year and had the fortune of being mentored by Priscila Pacheco Menoncal, the current director of FCA Group (now Stellantis) distributors organization in the country. In addition to leadership and management skills, Priscila holds a master’s degree in digital marketing, has extensive experience in advertising and finance, and has a background in law.

My mentoring sessions began on November 12, 2024. We had three sessions in total, but
there is an option to negotiate a fourth if is desired. Fortunately, we formed a good
partnership and were able to establish a relationship that I hope continues growing and making both of us happy.

When Priscila contacted me, she asked me to complete an ’empathy map,
’ which would give us more clarity about my skills, strengths, and areas of improvement. From there, we began our sessions. She asked me to set three goals to work on during our sessions. I knew I needed space and feedback from a woman with that expertise. However, I wasn’t entirely
clear about the specific goals to focus on. We connected in a very genuine way because, besides the affinity we both felt when we saw each other’s profiles, we were both honest, frank, and respectful with each other. This encouraged me to share some ongoing challenges I was facing in my professional life, all related to sexism and harmful competition from other women.
Some of the things I learned from Priscila and would love to share with you are the following: Regarding issues that have faced with people different from me, the best and most effective advice she gave me was: to materialize in a brief text what I could have done better since that’s the only thing that matters to me and is in my control. This, with the clearness, that the way others act is not something I can control. Keeping a record of what I could have done better, both for myself and for the professional relationship, not only helped me release that weight, but also allowed me to reflect on behaviors I was engaged in, that were not serving
me. She adds that, as women in the workplace, we have a great opportunity to bring mutual support rather than competition.

When someone tries to copy another person’s work style (and I would dare to say also a personal style), what happens is that you become a poor imitation of someone else. This is something non e of us are taught: we have to do things according to our own way of being.

Finding your own way to lead teams, your own voice that needs to be heard, is something that comes through experience. Just because something works for someone else doesn’t necessarily mean it will work for you. Acting from authenticity and our own responses, can sometimes save us from many missteps and battles that lead nowhere.

The famous imposter syndrome is also thinking that something you did or achieved can be done by anyone. That’s not true. Even if there are many people doing the same thing as you do, no one will do it the same way because they are not you and don’t see things from your perspective. It’s also important to take a pause to celebrate, applaud, and recognize your own successes, no matter how small they may seem. The accumulation of them is what
builds great achievements.

It’s also wise to recognize when it’s time to slow down and rest. Sometimes we don’t
recognize personal accomplishments because we’re too eager to keep moving forward, and they end up going unnoticed. Growing with a solid and happy foundation so that it’s hard to be knocked down involves growing in all senses from what is humanly possible.

Often, people prejudicially think that someone is in high positions only because they are attractive or have gotten involved with someone, and that’s why one has to work twice as hard to prove that you’re not there because someone had an interest or because of your pretty face, as Danna Paola says.

Other times, even as a director, your voice is not heard at decision-making tables. In this
case, we must be proactive in putting ourselves in the right position. For example, you can mention to the person that they forgot to mention you. Other times, you can let them take the spotlight and shine. This is also part of growing and knowing when it’s your turn to be the ringmaster and when it’s not. Recognizing the achievements of team members was something she didn’t experienced, and that’s exactly why she enjoys doing it with her teams. We must recognize our value as employees and also know our role within the company. The position of boss and leader
requires other skills that, as executors, we may not realize. For example, she looks for ways to give bonuses or raise her hand at the table to advocate for her team. It’s also important to consider the strengths and weaknesses of each individual, and based on that, treat people to motivate or stop them when necessary. The different ways to solve something are what create team complementarity. Everything has its black, white, and gray scale. Work relationships are complicated, dealing with people is complicated, and pressure is often what causes bad dynamics. Sometimes
she also recognizes that she’s the one who reacts this way, and whenever it happens, she has the humility to apologize for being too pressured. The next time, she does it better. She does this consciously and transmits that security to her team, wanting to do things right. On the other hand, when it happens to you, it’s best to be assertive in setting clear boundaries, in writing, and if there’s something you can do to improve the relationship, nothing is lost by trying. There’s no need to be confrontational or passive-aggressive, just clear and timely,
with a resolution-oriented and proactive attitude. Interpersonal relationships are very
complex, and it’s difficult for something to get resolved if we just leave it to time. It’s also important to stay open to new experiences.

A bad work experience doesn’t mean that every company you go to, will be the same. Another reality that concerns us as women is the fact that inappropriate comments are not only received on the streets when we walk, but also happen in workplaces. While many go to their bosses to try to resolve this situation, as adult women, we also have the responsibility to know how to get out of that situation, either by speaking up and clearly setting your boundaries, saying sarcastically ’I didn’t understand, ’or venting to your support network, or finding new ways to get out of that place. It’s not ideal, but these are situations we may face.

Always weighing the balance. If it’s an inappropriate comment, and it’s a boss, that could be a way to handle it, as long as the situation doesn’t escalate to something else. This attitude is not about justifying or tolerating, it’s simply learning to choose your battles. It’s impossible for one person to fight absolutely every battle.

On being a director at a multinational brand, Priscila tells us: ’One of the biggest challenges is technology. Often, brands seek to develop strategies for markets where certain technologies already exist, but in Mexico, they are not yet available, which forces us to be creative and find ways to adapt or introduce them here.

Another important challenge is that global or regional management sometimes doesn’t
understand the particularities of Mexico. Our country has many different ’Mexicos’:
consumption habits vary greatly depending on the region, and that’s not always reflected in global strategies.

Despite everything, what I love most is the opportunity to share learnings with other
countries and adopt ideas that help us grow as a team and as a market. It’s challenging, but also very enriching.

’Priscila also spreads her joy as she witnesses more inclusion of women in important teams and leadership roles at Stellantis (formerly FCA Group). ’The leadership change in Mexico also made a difference. Since Zarlenga’s arrival and now with Carlos Quezada’s direction, there’s been a noticeable shift in how management and negotiations are handled. The way
they integrate and solve problems has opened up more opportunities for women and promoted a more equitable and collaborative work dynamic between the plant and distributors. The inclusion of women brings diverse perspectives that strengthen the strategy and execution in a competitive market like ours, ’she adds.

She offers some incredibly valuable advice on how to handle difficult work situations:
1. Listen first: Before deciding, make sure you understand the situation well. I
always try to make sure I have a clear goal in mind. Listen to those involved, review the
information available, and analyze possible scenarios. And always, always, have a backup plan.

2. decisions.
Be objective: Emotions can work against you when things get complicated.
Relying on facts and leaving assumptions out helps make clearer, more contextual.

3. Communicate clearly: Open communication is key when dealing with difficult issues. I make an effort to create an environment where my team feels safe expressing doubts and concerns. That always makes a difference.

4. Seek advice when necessary: It’s okay if you don’t have all the answers.
Ask for opinions from those around you, even from people in other industries. Saying,
’I don’t know how to approach this, how would you handle it?’ doesn’t diminish your value. On the contrary, it makes you more human and strategic.

5. Make decisions and own the consequences: There will be tough decisions that may not be perfect, and yes, sometimes we will make mistakes. But what matters is accepting the error and finding a solution. That shows leadership and growth.
6. Be empathetic: One of my bosses once told me: ’Know your team.
’
Understanding their family dynamics and personal challenges will help you support them better. And when they feel supported, they’re more likely to be committed to their
responsibilities and projects.

On the feminist movement, she expresses: ’I believe the feminist movement has been
important in giving visibility to women and generating meaningful changes. However,
personally, I don’t identify with the stereotype of a ‘feminist.

’ I prefer to define myself as a
woman, mother, wife, director, and, above all, as someone who believes in the value of
people, regardless of gender.

For me, real change comes from our humanity, from recognizing and valuing each person for what they bring. Rather than focusing on gender, I think we should focus on finding the best person for the best job, without relying on quotas or labels.

The movement has opened many doors, but I think it’s time to evolve the discourse toward something more inclusive, where we talk about equity and opportunities for all, centered on who we are as individuals and how we can contribute to the world in the best way.

Her recommendations for women celebrating a career promotion are:
1. Recognize your achievement: Take time to celebrate with yourself. A
promotion is not just a title or a new position; it reflects your effort, dedication, and skills.
Appreciate and acknowledge how far you’ve come.

2. Share it with those who supported you: Celebrating with your family,
friends, or team who’ve been with you along the way makes the achievement more
meaningful. Thanking those who’ve pushed you reinforces those key relationships.

3. Reflect on your growth: Take a moment to think about everything you’ve
learned so far and how you can use those lessons to face new challenges.

4. Celebrate in a way that inspires you: Whether it’s a dinner, a trip, or
something simple like taking time for yourself.

5. Share your story: Your experience can inspire other women. Talking about
your challenges and successes can motivate others to believe in themselves.
6. Prepare for the next challenge: After celebrating, focus on what’s next. Set
your goals for this new role and how you want to continue growing both personally and professionally. ’Remember, every achievement counts, and celebrating your successes is not only an act of
gratitude for yourself but also a way to inspire those around you.

’Priscila shares that the most important thing for her when deciding to hire someone
is their attitude, their ability (and desire) to learn. ’I firmly believe that skills can be developed over time, but the desire to grow, to face new challenges, and to always give your best are qualities that make the difference from the start.

I remember when my boss interviewed me for this job, I had no marketing experience; I was a lawyer with experience in finance. However, he told me he saw a spark in my eyes that reflected my desire to learn, and that’s why he gave me the opportunity. That experience marked me because, since then, I’ve strived to never lose that desire, and it’s exactly what I look for in the people I hire.
When I see someone with passion for what they do and the willingness to give their all tongrow, I know they can learn anything and go far. For me, that’s much more valuable than a list of skills on a resume.

’For a long time, women were taught that the only personal success we could aspire to was to be mothers and have a family. Today, we know this doesn’t have to be forced or the only way. We can always decide what we want and don’t want in our lives. We can even decide (when the circumstances allow) how far we want to go.