Leading through change - where to focus and how to thrive

This blog captures some of the key learnings I’ve taken with me since joining Republic Bank Limited in 2009 as well as my thoughts as I step into a new role as General Manager, Corporate and Investment Banking for the Group. I am both committed to and humbled by this new chapter, and hope that by sharing my experiences, I can shed additional light on the intricacies of change leadership at an executive level.

Change is formidable. It is part and parcel of a positive career trajectory and shaping new experiences, both for yourself and for the people around you. I’ve traversed many roles throughout my career and have been challenged in anticipatory and unexpected ways.

Being a leader is not a linear journey and there are no shortcuts. As I wrote before: “Championing an organisation that brings people together with genuine intent is a long-term managerial mindset that demands continuous learning.” I like the way Microsoft’s CEO, Satya Nadella, put it in his interview with Business Insider, where he emphasised the merit of being a “learn-it-all” rather than a “know-it-all”. His advice is as succinct as it is relevant; how a manager chooses to lead defines their expertise, their philosophy, and their willingness to grow, both individually and with their organization.

Of course, the manager’s mindset also goes beyond a focus on the personal and encompasses the culture, processes and people already present and impacting both short and long-term operations. I’ve found that it can help to start with a focus on culture, that dynamic and indelible element which brings both people and process together.

Culture can be easy to overlook because it’s deceptively simple in theory. But take a close look at how strongly an organisation’s shared values and beliefs can shape its action and results, and you’ll see that it is the bedrock of any organisation wanting to lead the charge towards meaningful achievements. I’ve found that recognising that culture and leadership are intrinsically linked is critical to leading both people and process in a way that ultimately drives successful change.

When it comes to people and process specifically, building a robust technical milestone structure supported by in-depth training and continuous two-way communication are all key to streamlining and managing change. But I would say the focus you put on your people, whether they are within or outside of your organization is most important of all.

I recently asked the question: “What steps have you taken in bringing people together with clear, realistic, and respectful intent?” No matter the transition, this concern continues to hold true for me. Change is more meaningful, more impactful and ultimately more successful when you keep the needs and interests of your people at the core of your significant business decisions.

For me personally, the opportunity to mentor and be mentored strengthens that core. It provides a holistic understanding of how personal and professional mesh together, and ultimately brings out the best in you and your team.

At an executive level, championing change leadership involves adapting to the many micro and macroeconomic shifts, and being committed to a thoughtful, sustainable and measurable growth process. Of course, we do this while also guiding the culture, processes and people within our organisations. It is a position of resilience and one that I look forward to experiencing within this new role.