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MORAL LEADERSHIP FEATURES


Successful leaders must unlearn old habits, learn newones, experiment and fail fast


SUSHANTANDBS


are reflected by key industry personalities. Jean-Christophe Gerard, chief executive (CEO) of Barclays Private Bank, states that to lead effectively, leaders have to care for their families as well. Charlotte Ransom, CEO of NetWealth, says the best moral leaders have successfully maintained a dual focus on servicing clients and ensuring that employees know they are understood and valued.


SURPRISEFINDINGS But thequestionremainshow thesenoble sentimentssquarewith reductionsinemployee training budgets for career growth,which weknowtobeoccurringfromour regularconversationswithwealth managementfirms. Ourleaders (65 per cent)believe


their industryisdoingjust fine comparedto other sectors,contrary to thepublicperceptionthat the financial services industry ismore focusedonsellingproductsthan offeringclient-centric solutions. Anothersurprisewas thatshowing


“toughlove” to staffwas ratedof”low” importancebyourrespondentsand buildingdiverseteamswasconsidered ofonly“medium”importance. The reality in this sector is that


the gaps in integrity, competence andcompassion—characteristics of a strongmoral leader—are just refusing to close. While leaders in financial services


and wealth management are very much in a self-congratulatory mindset, the notion of integrity appears to be a challenge formany, with regular scandals continuing to sprout. Innovativeways of ‘unlocking’


funds,supportedbyglobalbanks, were highlightedin theGreensill CapitalScandal.Theseinnovators resembled the slicersanddicers of


FIG 2 STRONGESTCONVICTIONS AROUNDLEADERSHIP SKILLS INPOSTCOVID-19WORLD


The world needs leaders who manage companies with ESG and long-term sustainable development goals in mind


In a more digitalised and connected world, leaders must be able to reinvent their teams to thrive, by upskilling and reskilling them


Employee wellbeing will become a priority for true leaders


It will be even more important for leaders to foster a sense of belonging


Empathy, clarity, authenticity and agility will be evenmore crucial


The types of skills successful leaders need in the post-Covid world will be different fromthe past


020406080100 Percentage of respondents


FIG 3 WHATARETHEMOSTIMPORTANTCONTRIBUTIONSYOUHAVEMADETOYOURSTAFF/TEAM?


Building diverse and inclusive teams Building highly effective teams Empowering


Unlocking their full potential


Showing tough love Coaching


Mentoring


0102030405060 Percentage of respondents


FIG 4 WHICHARETHEBIGGEST MISTAKESLEADERSTENDTOMAKE?


Micromanage and don’t delegate enough Do not listen/want to be challenged


Unable to balance short/long-term goals Lack vision


Do not offer employee feedback Avoid conflict


Fail to define innovation Lack humility


Showsay/do gap


Delegate too much Don't show


0102030405060 Percentage of respondents


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