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II Leadership Summit 2021
REPOSITIONING LABUAN IBFC
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Welcome to this special digital ezine edition of the first International Investment Leadership Summit 2021. In this edition we are delighted to be able to bring you exclusive access to the thoughts and philosophical musings from some of the sharpest and brightest leaders in the cross-border financial services world today in a head-to-head leadership summit. Each of our six leaders were hand-picked for this special video debate, which was filmed live in Incisive Media’s TV Studios in Covent Garden London in October 2021. The debate, while focusing on leadership during a post regulatory and post pandemic backdrop, also steered the choppy waters of consolidation within the life and financial services industry and peered into what the future of advice will look like. It was a genuine privilege to present and chair this debate and share the platform with all our leaders. It was fascinating to see how differing styles of leadership in different part of the world can often achieve the same ultimate results and to discuss how leadership can make all the difference during times of change and uncertainty. As well as a re-run of the hour-long TV-style debate on the next page – originally premiered on October 13, 2021 – we also have gathered six individual interviews with each our panelists (below). Thank you as ever for reading/viewing and we hope that you enjoy this unique video and publication.
Welcome
The inaugural II Leadership Summit 2021
As with any investment world trend, the choice of investment solutions is vast and the need for a helping hand to select the right fund for the right investment profile has grown.
MEET THE PANEL
Gary Robinson
Commercial Director, International Investment
INTRODUCTION
Investors Trust's Philip Story on how advisers in the region have adapted to Covid
FEATURE
Thank you as ever for reading/viewing and we hope that you enjoy this unique video and publication.
The deVere Group CEO on the challenges of fronting one of the world's largest financial advisory firms
NIGEL GREEN
Holborn Assets CEO Robert Parker discusses his leadership style and day-to-day role
ROBERT PARKER
The Investors Trust chief marketing & distribution officer talks about working across several time zones
ARIEL AMIGO
The Hansard CEO talk about his leadership style after joining Hansard Group earlier this year
GRAHAM SHEWARD
We talk to the managing director & executive director, Wealth Management Division at Canada Life UK
SEAN CHRISTIAN
The IFGL Group CEO discusses whether his role changed as a result of the Covid pandemic
DAVID KNEESHAW
SCROLL
Investors Trust
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Philip Story, head of distribution, EMEA at Investors Trust
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GR: How are things going for Investors Trust in the Middle East at the moment? PS: It has been very, very good. We’ve been very lucky over the last couple of years with the (established) online business, it really has helped. Being online for the last 15 years means it is nice and secure and it works so that really helps drive business as everyone has been locked down and stuck at home. It has helped that we have just been able to carry doing what we do. Working that way alongside online meetings, you can do everything that you need to with online writing of the business as well, it helps enormously. GR: So in many respects (in life offices years at least) has being set up as a relatively new company and having that tech side already in place has proven an advantage? PS: It has. If you look at the different regions the approach around covid has been very different. If you look at the Middle East and UAE, the approach that each of the countries has taken it has been very different. UAE is very internationally-linked whether it is for business or for tourism it has been very forward thinking, really driving forward with the vaccine. Being number one or number two in the world for he number of people vaccinated has helped the UAE to become even more of a hub than it was previously. We know a number of advisers who have moved here as it is much easier to do business here. Particularly from Qatar, Lebanon etc. Lebanon has had other difficulties a well. But Oman and Bahrain have also struggled because they don’t have the financial clout, of, say, a Saudi and UAE for job retention, so it has been difficult for them. It creates challenges for some and opportunities for others. The good thing about our model is that to work with as many advisers in as many different locations as we can, you average out the ups and the downs and hopefully we can help more get through this period. GR: How has the ‘traditional’ UAE adviser coped with the pandemic? Especially on top of the with the regulatory changes from last year (ie BOD-49) really kicking in? The big one was, of course, BOD-49 but there has been more recently with ESCA and the central banks re disclosures and transparency. These changes are coming in UAE and obviously in other regions as well. We work with advisers in Europe for example who have had the challenge of Brexit. And the adviser businesses there that were maybe passporting from the UK or vice versa, where those links have stopped. There are two approaches to that those that were forward thinking that looked at this 2, 3 even 4 years ago and changed their business model so that renewal and trail income was built up and that secure income was coming in. Many were also building up their AUM as these models changed. [But], some thought it might never happen as the Middle East has traditionally been very slow at change. But these things have happened and are happening more frequently. So those that stuck their head in the sand are not finding it is easy right now. GR: This region that you (and your team) cover is across a very wide area - ie most of the world with Europe ME, India, Africa. How are things going with the team and the reasonably new office space? The last time I saw you in Dubai was at the end of 2019 and you were just getting settled in. But the pandemic followed soon after. So how are things settling now? PS: It has been phenomenal. We moved to Central Park towers in the DIFC. It is right at the end of the DIFC so it is quite easy to get in and out of. We have a lot more space as well a nice board that, since the reopening, so it has been used quite a lot by some of he IFAs for meetings. It is a nice space and has really nice views of the Burj Khalifer and the tech to hold meetings. The team that started two years ago are all still there and we recently brought in a new addition recently to support the CIS brokers that we work with, so we continue to grow that area. GR: Regarding the Middle East, what do you see a thew biggest challenge for this next year for Investors Trust And secondly, what is the biggest challenge for advisers in the region? PS: That is a big question. For us, with the IT and the tech we have we are probably way ahead of others [at the moment]. But it also all about staying ahead. Simplifying the processes to make it easier on the adviser, ie. going paperless etc. If you take up less of the adviser’s time with these processes then you free up more time for them to see clients. It is a big challenge. A lot of competition are now focussing more in that area and some may have deep pockets so we need to focus on what we are good at – having that 15 years experience on the IT front, being online, the security and the 24/7, 365 nature of our system. The other challenge is keeping up with the growth. I was talking to our team about this the other day, about how many terms of business that we have set up with new adviser companies in the last 6-9 months. It has been a crazy hectic six months period getting everyone up to date and trained. We have some brilliant new companies on board and we need to keep working hard to keep that growth we have had in H1 into H2 and beyond. GR: And for advisers? What challenge does 2021 bring generally? Is it as simple a change the model or is it more complex? PS: It is difficult [to generalise], as lots of advisers have different challenges. But overall, more generally speaking, it is adapting to regulation and the changes, making sure all licenses that they need to have are in place and also looking at the model they are going to work with. In other places a lot of key advisers move up the food change into the HNWI space. Those that have focused on the smaller premiums [in the past] it will be more difficult. A lot of that might move online. Speaking to the protection companies, a lot more are moving online because it is easier to do it online. So I think if you look at the business strategies a lot of advisers are trying to up-skill, with the CII and CISI training really focussing on the region here on those that move to HNWI clients, tax planning trust planning that HNWI clients need. There is the up-skilling of the the advisers to that level and then retaining these advisers. It is a big challenge for the advisers companies with advisers are moving around a lot at the moment, with the advisory company needed to retain those advisers and show them what value that they can offer them. GR: Finally, what will the future of travel and meetings look like. What is new normal? PS: Yes getting back to normal will be getting back to the new normal. I was in Cyprus the other week and I was one of the first that was able to get back to Cyprus from the Insurance companies. Being able to see them online has really helped but those f2f relationships really do matter. To be able to have those conversations that you might not have online where you can have a coffee or a drink in the evening, these are really important. These conversations can sometime bring up an unexpected new idea that really helps an adviser grow their business. Online you have more of agenda, so those F2F meeting are fantastic. They provides more feedback how we can support the advisers and hopefully we come up with more ideas for the future following these chats. Will it mean I’ll be traveling and flying around as much as I used to? Probably not, which is a shame as I love traveling. But fewer trips and more online is the new normal for us in 2021 and 2022. I’m looking forward to more new trips in the coming months and setting those up to catch up with people and find way that we can really add value to the advisers and brokers that we work with.
LEADING FROM THE FRONT
This exclusive specially-selected Q&A panel discussion was recorded in our new Incisive Studios in Covent Garden, London with some participants in the studio and others appearing on the studio's high-tech video walls. The line-up of panelists were: Sean Christian - MD of Wealth Management Division – Canada Life; David Kneeshaw - CEO, IFGL Group (inc RL360) ; Graham Sheward - CEO, Hansard (above); Ariel Amigo - Chief Marketing & Distribution Officer, Investors Trust. And from the international advisory world: Nigel Green - founder and CEO of DeVere Group and Robert Parker - CEO Holborn Assets.
In this inaugural International Investment Leadership Summit 2021, our six panelists – featuring some of the industry's biggest names – discuss 'leadership in international financial services', 'how to lead through a pandemic' and the future of the international advice industry. You can watch the II Leadership Summit 2021 below:
In this inaugural International Investment Leadership Summit 2021, our six panelists – featuring some of the industry's biggest names – discuss 'leadership in international financial services', 'how to lead through a pandemic' and the future of the international advice industry. This exclusive specially-selected Q&A panel discussion was recorded in our new Incisive Studios in Covent Garden, London with some participants in the studio and others appearing on the studio's high-tech video walls. The line-up of panelists were: Sean Christian - MD of Wealth Management Division – Canada Life; David Kneeshaw - CEO, IFGL Group (inc RL360) ; Graham Sheward - CEO, Hansard (above); Ariel Amigo - Chief Marketing & Distribution Officer, Investors Trust. And from the international advisory world: Nigel Green - founder and CEO of DeVere Group and Robert Parker - CEO Holborn Assets. You can watch the II Leadership Summit 2021 below:
In this inaugural International Investment Leadership Summit 2021, our six panelists – featuring some of the industry's biggest names – discuss 'leadership in international financial services', 'how to lead through a pandemic' and the future of the international advice industry. You can watch the II Leadership Summit 2021 below: This exclusive specially-selected Q&A panel discussion was recorded in our new Incisive Studios in Covent Garden, London with some participants in the studio and others appearing on the studio's high-tech video walls. The line-up of panelists were: Sean Christian - MD of Wealth Management Division – Canada Life; David Kneeshaw - CEO, IFGL Group (inc RL360) ; Graham Sheward - CEO, Hansard (above); Ariel Amigo - Chief Marketing & Distribution Officer, Investors Trust. And from the international advisory world: Nigel Green - founder and CEO of DeVere Group and Robert Parker - CEO Holborn Assets.
In the first of our 'Meet the Panel' interviews, Nigel Green, CEO and founder, deVere Group talks about his leadership style and the challenges of fronting one of the world's largest financial advisory firms.
Nigel Green
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Can you describe your leadership style? I'm known for having a very ‘hands on' approach as a CEO – I don't mean by micromanaging, but by always being accessible, as much as possible and to everyone within the group of companies. The result is not a conglomerate driven by memos, but a robust, connected organisation in which all individuals benefit, develop and receive support from regular personal contact from the top. How important is leadership to a successful International financial services firm and how does it manifest itself across all levels of your company? Good leadership is absolutely essential. Why? Because it enhances engagement, improves morale, inspires confidence, builds rapport and connectedness, encourages innovation, keeps everyone focuses on the job – and by doing all this we are in the best position to serve our clients. How important has strong leadership been during the pandemic and how did your role change as a result of of covid? Strong leadership has been critical. We had to move quickly and decisively to adapt our operational models in order to not let this global public health situation affect how we were able to meet clients needs and expectations. We did this successfully by evolving to a more flexible working model and with judicious use of cutting-edge technologies. Tell us about your day-to-day role as a leader within your organisation. What does your role entail? What challenges are there in dealing with different people across different time zones managing an international business? I speak with our key people and managers around the world – wherever they may be from New Zealand to Lat Am every day. I like to speak with them early on in their day so I can have the most positive impact on them. As we a truly global group of companies, this means very early starts and long days. But speaking with our people is the part of the job I love the most. There's always lots going on, exciting new developments to push ahead with, and lots of buzz and energy, which is an inherent part of the deVere culture. I used to be flying around to each jurisdiction, pretty much non-stop. This, clearly, has changed since the start of the pandemic. Now I spent most of my days in our multimedia studios talking into a screen. I will, of course, still be going to meet our people around the world, but much of the day-to-day meetings and chats can be done via Zoom. If anything, working this way, I am speaking to more people, more often and doing more than ever before.
CEO and founder, deVere Group
In the second of our series of interviews, Robert Parker of Holborn Assets discusses his leadership style and day-to-day role
Robert Parker
Can you describe your leadership style? What works for you? And how would members of your team describe your style? I have always adopted an open door policy and democratic leadership style in Holborn – in fact we are well known for it.
In our business the CEO is not at the top like some Athenian God sending thunderbolts down from Mount Olympus – we have a symbiotic relationship with our advisers
– Robert Parker
I lean more towards the servant leader – the reversed pyramid. In our business the CEO is not at the top like some Athenian God sending thunderbolts down from Mount Olympus – we have a symbiotic relationship with our advisers – they are not only advisers but business people in their own right – as their business grows so does ours. I recall many years ago being informed that our job is to create the right atmosphere, the right soil and the right fertilizer – the growth will then happen. Note that it is us that provides these.
How important is leadership to a successful International financial services firm and how does it manifest itself across all levels of your company? It is hugely important because as the leader of Holborn I have to set the course of the strategic plan, I need to be aware of change and all things affecting our future, and adopt and adapt to that change, and I don't have all the answers, so I rely heavily on my executive to come up with the solutions. Tell us about your day-to-day role as a leader within your organization. What does your role entail? Every year we set out our annual plan based on a three-year strategic plan. It is my role to ensure that we keep to that plan and I have my management team to push the plan through – they are measured against their part of the plan – frankly it is management 101. The key to our success is that I offer a transparent leadership style with honesty as core – you can’t hide in the light. What challenges are there in dealing with different people across different time zones managing an international business? The world is very small in post-covid Zoom times. 8am in Florida is 1pm in UK it is 4pm in Dubai and 8pm in Hong Kong, so the only challenge is someone on the executive monthly meetings has a late evening or early start! If you are in the middle it works well. All flippancy aside, we are in a fast-communicating world and I never consider time zones an obstacle.
GR: Can you describe your leadership style? What works for you? And how would members of your team describe your style? RP: I have always adopted an open door policy and democratic leadership style in Holborn – in fact we are well known for it. I lean more towards the servant leader – the reversed pyramid. In our business the CEO is not at the top like some Athenian God sending thunderbolts down from Mount Olympus – we have a symbiotic relationship with our advisers – they are not only advisers but business people in their own right – as their business grows so does ours. I recall many years ago being informed that our job is to create the right atmosphere, the right soil and the right fertilizer – the growth will then happen. Note that it is us that provides these. I lean more towards the servant leader – the reversed pyramid. In our business the CEO is not at the top like some Athenian God sending thunderbolts down from Mount Olympus – we have a symbiotic relationship with our advisers – they are not only advisers but business people in their own right – as their business grows so does ours. I recall many years ago being informed that our job is to create the right atmosphere, the right soil and the right fertilizer – the growth will then happen. Note that it is us that provides these. GR: How important is leadership to a successful International financial services firm and how does it manifest itself across all levels of your company? RP: It is hugely important because as the leader of Holborn I have to set the course of the strategic plan, I need to be aware of change and all things affecting our future, and adopt and adapt to that change, and I don't have all the answers, so I rely heavily on my executive to come up with the solutions. GR: Tell us about your day-to-day role as a leader within your organization. What does your role entail? RP: Every year we set out our annual plan based on a three-year strategic plan. It is my role to ensure that we keep to that plan and I have my management team to push the plan through – they are measured against their part of the plan – frankly it is management 101. The key to our success is that I offer a transparent leadership style with honesty as core – you can’t hide in the light. GR: What challenges are there in dealing with different people across different time zones managing an international business? RP: The world is very small in post-covid Zoom times. 8am in Florida is 1pm in UK it is 4pm in Dubai and 8pm in Hong Kong, so the only challenge is someone on the executive monthly meetings has a late evening or early start! If you are in the middle it works well. All flippancy aside, we are in a fast-communicating world and I never consider time zones an obstacle.
In the second of our interviews, Robert Parker, CEO at Holborn Assets discusses his leadership style and day-to-day role
CEO, Holborn Assets
In the third of our Leadership Summit 2021 – 'Meet the Panel' interviews, Ariel Amigo of Investors Trust takes the hotseat. Ariel discusses his leadership style and his day-to-day role working across different time zones.
Ariel Amigo
How would you and your team members describe your leadership style? I believe that you must lead by example and, at the same time, create an environment where elite talent thrives. To do this, you need to establish a community, where all members buy into, that is dominated by joy. Personally, I abide to the Socratic approach, so I established a process where all members of the team feel free to positively criticise across the board. My team members would describe me as a fair leader, who does not micromanage and creates an enjoyable working place. How important is leadership to a successful International financial services firm and how does it manifest itself across all levels of your company? Leadership is key to any company in any field. As I said before, I believe that leading by example is the most powerful tool you have. If your team sees you focus on the task at hand, you create waves of positive externalities. At Investors Trust we run a very compact and efficient organisation, where our leaders interact daily with the full team. Those positive externalities are in full display then.
Chief Marketing & Distribution Officer, Investors Trust
Back in March 2020, when there were so many unknowns, leadership was fundamental to transmit the right message
– Ariel Amigo
How important has strong leadership been during the pandemic? Huge. Back in March 2020, when there were so many unknowns, leadership was fundamental to transmit the right message. During all this time, we dealt with different kind of fears; since I am always in touch with my team members, concerned about their well-being, I don't think my role changed that much. I definitely allocated more time to listen to those
fears and concerns. Ultimately, we implemented a very flexible approach to the Covid crisis that allowed us to address those fears very well. Tell us about your day-to-day role as a leader within your organization. What does your role entail? A lot of HR! I am convinced that you must dedicate a large portion of your day to help your team accomplished the company's goals. That means listening, sharing experiences and in the end, putting your resources in places where they can succeed. Coaching is fundamental. The rest of the day is a mix of committees, board meetings and strategic sessions. What challenges are there in dealing with different people across different time zones managing an international business? The biggest challenge is the cultural differences. You must work hard to build a corporate culture that amalgamate all those different cultures. Then, one of my biggest concerns is to keep everyone on the same page, up to date with changes, etc., at the same time, so no one feels left behind.
In the fourth of our series of special II Leadership Summit 2021 - 'Meet the Panel' interviews, David Kneeshaw takes the hotseat. David discusses his leadership style and whether his role changed as a result of Covid.
David Kneeshaw
Can you describe your leadership style? Definitely ‘business-like'. My job is to ruthlessly and objectively focus on strategies/objectives to achieve success – not necessarily to make friends. It is the DOPI Principle: Objective Decision making and Passionate Implementation. Not the other way round.
CEO, IFGL Group (inc RL360)
Leadership is everything, regardless of industry sector or geography
– David Kneeshaw
How important is leadership to a successful International financial services firm and how does it manifest itself across all levels of your company? Leadership is everything, regardless of industry sector or geography. In this context Leadership means setting and agreeing the strategy, making sure it delivers to shareholders and other stakeholders, and putting in place a management team to make it happen. A clear sense of direction, consistency in application, passion in implementation.
How important has strong leadership been during the pandemic and how did your role change as a result of Covid? Covid didn't change our approach much. However, it called for quick decision making, implementation that cut through the waffle, and allowing those with relevant skills to change the company quickly to have the space to do so. Tell us about your day-to-day role as a leader within your organisation. What does your role entail? What challenges are there in dealing with different people across different time zones managing an international business? My job is to make sure the company has a clear sense of direction, that we have the people to make the strategy work and that it is clear what returns we are striving for, both to shareholders and others. The DOPI Principle is paramount. A CEO is an ambassador for the business and has a duty to make sure all this is understood equally by internal audiences as well as external.
Can you describe your leadership style? Definitely ‘business-like'. My job is to ruthlessly and objectively focus on strategies/objectives to achieve success - not necessarily to make friends. It is the DOPI Principle: Objective Decision making and Passionate Implementation. Not the other way round. How important is leadership to a successful International financial services firm and how does it manifest itself across all levels of your company? Leadership is everything, regardless of industry sector or geography. In this context Leadership means setting and agreeing the strategy, making sure it delivers to shareholders and other stakeholders, and putting in place a management team to make it happen. A clear sense of direction, consistency in application, passion in implementation. How important has strong leadership been during the pandemic and how did your role change as a result of Covid? Covid didn't change our approach much. However, it called for quick decision making, implementation that cut through the waffle, and allowing those with relevant skills to change the company quickly to have the space to do so. Tell us about your day-to-day role as a leader within your organisation. What does your role entail? What challenges are there in dealing with different people across different time zones managing an international business? My job is to make sure the company has a clear sense of direction, that we have the people to make the strategy work and that it is clear what returns we are striving for, both to shareholders and others. The DOPI Principle is paramount. A CEO is an ambassador for the business and has a duty to make sure all this is understood equally by internal audiences as well as external.
How important is leadership to a successful International financial services firm and how does it manifest itself across all levels of your company? Leadership is everything, regardless of industry sector or geography. In this context Leadership means setting and agreeing the strategy, making sure it delivers to shareholders and other stakeholders, and putting in place a management team to make it happen. A clear sense of direction, consistency in application, passion in implementation. How important has strong leadership been during the pandemic and how did your role change as a result of Covid? Covid didn't change our approach much. However, it called for quick decision making, implementation that cut through the waffle, and allowing those with relevant skills to change the company quickly to have the space to do so. Tell us about your day-to-day role as a leader within your organisation. What does your role entail? What challenges are there in dealing with different people across different time zones managing an international business? My job is to make sure the company has a clear sense of direction, that we have the people to make the strategy work and that it is clear what returns we are striving for, both to shareholders and others. The DOPI Principle is paramount. A CEO is an ambassador for the business and has a duty to make sure all this is understood equally by internal audiences as well as external.
In the fifth in our series of interviews, Sean Christian of Canada Life UK discusses his ambitious strategy to become one of the UK's leading wealth providers over the next five years.
Sean Christian
Can you describe your leadership style? What works for you? And how would members of your team describe your style? I'd say it's a mix between democratic and strategic styles. Democratic because I realised many years ago that I can deliver very little without the input and support of colleagues. It's important everyone has a voice, puts forward their views in discussions and when this happens it can be incredibly powerful and rewarding for everyone. Ultimately, though, decisions need to be taken and I'd like to think most are reflective of the collective view of the team. Strategic because I am passionate about continually moving forward. We have to be forward looking, anticipating what the future needs of our customers will be and set an agenda to maximise growth opportunities. I would expect my team to say I am supportive, fairly competitive and expect high standards of performance, and when channelled effectively I'd like to think they see these as important ingredients in maintaining our position as a market leader. How important is leadership to a successful International financial services firm and how does it manifest itself across all levels of your company? It's critical. And while leadership begins at the top, strong leadership across all levels of the organisation is vital. For me it is why having a bold strategy that can be clearly articulated through detailed plans and objectives is so important. Every member of the organisation should be able to clearly see how their own objectives contribute towards the delivery of the overall business objectives and strategy. Leaders have an important role to create that alignment and sense of purpose. How important has strong leadership been during the pandemic? It’s more important than ever and the pandemic has required leaders to adapt, and adapt quickly. I'd say visibility was one of the most important leadership qualities during the pandemic, which initially wasn't quite as easy as when everyone was together in an office environment. You could no longer walk the floor or pop into team meetings. Coffee machine chats disappeared, as did bumping into colleagues when coming in and out of the office. Of course, we quickly got used to using the video technology and, like most others, I have probably spent more time in direct contact with colleagues, albeit by video, that I did prior to the pandemic. Home working has also presented new challenges to leaders on how to motivate teams and how to communicate effectively as we operate through a hybrid, flexible approach to working. Tell us about your day-to-day role as a leader within your organisation. What does your role entail? Day to day, my role is to lead Canada Life UK's Wealth Management division, which spans a number of our businesses in the UK, Ireland and Isle of Man. We've set an ambitious strategy to become one of the UK's leading wealth providers over the next five years. My role is to set a clear vision for the division, ensuring the whole team is clear on the plans and initiatives that underpin the delivery of that vision. Another key aspect to the role is engagement with the vast number of adviser firms that are critical to the distribution of our proposition. Now that restrictions are lifted it is very rewarding to once again start meeting firms face to face and meeting colleagues in person across our various locations. This is one of the most enjoyable parts of my role, although it did feel very strange in June to once again be back on a plane!
Managing director & executive director – Wealth Management Division, Canada Life UK
In the sixth of our series of special II Leadership Summit 2021 – 'Meet the Panel' interviews, Graham Sheward, CEO, Hansard, takes the hotseat, speaking to II's Gary Robinson about his leadership style after joining Hansard Group earlier this year.
Graham Sheward
Can you describe your leadership style? What works for you? And how would members of your team describe your style? I like to lead from the front and set an example with clear messages and behaviours designed to create a sense of business ownership with specific focus on improvement and success. I also like to find time for some fun along the way and believe in celebrating success. My new colleagues and I are still getting to know each other since I joined Hansard Group in May this year, so you'd need to ask them! How important is leadership to a successful International financial services firm and how does it manifest itself across all levels of your company? It helps to have international business leadership experience, having worked overseas and led multi-jurisdictional, cross-border companies and teams. This provides an appreciation of different cultures and hopefully the glue that makes us all feel as one, no matter where we are in the world. I've also enjoyed meeting every Hansard Group employee face-to-face or via video call. How important has strong leadership been during the pandemic and how did your role change as a result of of covid? I was fortunate to join Hansard Group when most pandemic restrictions had been lifted in the Isle of Man where our main office is located. But travel and restrictions in our other operating countries have prevented me from visiting colleagues until now. I've used a weekly blog and regular video calls to stay in touch with remote colleagues to ensure consistent messaging, and host floor talks with local colleagues in the Isle of Man. Tell us about your day-to-day role as a leader within your organisation. What does it entail? I'm responsible for leading and managing the delivery of our strategic business objectives, working closely with my executive colleagues and their teams, so I spend a lot of my week in 1:1 meetings or team discussions. Having recently moved into fantastic new offices, we have designed a Collaboration Room for informal group discussions too. What challenges are there in dealing with different people across different time zones managing an international business? It's important to recognise and understand different cultures; we've recently invested in providing specific country culture training and education for team members that interact with our overseas colleagues, for example in Japan. While video calling has become the norm by necessity over the past 18 months, there is no substitute for meeting colleagues, business partners and advisors face-to-face in their home locations.
In the fifth of our series of special II Leadership Summit 2021 – 'Meet the Panel' interviews, Graham Sheward, CEO, Hansard, takes the hotseat, speaking to II's Gary Robinson about his leadership style after joining Hansard Group earlier this year. Can you describe your leadership style? What works for you? And how would members of your team describe your style? I like to lead from the front and set an example with clear messages and behaviours designed to create a sense of business ownership with specific focus on improvement and success. I also like to find time for some fun along the way and believe in celebrating success. My new colleagues and I are still getting to know each other since I joined Hansard Group in May this year, so you'd need to ask them ! How important is leadership to a successful International financial services firm and how does it manifest itself across all levels of your company? It helps to have international business leadership experience, having worked overseas and led multi-jurisdictional, cross-border companies and teams. This provides an appreciation of different cultures and hopefully the glue that makes us all feel as one, no matter where we are in the world. I've also enjoyed meeting every Hansard Group employee face-to-face or via video call. How important has strong leadership been during the pandemic and how did your role change as a result of of covid? I was fortunate to join Hansard Group when most pandemic restrictions had been lifted in the Isle of Man where our main office is located. But travel and restrictions in our other operating countries have prevented me from visiting colleagues until now. I've used a weekly blog and regular video calls to stay in touch with remote colleagues to ensure consistent messaging, and host floor talks with local colleagues in the Isle of Man. Tell us about your day-to-day role as a leader within your organisation. What does it entail? I'm responsible for leading and managing the delivery of our strategic business objectives, working closely with my executive colleagues and their teams, so I spend a lot of my week in 1:1 meetings or team discussions. Having recently moved into fantastic new offices, we have designed a Collaboration Room for informal group discussions too. What challenges are there in dealing with different people across different time zones managing an international business? It's important to recognise and understand different cultures; we've recently invested in providing specific country culture training and education for team members that interact with our overseas colleagues, for example in Japan. While video calling has become the norm by necessity over the past 18 months, there is no substitute for meeting colleagues, business partners and advisors face-to-face in their home locations.
CEO, Hansard
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