As I head towards the end of my first year as the youngest Trust Manager in the Saffery Guernsey office, I have a personal and professional interest in the continual growth and development of my leadership style.

Having joined Saffery as a trainee in 2011, I have had the benefit of learning from the diverse leadership styles of my own managers, as well as other managers around the office, as I progressed through the ranks. I was able to judge the effectiveness of the differing styles and identify the traits which were common denominators in managers who I considered to be highly effective.

It was no surprise to me that the common traits I had identified in my own managers, and that I try to reflect in my own approach, were included in a recent list of “10 leadership trends you are likely to see in 2023”. All 10 trends listed are important, but three stood out to me.

Walk the Walk

It is, in my view, hugely important that a manager never asks something of that team that they are not willing, or able, to undertake themselves. I have worked my way up through every role in my team and so have an in-depth understand of the demands of each position. Having already walked a metaphorical mile in the shoes of each of my team members, I have an appreciation for the challenges they may face, and never underestimate the hard work needed in completing tasks, in an ever-changing professional landscape.

Saffery Managing Director, Nick Batiste also joined the firm as a trainee. In being both managed and mentored by Nick, I value knowing that he really does know how it feels to be in my position (at the same Company) and I hope that this is something which helps my own team. I can say with confidence that, at Saffery, the firm’s values are demonstrated from the top down and the culture is inclusive, rather than “them and us”.

Nurturers

An important part of effective leadership is putting the right people in the right place and ensuring you recognise the individual strengths of your team members. I am grateful that my journey through Saffery allowed me to discover my own strengths and grow my own style. It is important to me that my team members are allowed the same opportunities.

Good leadership must come alongside an appreciation that everyone is different. Not only does everyone’s working style vary, but their personalities are also all very different. Using the same leadership style for everyone may bring out the best in some staff, but not motivate (or may even demotivate) others. It may sound counter-intuitive, but I believe the only way to ensure the delivery of a consistent client service, is to allow for flexibility within the team.

Visionary storytellers

For a business to get the best out of its employees, it is essential that team members “buy in” to the visions for the future of the firm. Simon Sinek’s “Golden Circle” theory explores the idea that people aren’t motivated by “what”, but by “why”. The theory is applicable to all areas of a business and personal development.

At Saffery, what we do is deliver bespoke wealth structuring solutions to high-net-worth individuals and families. Why we do this, is to help preserve our clients’ wealth and assets for future generations of beneficiaries, providing security and protecting a client’s legacy in the process. All our team members understand this and are motivated to play a role in safeguarding a clients’ assets while, in turn, protecting the legacy of Saffery.

By focusing on “why”, managers can ensure their teams are engaged and aligned with the vision of the firm. By keeping my “why” and Saffery’s “why” at the forefront of my leadership style, I hope to motivate my team to reach their own goals which contributing to the firm’s objectives.