I think it’s fair to say I’m getting a better tune out of pretty much everybody in the finance department. Out of a team of 15, there’s maybe two who need more focus.
Sometimes people under-perform because they’ve been badly led in the past, so I’m keeping an open mind. But I do think a certain level of annual turnover of staff is healthy.
I’ve realised there’s a few strong characters in the department and I make sure I catch up with them every once in a while to keep them on side.
From experience, strong people can be your biggest advocates – as well as your biggest detractors. If you bring them into the loop, there’s less chance they will be damaging to the business.
I’m pushing the envelope on transparency and communication between my team and the wider business.