I stepped into full-time work straight from school, aged 18, with no grand plan, just a job at a bank, and the promise I’d be supported to play sport. In my first week, I was signed up to join the bank’s football team. That first weekend fixture turned into an eight-year run.
The moment that truly shaped my future came when my branch manager asked a deceptively simple question: “Is this a job, or a career?” I didn’t fully grasp the difference at the time, but I answered “career”. That opened the door to everything that came next.
I went to college and got my banking qualifications. I went on to be one of a few non-graduates selected to join the bank’s management development programme. Surrounded by Oxbridge graduates, my northern accent and lack of degree made me feel like an outsider.
A turning point came when I took a CEO role. On paper, it looked like the dream promotion, but in reality, it was my biggest career mistake. The job didn’t energise me. I’d pursued the title without considering the content. I was trying to fit in, not be myself.
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That misstep prompted deep reflection, and led me to a culture change consultancy. I absolutely loved it.
Throughout my career, one thing has remained constant: a passion for helping people perform at their best, in their own way. I’ve always aimed to create inclusive environments where all perspectives are welcome. The richest insights often come from unexpected angles.
In a world obsessed with presenteeism, I encouraged flexibility. If someone needed to handle a personal matter, I’d say: “Go do that, because you won’t focus until it’s resolved.” In return, people gave more. Trust brings trust.
My go-to phrase is: “Help me understand.” It opens up conversations and reveals so much about the business and the people in it.
People are at the centre of everything we do at STEP, an association for succession planning practitioners. For example, we score happiness at our monthly check-ins – a simple way to ask how someone’s really doing, and to put performance conversations in context.
Read more: Lessons from the C-suite: JC Townend, LHH
I meet every new starter early on, then again a few weeks in. We talk values, purpose and strategy. I also encourage them to use their ‘superpower’, the ability to spot the things that the rest of us have become blind to.
We are working to improve colleagues’ experiences, and to ensure that everything we do is firmly aligned with our mission, vision and values. We want everyone to feel able to bring their whole self to work. We take every opportunity to gain feedback from colleagues and act on it.
The best HR leaders I’ve worked with combine strategic thinking, technical knowledge, and pragmatic delivery. They set clear principles, back them up with good systems, and scan the horizon for emerging trends. Most importantly, they challenge their executive colleagues to become better leaders of people.
This article was published in the May/June 2025 edition of HR magazine.
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