Here's how you can excel as a team leader in the Financial Services industry.

To excel as a team leader in the Financial Services industry, it’s essential to develop strong communication skills and foster a collaborative environment where team members feel valued and motivated. Understanding each team member’s strengths and assigning tasks accordingly can improve efficiency and morale. Setting clear objectives and providing constructive feedback will help the team stay aligned with company goals. Staying updated on industry trends and regulatory changes is critical, as it allows you to guide your team with informed strategies and adapt quickly to market demands. Leading by example in integrity, accountability, and continuous learning will inspire trust and commitment within the team, contributing to overall success.

En una ocasión recién nombrado Gerente de Sucursal hubo una situación de Servicio a Cte, molesto por qué no se había registrado un pago en su Edo. de Cta. el ejecutivo estaba perdido nervioso y asustado por la actitud del cliente, me presenté y lo atendí escuché su queja y le dí salida a su enojo y con una pregunta de investigación bajó toda su molestia... En qué fecha realizó su pago? 1 día después del corte... Se sacó la impresión de su resumen de saldo y problema resuelto, cliente contento y el ejecutivo observó la forma de atender un Cte molesto. Posteriormente amplio seguimiento a sus procesos de capacitación, la preocupación por tener al equipo bien entrenado con sus procesos completos.. se generó esa confianza.

Building trust is critical to optimise results. Communication and behaviours are fundamental. "Doing what you say, saying what you do", consistency and giving every one a chance to be the best version of themselves is the key. Balancing out team dynamics and establishing an environment where everyone is heard is key and can play to their strengths is vital. No one person is greater than the team. Treat people as you would like to be treated. Honesty in talking about failures and acknowledging success is really important and providing context. Clarity in goals, performance expectations and C-Level alignment needs to be carefully explained and should be discussed routinely. Continuous Team learning - assess, learn, adapt, improve & document

You need to ask if your team need for some personalized question queries or need the family start to know your team what happened with them what happened with you that's make a good team after that we need to trust to take the truth that's that's good and it doesn't matter if we will make mistake but all the time in a good way with good words

Saber detectar a los miembros del equipo cuando quieren crecer, primero eso teniendo una muy buena comunicación efectiva, saber escucharlos y de esa forma desarrollarlos dentro de la empresa.

To grow team members have to push their comfort zones and try new things. From experience, I like a combination of internal & external training for Team members. Inhouse is useful because you work together and can see 1st hand thinking, look at approaches and lead through more effective approaches. External is great for new ideas, challenges to what your Team knows and thinking about what better could be. When Team members themselves work out a new approach it is very motivating. New projects, and a chance to lead are also great motivators to challenge a team members skill set and capability. Assignments in areas where they are not as strong is useful for balancing out overall capability.

No solamente el hecho de comunicarse sino bajar la información completa para que puedan desarrollar sus funciones y fomentar el ser autodidacta buscar por iniciativa propia actualizarse y estar lo mejor informado para poder ofrecer el mejor servicio.

Communication is vital for effective leadership. Questions that need to be answered - why are we doing this?, how is what I am dong going to make a difference?, how do we approach the challenge?, What are expectations?, how do we get there? what does success look like? how do we work together? Getting this right creates clear focus on the why, the how, the when, the who and measurement. With clear communication and transparency and realistic expectations, team members are clear on outcomes sought, the mission and this becomes motivating. They also know what's in it for them, so clear on expectations at an Org, Team and personal level. From experience, Best performing teams are clear on the mission, what we are doing, the why and the climb.

Financial Services is typified by change. Technical innovation is certain and expected so every org has to learn, adapt and compete (or be left behind). I have always liked Tech generally and in Sales you are always looking for the edge in any tools in your kit bag, or any process, to do better and be more productive & effective, as a Team. I think the key is within a Team of actively encouraging continuous learning and looking for extra should be an attitude to daily work. The best players always want more and the best tools and actively seek them out. You want that at a Team level. Testing software out should also be actively encouraged -- does not always work but you don't know until your TEam at least try.

Understanding and assisting your Team navigate change is imperative in Financial Services. In my industry, Fintech, focus / speed / agility, is often crucial to tackle new opportunities, new deals and critically win them.......fortune favours the brave! Teams need to think, understand ramifications / impact, and be able to internally discuss / highlight why change is needed to win, be more competitive and to retain clients. As an example, industry pundits said Afterpay would never take off. A market cap of $22 billion, 11/24, the market said otherwise! Know your market, understand how change may impact the value proposition / segments, and look at the data (not you historical view) and leave your ego at the door.

Certainly! In leadership, particularly within Financial Services, leading by example is not just an ideal but a practical approach that influences team dynamics and client outcomes. This industry demands precision, ethical compliance, and consistent client satisfaction, all of which hinge on the behaviors set forth by leaders. When a leader upholds high standards—demonstrating diligence in client management, transparency in operations, and integrity in decision-making—they create a ripple effect. Team members, who often look to their leaders as role models, are more likely to adopt these standards themselves. This approach doesn’t just enhance individual performance; it cultivates a sense of shared responsibility.