​Tips to becoming a great leader

Inclusive Cultures Don’t Happen by Accident — They’re Built Intentionally

Following International Women's Day, many organisations reflect on progress.But for finance leaders and hiring managers, the more important question is this: What does inclusion mean in practice — and how does it affect performance? Because this isn’t just a culture conversation. It’s a capability conversation. Inclusion Impacts Talent Attraction The best finance professionals — at every level — have options. They are looking for: Transparent progression pathways Visible meritocracy Leadership that values contribution over presence Environments where performance is recognised fairly If an organisation’s culture unintentionally favours “proximity” — those closest to decision-makers — it narrows its own talent pipeline. And in a market where specialist skills are already in short supply, that’s a commercial risk. Meritocracy Must Be Visible Many businesses describe themselves as meritocratic. But candidates assess that through lived signals: Who is in senior leadership? Who is promoted internally? How are flexible working arrangements handled? How openly are development opportunities discussed? In accountancy and finance particularly — where progression paths are structured and performance is measurable — fairness needs to be both real and visible. High performers want clarity, standards and consistency. Leadership Behaviour Shapes Retention Inclusive leadership isn’t about grand gestures. It’s about everyday behaviours: Who is invited into strategic discussions Who is given stretch projects Who is credited publicly Who is sponsored, not just mentored Retention in finance teams is rarely lost because of salary alone. It’s often influenced by visibility, opportunity and recognition. Businesses that understand this tend to build stronger, more stable finance functions. The Commercial Case for Inclusion Diverse and inclusive teams bring broader perspectives to: Risk assessment Strategic planning Commercial analysis Operational improvement For CFOs and Finance Directors, inclusion isn’t a compliance issue. It’s about building balanced teams capable of better decision-making. The organisations that approach inclusion intentionally — rather than reactively — are often the ones that outperform in the long term. Beyond Awareness Days International Women’s Day creates valuable momentum every year:But sustained progress comes from: Clear promotion criteria Transparent hiring processes Conscious leadership development Ongoing cultural accountability In today’s hiring market, an inclusive culture isn’t just about employer branding — it influences who joins, who stays and how teams perform.

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You’ve worked hard and have just gained a promotion to a new management role. Whether it’s your first time in a leadership position or you’re moving to a new company, here are our suggestions on how to inspire and win the trust of your team.

Start as you mean to go on

Set the tone of your leadership style –people will be watching and listening as they develop their perceptions of you, so it is important that you come across as someone who is confident in the position but is also open to others having the opportunity to share their views.

Inspire from the outset

Make people aware of what it is that you are looking to achieve; ensure that there is clarity to your ambitions and communicate your goals in a way that others can understand what their contribution needs to be and inspires them to work with you to achieve them.

Involve others in making things happen

Good leaders recognise that it is impossible for them to do everything themselves. Delegate and trust others with particular areas of responsibility and give them the tools and the confidence that they need to enable them to develop their own solutions.

Set the right example

Be passionate, enthusiastic and proud of what you are looking to achieve. Recognise and praise the achievements of those around you and be sure to share good news with your team to help them stay motivated and inspired.

Bridge the gap between employees and the senior team

Whilst it is not necessarily possible – or advisable – to be the boss and one of the gang, it is important to demonstrate that everyone is on the same side and is working towards a common goal.

Let people make mistakes

Avoid the temptation of stepping in too early and instead allow people to work through problems and develop possible solutions for themselves, offering support and guidance where it is most needed.

No ideas are bad ideas

Encourage your team to develop ideas and innovate. Give clear guidelines and deadlines to ensure everything stays on track and create enthusiasm for coming up with new and different solutions.

Don’t be afraid to take a few risks

Be prepared to take calculated risks to ensure you continue to move forward with new ideas.

Make strong and credible decisions

Take note of all the information that is available and gather the thoughts and opinions of those around that you trust - when the time comes, have a plan in mind of how you will make things happen.

Sharp Consultancy specialises in the recruitment of temporary, interim and permanent finance professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for positions throughout Yorkshire and beyond. CONTACT US today and see how we can help.