‘The key to our growth as professionals is the ability to communicate clearly and concisely’

How do you see leadership evolving in the next 3-5 years in your industry?

When thinking about the future of leadership in the banking and financial industry over the next 3-5 years, I anticipate that several key trends and shifts will impact leadership.

1. Digital transformation in the industry is driving leaders to build technology expertise and leverage these technological advancements to enhance customer experience.
   
   
2. Emphasis on customer-centric leadership will involve empowering employees to deliver exceptional customer experiences and leverage data analytics to drive customer insights.
   
   
3. Focus on ethical and responsible leadership will drive leaders to champion a strong ethical culture, ensure fair treatment of customers, and promote diversity and inclusion within their organisations. Ethical leadership will be a critical factor in building and maintaining trust among customers, regulators, and the broader community.
   
   
4. Agile leadership and collaboration are going to be ‘must have’ attributes for leaders to embrace an alert mindset, fostering a culture of continuous learning, innovation, and adaptability to prepare for the disruptive changes in our industry along with handling a diverse mix of employees across generations (baby boomers, Gen X, and millennials).
   
   
5. Talent development and succession planning: The evolving banking landscape is demanding and leaders must prioritise attention on talent development and succession planning by nurturing high-potential employees, providing them with opportunities for growth and development, and building a strong leadership pipeline.

What attributes of leaders have inspired you?

Learning agility: It is inspiring to see how my mentor and coach sets an example of continuous learning by investing considerable time and effort in it. He has encouraged me to step into unchartered waters, grasp the fundamentals and contribute in a rapid, accelerated learning cycle. As he very aptly puts it, “You won’t get this learning even if you pay for it!”

Communication: I have learnt from my bosses that the key to our growth as professionals is the ability to communicate clearly and concisely. This is a continuous development process and one needs to keep refining their approach, catering to a wide cross-section of audience.

How is SMICC preparing for the challenges ahead and how are you preparing leaders to take those challenges head on?

At SMICC, we prepare for future challenges through strategic planning, scenario analysis and by staying abreast of industry trends. This helps us foster innovation and adapt our business models to remain competitive. We invest in leadership development at all levels by providing experience, exposure, and education to help leaders navigate and tackle upcoming challenges effectively.

What is the one leadership challenge at SMICC which will require relatively more rigorous preparation?

At SMICC, one leadership challenge that requires relatively more rigorous preparation is leading through digital transformation. To effectively achieve this, leaders must have technological fluency. This includes developing a deep understanding of emerging technologies relevant to us. They should be well-versed and stay updated on the latest advancements. This will require continuous learning and a willingness to adapt to rapidly changing technological landscapes.

We are facilitating this through targeted training programs, mentorship, cross-functional assignments, and exposure to digital projects. By investing in comprehensive preparation for digital leadership, we can navigate the challenges of digital transformation more effectively and capitalise on the opportunities it presents. We are also investing in international talent to bring in a global perspective.

Tell us about some unique leadership development practices at SMICC.

Leadership development begins at the grassroot level rather than being confined and exclusive to senior grades. This has been a differentiator for us. Through well-defined career paths for the employees at our branches, together with targeted interventions, we have been able to build a leadership pipeline in the business, up to middle management, such that 75 per cent of our supervisors have ascended through internal growth.

At senior levels, the emphasis is on general management development and cross-functional exposure.

How are you planning to develop leaders at scale and retain your reputation as a Leadership Factory?

With distributed geographies and business lines, we have a multi-tiered framework that offers various interventions across all levels. We have designed and implemented interventions that support informal and formal learning including on-the-job instruction, coaching, and mentoring, knowledge-sharing sessions, on-demand access to digital learning along with formal training programs. We offer clear career paths, growth opportunities, and challenging assignments to keep leaders engaged and motivated.

What is the role of DEI in your leadership journey at SMICC?

DEI is integral to the leadership journey as it promotes better decision making, representation, employee engagement, innovation, market relevance, and fairness. Inclusive leadership practices create an environment that values diversity, embraces different perspectives, and fosters an inclusive culture, ultimately driving organisational success. As part of this, we have a comprehensive framework, encompassing the right enablers for sustained impact in this area. These enablers include diversity sensitisation programs, inclusive policies, care and well-being measures, career development, recognition, and community impact—all key to building a diverse and inclusive organisation.

Tell us a little about your personal leadership journey.

• Delivery: There is no other way to grow than to deliver consistently. This is table stakes for any professional growth, in any meritocratic organisation. It takes years of hard work and consistent delivery to become eligible for higher responsibilities.

• Ownership: In our organisation, there is no job description for leadership roles, because they tend to confine people in boxes and draw boundaries. Our CEO has taught us that the organisation’s agenda is everyone’s responsibility, and we must take complete ownership, regardless of our job titles. This builds strong general management skills in our leaders.

• Continuous feedback and mentoring: One of the hallmarks of working in SMICC is the real-time feedback that contributes to the rapid development of leaders. Performance feedback is not relegated to a year-end process. The mentoring we receive is across a wide range of areas including content, form, delivery, executive presence, and communication—all at once.

What advice would you like to give young professionals aspiring to be a leader like you?

My advice to young professionals is: Step out of your comfort zone and learn new things. One of my bosses said to me, “Every time I do something new, I feel like a management trainee.” This approach is refreshing and can make you feel energised and remain grounded.