Leadership requires difficult choices

PE: What matters the most to you in your leadership at Walkers?  

MS: Doing the right thing. And, doing it not just for me, or Walkers but for Guernsey, too. We want to see the business grow and to help contribute to seeing Guernsey grow; there’s a sense of purpose in this connection. It’s also growing in a consistent, sustainable way that’s important, not a quick “flash in the pan”, but making good choices today that might be costly in the short term but pave the way for future growth. 

This can be challenging - recruiting and integrating new people takes determination but it is also exciting. It’s personally rewarding to see people join our firm and grow themselves and their practice, and make a difference for our clients and the island.  

PE: Is this what drew you into law? 

MS: Like many people, I think I ‘fell into’ my career. In Wellington, law is often a springboard into public service, which has its attractions. I enjoyed corporate law and solving problems for clients in all manner of situations. Professional services provides the opportunity to develop a good career. Being trusted with small things early in a career and doing them well leads to being trusted with bigger things as time progresses.

In many ways, this has helped serve as a foundation for managing and leading, which is a different type of problem-solving that’s not taught at law school. It’s more about the relational aspects of work, creating the conditions for a great workplace and being able to have those conversations – both easy and difficult - with clients and colleagues. Trust is at the centre of it all, both for client relationships and the firm.

PE: What do you think underpins reputation and trust? Do you have a set of personal values that you live by?

MS: I can’t find a better summary of guidelines to live by than those delivered in a message to the pupils of Hutt High School - my former school - by Thomas Wilford MP in 1926. The message is nearly 100 years old but remains timeless. In summary, he said that you would never be sorry for doing your level best, being kind to the poor, hearing before judging, thinking before speaking, standing by your principles, not listening to gossip, being courteous to all, generous to an enemy, apologising when wrong, being honest in business, encouraging someone who’s down, keeping promises promptly and putting the best meanings on the actions of others. Easier said than done, however! 

Leadership requires difficult choices - that’s part of what makes it leadership. The quality of choices is founded on our principles and these have served me well.

Holding to them consistently and persevering that can be the challenge. It’s easier to live these sorts of values when things are going well but takes more intention when the pressure is on. Sticking by these enduring values is important, or else trust and reputation are at risk. The best way to maintain your reputation is to live it every day.  

PE: Which leadership skill do you think you will need to draw on them most in the coming year?

MS: Patience. The market is unusual and we have diversified our services and our geographic reach steadily over time. It takes consistent effort to build resilience, which, in turn, requires courage and conviction, rather than knee-jerk and impulsive decisions. Impatience is not conducive to developing sustainable growth.  

PE: What advice would you give to an up-and-coming leader?  

MS: Be the person who listens. Listening to the advice of others, even though this hurts sometimes, then making an independent judgement- listening like this is vital. Also, position yourself physically so that you can listen and sense what’s actually going on in your organisation. Walk the floor, don’t shut yourself away; stop and speak with people, don’t rush by. Listening is an underrated skill and yet it is crucial for anyone who wants to lead well.