Reflecting on My First 100 Days as Group Managing Director
As I look back on the first 100 days in my role as Group Managing Director, I am struck by how much I have learned—not just about the company and its operations, but also about leadership, resilience, and the importance of listening. These early days have been a blend of challenges and opportunities, requiring both strategic thinking and a deep commitment to building relationships with the team. I want to share some of the key lessons I have learned, and the perspectives that will guide my path forward.
1. The Power of Listening and Observation
One of the first and most important lessons I have learned is the value of listening. In the whirlwind of daily tasks and decision-making, it is easy to overlook the wealth of insight that already exists within the organisation. My priority in these first 100 days has been to absorb as much as possible: understanding the challenges facing different business units, listening to both successes and frustrations, and gaining a deeper appreciation for the company’s culture.
2. Building Trust and Transparency
Trust is the cornerstone of any successful leadership journey. Establishing open lines of communication and fostering an environment where transparency is prioritized has been a key focus. The more we can create a space for honest dialogue, the better we can align on shared objectives and rally around a common vision.
3. Balancing Innovation with Stability
Leading an organization through change requires a delicate balance between innovation and stability. While it is important to challenge the status quo and pursue new ideas, it’s equally crucial to preserve the aspects of the business that are working well. In the first 100 days, I have been careful to avoid rushing into sweeping changes without thoroughly evaluating their potential impact. The key is to move forward thoughtfully, ensuring that any innovation is both practical and sustainable.
4. Empowering the Team
Leadership is not about having all the answers but about empowering others to contribute their expertise and insights. One of the most rewarding aspects of these early days has been watching the team step up with new ideas and solutions. My role is to create an environment where everyone feels confident in their ability to lead within their areas of expertise. By empowering my team, I am creating a culture where innovation can flourish, and where individuals are not just meeting expectations, but exceeding them.
5. Embracing Challenges as Opportunities
No journey is without its challenges, however, I have come to see these challenges not as roadblocks, but as opportunities for growth. Each difficult decision and unforeseen obstacle have prompted reflection and adjustment. Embracing these challenges with resilience and optimism is a mindset I aim to carry forward.
Looking Ahead with Purpose
As I reflect on the first 100 days, I am filled with gratitude for the support of my team. Moving ahead, my focus will remain on fostering innovation, encouraging collaboration, and ensuring that we stay true to our mission and values.
The first 100 days have been a transformative experience, and I look forward to what the next chapter will bring. With the insights I have gained and the lessons I have learned, I am more committed than ever to leading with purpose, integrity, urgency, and an unwavering belief in the potential of our team.
George Fitzroy
Group Managing Director
