This document discusses the differences between leadership and management. It provides definitions, stating that leadership is "doing the right things" by enlisting others to accomplish a common task, while management is "doing things right" by coordinating efforts efficiently and effectively. It then discusses challenges in the banking operations landscape, including economic volatility, increased regulations, and changes like more automation and offshoring. For both leadership and management, it identifies keys to success like setting clear objectives and allowing for change, as well as potential blockers to avoid like not contributing solutions or focusing too much on worst case scenarios.

1. Leadership and Management
Simon M. Baig

2. Overview
How do you Lead and Manage? This does not change between
industries, but each industry has its own characteristics.
At the top level Peter Drucker stated that "management is
doing things right; leadership is doing the right things."
Two definitions:
• Leadership – "a process of social influence in which a
person can enlist the aid and support of others in the
accomplishment of a common task."
• Management – “in businesses and organizations is the
function that coordinates the efforts of people to
accomplish goals and objectives using available resources
efficiently and effectively.”

3. Landscape

4. Banking Operations Landscape
• Economic recession – volatile business activity
• Risk profile – more averse with more regulations.
– We identified over 30 national and supra national
regulations affecting collateral reporting alone.
• How is your firm set up?
– Global: my team is located in Ireland, England and India
• The nature of the challenge
– People / Place Matrix (onshore/offshore)
– Increasing Automation, reduction of people
– Innovative ideas which retain controls

5. Leadership

6. Leadership
Setting out your stall
• Do you know where you want to go?
– Set your objectives
– Set your risk appetite
• Is it in line with your organisation’s strategic goals?
• Don’t lead ‘on the fly’.
– Clearly established end point in mind – outcome, process
change or whatever is important for you.
• Admit to your mistakes; continue to learn
• Understand the regulatory environment in which you
operate

7. Leadership
Blockers
• Not contributing to solutions – “I’m just saying.....”
• Hiding in the shadows – “I was just about to say
that....”
• Rock lifting – Seeing a difficult situation and walking
away
• Fear – that you will fail and finger pointed: CLM leads
to CYA
• Black Swans – too much focus on the worst possible
eventualities
• Being a Leader when you’re not the right person

8. Management

9. Management
Setting out your stall
• Doing things in a consistent, correct manner.
• Clear, documented Policies, Procedures and Standards
– Governance process to cope with most eventualities
– Deal with deviations imposed by events or within
• Measuring quantitatively or qualitatively – you have to
know how you stack up
• Goals / Targets – give yourself a chance for upside
• Manage Change Before Change Manages You

10. Management
Blockers
• Managing a process without having a path to
understand what you’re managing
• No escalation path with clear responsibilities
• Managing by Traffic Lights
• The world is changing – “We’ve always done it this
way....”
• A spurious level of accuracy
• Not enough and / or the right type of controls
• The right controls not being enforced properly

11. Concluding Remarks
• Job, Career or Corporate?
• Applying yourself to your development needs
• Making full use of your strengths
• Informal networks are important
• Self discipline and Execution
• Understanding when the job is finished
• You are never the finished article; but very good at
what you do