Private wealth practitioners in leadership roles should endeavour to leave a legacy in place for successors to build on when they hand over the reins, KPMG’s Greg Limb told an audience of young professionals in London at the sixth eprivateclient Leadership Seminar in London last week (22/02/2018).
Mr Limb – who is in charge of KPMG’s UK private client team which comprises around 200 staff in 11 offices and who also chairs the firm’s international private client network – said that leaders must “build a legacy” and “build something different” when in charge whilst at the same time building “the firm’s legacy into your leadership.”
For Mr Limb, the start of his leadership path was in KPMG’s Leeds office in the early-2000s when he was promoted to a senior manager position in charge of a team of around 45 who ranged from graduates to older more experienced colleagues.
In charge of the day to day running of the department, Mr Limb said that he quickly realised that you have to change your personality and persona and “develop a thick skin” as a leader as people who may also have coveted the role may resent you but that it was important to realise that you cannot always be universally liked as a leader.
“Sometimes you have to do things you do not like and upset people that you do like if it is the right thing for the team,” he explained.
Mr Limb said that the role was good grounding in leadership and enabled him to “cut his teeth as a leader” and develop his own leadership style.
He went on to say that employees working within in a large organisation such as KPMG were already leaders to an extent as there are always people looking up to yo...