Careers

Julia Rowan answers your management, leadership and team development questions I am highly qualified with both general and specialist accountancy qualifications. I work hard to high standards and meet my deadlines. I get on well with colleagues and other stakeholders. Over the past 18 months, I’ve applied for promotion twice, but I have not been successful. Candidates I consider less qualified and experienced than me have instead secured both roles. What can I do to increase my chances of success? You feel you are being overlooked and there are several reasons why this might be happening.  One thing is for sure, however: if you want people to see you in a different light, you need to do something different.  My guess is that people expect high performance from you, so when you deliver, you may be “simply” meeting expectations.  You sound like quite a task-focused person—nothing wrong with that. Any thoughts below are intended to complement, not replace, your task focus. Your question reminds me of an executive I worked with: he shared the same high standards yet also found himself overlooked.  He always downplayed his achievements. For example, at progress meetings, he would simply say “done” in the catch-up as a way to express that he had completed a task. In today’s busy (and often hybrid) workplace, we need to be a little more intentional about how we communicate. “Done” does not cut it.  Marketing people talk about “selling the sizzle, not the sausage” and this may be something you need to focus on. It goes without saying that long stories are not needed, but something like “I sent that out on X date. Three people replied, I’ve followed up with two more and I discovered that…” gives people a little more insight into you.  Task-focused people can come across as impatient, which can be daunting. Moving up in an organisation involves winning hearts as well as minds. Here are a few thoughts about what you can do: Focus on building relationships. This could simply mean taking a bit more time for daily interactions, or it could involve strategically building relationships to increase your visibility. Find reasons to meet with colleagues in person. Share interesting materials when you can. Work on your interview skills. In particular, you may need to build up your achievements (Google ‘competency STARS’), not just in interviews but also during performance reviews. If you haven’t already done so, get feedback on recent interviews.  Ask your manager or others knowledgeable about your field to support you in expanding your skill set. For example, ask them to organise a mentor for you, bring you to higher-level meetings or place you on a project team. You can also attend to this yourself through reading, attending courses, etc. Reflect on how you talk about yourself. There seems to be a perception that, despite your high standards, you are not ready for promotion. Perceptions can take a while to change. Honest feedback from people who have your back may be the most useful input of all. Julia Rowan is Principal Consultant with Performance Matters Ltd, a leadership and team development consultancy. To send a question to Julia, email julia@performancematters.ie

Richelle Manning, Investor Relations and Credit Rating Manager at ESB, tells us about her career path, passion for decarbonisation and climate action, and plans for the future. Richelle Manning, FCA, is Investor Relations and Credit Rating Manager at ESB. Manning joined the semi-state energy utility in 2014 having trained in KPMG’s Restructuring and Forensics Department and remaining with the firm for a further three years. She grew up in Kells, Co. Meath, and has a degree in business and legal studies from UCD and a Master of Accountancy from UCD Smurfit School. She is a member of the board and treasurer at Meath Women’s Refuge and Support Services. Tell us a bit about yourself, and when and why you decided to become a Chartered Accountant? Both my parents worked outside the home when I was growing up, and they always emphasised the importance of finding a career I would truly enjoy and that would give me the freedom to do anything I wanted in life. While at secondary school, I was also fortunate to have a very inspirational business and accountancy teacher, Ms Bird, whom I admired greatly. I think it was her influence, coupled with my parents’ guidance, that led me to pursue a career as a Chartered Accountant. It is a profession that offers many opportunities to work in a wide range of areas and in different parts of the world, providing a solid foundation for significant professional growth. Has your career unfolded as you anticipated or were there some surprises along the way? I wasn’t organised enough to have a career plan, but I knew coming out of college that I would like to undertake a graduate programme with a large accountancy practice, focusing on the restructuring area. I liked the idea of helping struggling businesses to formulate turnaround strategies to help them find success and profitability again. The years I spent working at KPMG were some of the best of my career. I had the opportunity to support some of the biggest Irish and international companies across a wide range of industries and gained firsthand insight into the challenges management teams and businesses can face. I then joined ESB Group and continue to enjoy fantastic opportunities working across all areas of the energy industry. The decarbonisation of the energy industry in Ireland is a key enabler for the transition to a net zero future for Ireland. While this wasn’t something I was thinking about when I joined ESB Group, it is one of the reasons I have stayed here for 10 years. I am deeply committed to the vision outlined in our Net Zero by 2040 strategy and I am driven by the actions I can take to help achieve this goal. I have always been open to accepting new opportunities as they arise, and this has led to me meeting some truly inspirational people, working on projects I could never have envisaged and being successful in my career. What does your role as ESB’s Investor Relations and Credit Rating Manager involve day-to-day? My role is ultimately about sharing ESB’s vision, strategic ambitions and financial results with our investors and credit rating agencies. As a semi-state entity, ESB relies solely on debt investors for external funding to finance our extensive capital investment programme as we work towards decarbonising the electricity sector in Ireland. Maintaining our credit rating of A- is therefore critical to ensuring we have access to the bond markets. No day is the same – my role offers lots of variety. I spend a lot of time meeting with investors and discussing ESB, its net zero goals and the associated funding required to achieve those goals. In recent years, we have seen investor interest extend beyond our financial results to encompass our sustainability goals, progress and achievements. In 2024, investors have been particularly interested in our plans for reporting under the Corporate Sustainability Reporting Directive, and in our two recent publications outlining ESB’s sustainability leadership plans and pathway to net zero. I also work quite closely with colleagues internally, providing advice and guidance on our credit rating and investor requirements, and assessing and advising on the implications of certain transactions from a credit rating and investor perspective. Are you glad you made the decision to qualify as a Chartered Accountant? Yes. The Chartered Accountant qualification is highly regarded in Ireland and worldwide. I found the training prior to qualification and subsequently, through continuing professional development, both relevant and informative. It has helped me to build the capability and skills needed to succeed as new challenges arise. Among the people you have worked with over the years, who has been your biggest inspiration? I have been lucky enough to work with some wonderful people throughout my career who have inspired me and whom I very much admire. I have also had mentors and coaches who have provided inspiration and guidance, especially at times of big transitions in my life such as returning from maternity leave, undertaking new roles and seeking promotions. I am quite passionate about the impact mentoring can have in helping individuals achieve professional success. I currently manage the finance mentoring programme at ESB, an award-winning scheme that helps finance professionals build the capability and skills to achieve their career goals. One of the most important lessons I have learned over the years is the importance of building relationships. Success is achieved through working with people. Significant changes are underway in the energy industry right now and it is only by working together, with an open mind and a willingness to learn, that we will be able to deliver what is required to meet our net zero goals. How has the role of the Chartered Accountant evolved since you joined the profession? At ESB, we have Chartered Accountants working in all areas of the business – not just on the finance team. Chartered Accountants are seen as strategic advisors, commercially focused and thoughtful leaders who can provide insights and guidance on a wide range of topics. The Chartered Accountancy qualification is a great foundation for any career. It helps to build skills that can be used across a range of business areas. What advice can you offer ACAs starting out on their career path today? The best advice I can give is to be open to exploring new opportunities and experiences as they arise. Building a strong support network is also key to success. Who do you admire most right now in business or public life? I remember the election of Mary Robinson as the first female President of Ireland. Even as a child, I was aware of how she had rocked the system and the positive impact she had on women in Ireland and globally. Throughout her life, she has used her position to highlight issues like domestic violence, lobbied for women’s rights and held perpetrators of human rights abuses to account. Today, Mary Robinson continues to use her voice and platform as an advocate against climate change through her role in Project Dandelion, a woman-led initiative addressing climate change. Her strong commitment to women’s rights, human rights and to addressing climate change, specifically from a female perspective, really resonate with me. I see her as a great role model. What are your plans and ambitions for 2025? I have two key focus areas for 2025: sustainability and artificial intelligence (AI). I have committed to taking part in the ESB Sustainability Navigator Programme, an initiative aimed at creating a culture of sustainability leadership throughout the organisation and I am looking forward to growing my knowledge in this area. On the AI front, ESB was one of the first companies in Europe to deploy copilot for Microsoft 365 and I am hoping to enhance my learning and use of this platform throughout 2025. This will hopefully help me to focus on high-value activities and improve knowledge-sharing and collaboration within my teams.

David Lucas, FCA, the recently appointed Head of Corporate Finance at Azets Ireland, tells us about his career path, passion for supporting entrepreneurial businesses and plans for the future Tell us a bit about yourself, and when and why you decided to become a Chartered Accountant? I learned from my parents the importance of having a profession from an early age. My father was an engineer and my mother a teacher, so I was encouraged to choose a profession that would provide me with solid career opportunities.  At school, I was strong at maths and I have always been interested in business, so the BComm at University College Dublin was a natural fit. It wasn’t until my third year at college that I decided to pursue accountancy. Upon completing my degree, I went on to do a master’s in accountancy at Smurfit Business School.  I qualified as a Chartered Accountant with KPMG at the age of 24. From there, I moved into banking, spending eight years with AIB in corporate lending before moving into corporate finance. My career path has blended my accountancy training with my interest in business and my entrepreneurial spirit.  Has your career unfolded as you anticipated or were there some surprises along the way?  There have been a lot of surprises. I firmly believe that once you become an accountant, you can do anything you want.  I have found it to be an excellent and well-regarded qualification that can open a lot of doors to exciting opportunities.  Once you are a qualified accountant, no one can take it away from you. Whether you work in industry, practice or become an entrepreneur or business owner, the training and experience you gain as a Chartered Accountant will always stand to you.   I have always been interested in corporate finance and have a genuine interest in entrepreneurship, talking to owner-managed businesses and understanding what makes them tick.  In my various roles, I have explored these interests and carved out a career in corporate finance, working with entrepreneurial businesses across multiple sectors. I enjoy what I do today, and I’ve enjoyed the journey. Are you glad you made the decision to qualify as a Chartered Accountant? Absolutely, yes. There are thousands of Chartered Accountants in Ireland and beyond. It is a fantastic network and the training gives you a strong range of skills that can prepare you for any challenge, both inside and outside work. Among the people you have worked with over the years, who has been your biggest inspiration?   I have been lucky to have had a number of mentors and trusted friends, all of whom have influenced me in various ways. One of the best lessons I have learned is that people do business with people.  Bearing this central principle in mind, growing my network, and building strong relationships across the business community, has been a consistent feature of my career. If you can stay connected with those around you, you can bring each other forward. How has the role of the Chartered Accountant evolved since you joined the profession? The role of the Chartered Accountant has evolved significantly and is now viewed as that of a broader business advisor.  It is no longer just about balancing the books. Today, Chartered Accountants are trusted advisors, serving as the go-to person for clients on a wide range of issues, opportunities and challenges.  The training Chartered Accountants undergo is comprehensive, covering nearly all aspects of business and finance.  Clients can trust us not only to manage financial matters, but also to lead teams, train and develop staff, and support clients through every stage of the business lifecycle – from start-up to sale.  We play a key role in helping business owners realise the full value of their work and dedication.  What advice can you offer ACAs starting out on their career path today? The Chartered Accountancy qualification is world-renowned and world-recognised. It opens so many doors and opportunities in whatever walk of life you want to take on.  The training you receive and the people you meet will give you the tools to pursue opportunities as they arise. With this qualification, there are any number of directions you can take and potential employers and clients can be comfortable in the knowledge that you have a good grounding due to your experience and training.  I would say it is really important to be open to new challenges, even those outside your comfort zone, as they often provide the greatest opportunities for growth.  Networking is also key. Surround yourself with mentors and peers who can offer guidance and support and seek to learn from everyone.  Lastly, trust in your abilities and don’t be afraid to go for things and do your best. You won’t know how to do everything and don’t pretend to know everything – no one does – but always give your best.  Who do you admire most right now in business or public life? I greatly admire Jürgen Klopp, the former manager of Liverpool Football Club, for his leadership approach both on and off the field.  Early in his Liverpool career, Klopp emphasised the importance of building a cohesive team by ensuring that all players knew and respected the entire staff, regardless of their role.  This inclusive leadership style is rooted in treating everyone with respect and acknowledging that every individual plays a crucial part in the success of the team. Klopp fosters a culture of mutual respect, camaraderie and accountability. He understands that a strong team is built, not just on talent, but on unity and shared purpose.  His ability to connect with people on a human level makes others want to work with him and be part of his vision.  By creating an environment where everyone feels valued, he motivates the whole team to perform at their best.  His leadership shows that when people are treated with dignity and trust, they are more likely to consistently deliver exceptional results. This is something I strive to achieve with my team: nobody gets left behind. We are all in it together and we have each other’s backs. Tell us about your new role as Head of Corporate Finance at Azets Ireland? Our Corporate Finance Department provides a full range of services to mid-market businesses across Ireland ranging from buy side and sell side mergers and acquisitions, due diligence and valuations to debt advisory services.  Given our extensive service offering and the range of sectors we operate across, every day is different for me. One day could involve advising on the sale of a business, and the next performing detailed financial due diligence or raising debt or equity to help fund growth for a  business.  Every deal is different, and I enjoy getting to know my clients and their businesses to provide the best service possible.  My bread and butter is the buying and selling of businesses. These transactions require a corporate finance advisor to manage all aspects of the deal from early-stage preparation through to going to market, deal negotiation, project management and liaising with legal advisors right through to completion. My recent appointment as Head of Corporate Finance comes at an important moment in the growth trajectory of Azets in Ireland.  Over the next three years, we aim to double the size of our department with the addition of about 20 new recruits. The expanded department will enable us to advise on the growing number of transactions expected in Ireland’s mid-market sector over the medium term.

Julia Rowan answers your management, leadership and team development questions A long-standing member of my team works to a good standard, but does the bare minimum. She is retiring soon. She takes no part in social outings and at team meetings, both in person and online, she works on her computer, only lifting her head to respond to direct questions. I have new people joining the team soon and I don’t want her muddying the water. I’m afraid if I tackle this, she will ‘go sick’. She has done this before. My team is under huge and growing pressure. A. It is so easy to feel undermined by one person, so pay close attention to where your energy goes. It’s essential to prioritise creating a positive experience for your new joiners as well as the rest of the team.  During interviews, induction and early reviews with your new team members, communicate this by organising a team lunch, bringing treats to meetings or refreshing the team meeting format. Also, take a look at the agenda: What is discussed? Who gets to talk, present, discuss or consult?  If you decide to deal directly with the issue, remember her behaviour has evolved for a reason and, in her head, makes perfect sense. Whether it’s discomfort, disrespect, payback or self-protection, there is a message in her behaviour. It could be interesting to find out why she seems disinterested in engaging with the team.  You need to be genuinely curious – this can be hard when you feel undermined and anxious. It’s possible the team member may need help getting back into the group. Consider pairing her up with someone on a project, asking her to train a new team member, or finding ways to acknowledge her long service and experience. If you decide to discuss this with her, start with the context (which you have outlined in your question): she is retiring soon, new people are starting and pressure is growing.  For those reasons, you need everyone to be fully present to onboard new joiners, deal with important issues and prepare for the future. This means putting the work away for a while.  You can be firm, gentle and respectful in this conversation. She may give you a range of reasons for her behaviour – for example, she’s too busy, the meeting takes too long, it’s not interesting, it doesn’t concern her or she knows all this stuff already.  Don’t argue with her. Agree and go back to your request: “I know you are busy but I need you there. So, how can we make it a more useful meeting?”   Be sure to have an exit strategy ready to avoid going round in circles.  The request you are making to this long-serving team member is reasonable. If you receive an outright refusal, the stakes get very high (and we are firmly in ‘going sick’ territory).  Consider your options: Do you stick with the status quo? Insist she engages with the team? Ask her not to attend team meetings if she can’t pay attention?   Telling her, “I’d rather have you there than not there, but I’d really appreciate it if you were fully present,” might be the safest option and keeps the door open. Julia Rowan is Principal Consultant with Performance Matters Ltd, a leadership and  team development consultancy. To send a question to Julia, email julia@performancematters.ie

Julia Rowan answers your management, leadership and team development questions Q. I am head of function in a large organisation. My career has gone well, and I’ve been recognised and promoted several times. I am a quiet person who puts the head down and works hard – as does my team. However, I have a new boss. He came in with a lot of fanfare and even made a presentation about the way he likes to do things. He recently told me that he doesn’t think I drive my part of the business enough. I feel I drive my team hard – but I don’t shout about it. A. This could be a personal style issue. He comes in with fanfare and clearly communicates how he likes to do things. He could be overlooking you because his style is different and time might help him see your value.  But it might also be time to recognise that as we rise in organisations, sometimes new skills need to come to the fore.  There are a couple of things you can do: Wait and see: As your manager gets to know you and the work you do, their concern about how you lead your team may abate. Talk to your manager: Say “I want to have a conversation about how we work together. You’ve probably noticed that I’m a quiet person, so what kind of information and communication do you want about the work that I do?”   Show them otherwise: Send a short email at the end of every week or fortnight sharing three successes (e.g. projects completed/moved on), and three priorities for next week. This will create a sense of momentum and a record of progress and achievement over the year. However, this could be a useful time to look at the skills that senior leaders need to develop.  Your current approach has served you well up to now. But does the organisation need a bit more? How would your stakeholders (your team, the teams you serve, your peers, etc.) benefit if you shared what you did more broadly? Not just sharing what you do, but the value add: what you have learned, the insights, information and support you can offer to stakeholders. The scope and focus of how we communicate naturally changes as we rise through organisations, reflecting what is needed from us at our level: the connection between the work of our team/function and the organisation’s strategic vision, the complexity of the decisions we make in a fast changing environment, the risks we need to mitigate and manage, and how we develop talent and ensure smooth succession. The temptation is to fall into the binary of “I can either be true to my natural style OR give my manager what he wants”. The trick is to see beyond that and to find a way to showcase your work from that quiet and hard-working place you inhabit.  I wonder what would happen if you discussed this with your team: my guess is that they would have a ton of ideas.

Julia Rowan answers your management, leadership and team development questions Q. I manage a team of four people in a large organisation. Up until recently, we all got on and worked well together. However, the mood has changed. The work is getting done, and everyone is polite, but I am being shut out. I think this is in response to company-wide changes during which we lost a popular team member. I had no control over this. A. One of the key things leaders do is act as a buffer between the hard shell of the organisation – with its policies, structures and procedures – and the social and emotional needs of individuals. It is a tough gig.  Right now, it sounds like your team is angry with the organisation. Sadly, they are not going to tackle the CEO, so you are getting the flack. When change is perceived negatively, there is a lot of blame. Leaders often get sucked into explaining, defending and rationalising – which only makes things worse. In reality, people are frightened and worried. They are wondering, ‘Can I cope with the changes?’, ‘Will I be next?’ They are placing blame at your feet to hold those fears at bay. While you may be unable to control the changes your company decides to make, you can help your team to navigate them.  Allow people to air their fears – and listen without judgement. Underneath it all, your team does not blame you. They understand that changes need to be made to keep organisations competitive. When you listen, people will start talking about what is important to them, and this is where you can have a connected conversation. I suggest you raise this issue at a team meeting. Say that you have noticed a change in the team mood and feel it would be useful to discuss this in one-to-ones or at the next team meeting.  If people bring up the issues, connect with them where they are. Prepare to listen and absorb. You might have to listen to a rant – at the end of a rant, there is often an apology and an acceptance of the need to move on.  When the time is right, agreeing on how to move forward may be useful. Have some ‘connecting’ questions ready, for example: What is important for you/the team? What could I/we have done differently? What do you want from me/from each other at this time? What can I help you with?  How do we support each other? How do we want to move forward? Finally, it may be important to look at how your team member left. Did you and the team get a chance to mark that properly? If not, the team may like to fix that. Julia Rowan is Principal Consultant with Performance Matters Ltd, a leadership and team development consultancy. To send a question to Julia, email julia@performancematters.ie