Thought Leadership News

Strong leadership isn’t just about strategy—it’s about trust. Michael O’Leary explains how leaders can build lasting trust to the benefit of their organisations If we expected that the post-pandemic era would stabilise employee/employer relationships, we were mistaken. Remote work, hybrid working, the “great resignation”, quiet quitting, falling employee engagement, staff shortages, wellbeing challenges and the rise of artificial intelligence all present challenges to organisation cultures and leadership. These pressures may also impact the engagement, purpose and satisfaction experienced by management. According to a LinkedIn survey, the actions of disaffected or poor leaders account for 70 percent of the reasons employees decide to engage or disengage at work. People don’t leave organisations, they leave managers. In Neurosicence of Trust, Paul J Zak shares how employees in high-trust companies enjoy their jobs 60 percent more, are 70 percent more aligned with their organisation's purpose and feel 66 percent closer to their colleagues. Empathy and a sense of accomplishment are higher in such firms, while burnout is 40 percent below that in low-trust cultures. Not only does trust improve organisation performance, but, according to Zak’s report, employees in high-trust companies are paid, on average, 17 percent more than those in other firms. In his research, Zak identified eight management processes that build trust for leaders: 1. Recognise excellence Research indicates that recognition has the most impact when it occurs immediately after the task or goal has been achieved. Recognition from management is most powerful when personalised to the employee and occurs in a public setting. 2. Assign difficult but achievable challenges to teams Pressure to achieve releases neurochemicals which intensify employee focus and strengthen social connections. Zak explains that when team members need to work together to reach a desired outcome, this brain activity coordinates their behaviours efficiently. 3. Employee autonomy Autonomy promotes innovation that management control can inhibit. Being trusted to find solutions to problems is a big factor in an employee’s engagement. Encourage staff to question established practices, especially those that have persisted for years. 4. Enable job crafting Encourage employees to focus their energies towards projects about which they are passionate while ensuring clear expectations, accountability and 360-degree evaluations are in place. 5. Share information broadly Poor management communication remains one of the big employee bugbears. Uncertainty about company direction can lead to stress, which in turn inhibits the release of oxytocin, a natural hormone which drives the social connections necessary for collaboration. Organisations that communicate plans broadly reduce uncertainty and increase teamwork effectiveness. 6. Intentionally build relationships Too often, managers communicate the message to “focus on your tasks” rather than encourage social connections. Zak cites neuroscientific experiments that show that when people intentionally build social bonds at work, their engagement and performance improve. Social events, which may appear to some to be “forced fun”, significantly enhance employee connectivity, particularly when such events include competitive team elements. 7. Facilitate whole-person growth High-trust workplaces help people develop personally as well as professionally. Though setting goals, learning plans and reviewing progress are key to professional growth, understanding how an employee is managing work-life balance or well-being is equally important. Leaders aware of personal challenges their employees face can often help through flexibility, rather than lose a valued contributor. 8. Show vulnerability Asking for help from colleagues is a sign of a confident leader and fosters trust and collaboration from those colleagues. It indicates that the leader is someone who involves everyone in achieving goals while valuing the opinions and expertise of others. High-trust culture boosts inclusion Building trust is a continuous process, and many colleagues and reports will start from different points in their willingness to believe the trust is authentic. Taking the time to understand that starting point and being patient while the trust emerges is essential. Being self-serving, not meeting commitments, being assumptive and jumping to conclusions are sure ways to breach any trust built. A culture characterised by high trust is more inclusive, performs better and is central to organisational success. Michael O'Leary is Chair of HRM Search Partners

As Ireland’s accounting landscape evolves, Mary Cloonan explores how managing partners are embracing strategy, talent and technology to drive sustainable growth Ireland's accounting and advisory landscape continues to change rapidly, driven by shifting client expectations, rising regulatory demands and the relentless advance of technology. In this dynamic environment, managing partners are setting their sights beyond technical excellence, focusing on the strategic priorities underpinning sustainable growth. 1. Strategic growth: moving beyond compliance services Compliance remains the foundation of many firms, but the real opportunities lie in advisory services. Firms that successfully integrate advisory services into their core offering articulate their value beyond audit and tax. Managing partners are doubling down on deepening client relationships, leveraging data-driven insights and building service lines that proactively solve business challenges. The firms leading here don’t just respond to client needs—they anticipate them. Whether operating as a private equity-backed firm or an ambitious, partner-led practice, this forward-thinking approach is essential in a market where maximising opportunities is key. 2. Talent and leadership: expanding the skills at the top table Attracting and retaining top talent remains a pressing challenge. The demand for skilled professionals continues to outstrip supply, making investing in people, once you have them, more critical than ever. Beyond competitive salaries, firms are re-evaluating their reward structures—moving beyond traditional partner compensation models to recognise and incentivise high-performing professionals at all levels. Retention strategies now include structured career development, leadership training and clearer pathways to partnership or senior roles. In response, firms are also reshaping their leadership structures, recognising that sustainable growth demands more than technical expertise. Many are introducing chief operating and growth officers to drive efficiency and business development, allowing partners to focus on client service and strategic direction. This shift doesn’t dilute the role of partners—it strengthens it. Successful firms focus on creating leadership teams with complementary skill sets—bringing together deep technical expertise with strong commercial and strategic oversight to drive long-term success. 3. Technology: a business enabler, not just an efficiency tool Artificial intelligence (AI), automation and cloud-based platforms are reshaping how firms operate. However, the most successful firms view technology as more than an efficiency driver—it is a catalyst for growth. Managing partners are focused on embedding digital tools to enhance client experience, improve decision-making and open new revenue streams. The challenge is not simply adopting technology but ensuring it aligns with long-term strategy and delivers real, tangible value. 4. Evolving client expectations: the shift to proactive advisory Today’s clients expect more than just number-crunching. They want proactive, strategic advice. The firms thriving in this environment prioritise client experience—offering insights beyond compliance, providing forward-looking business advice and positioning themselves as indispensable strategic partners. Accessibility to senior leadership is also becoming a key differentiator. Firms fostering a culture in which partners actively engage with clients—offering guidance, insight and responsiveness—will build stronger, longer-lasting relationships. (Subhead) 5. Sector expertise and the power of visible experts Many firms have deep expertise in key sectors, but too often, this knowledge stays within the firm rather than being shared with the market. Managing partners recognise the need to position their professionals as visible experts, ensuring their insights reach the right audiences. The firms that stand out are those actively showcasing their sector specialisms through thought leadership, media engagement and targeted industry participation. From publishing reports to speaking at events, firms that invest in visibility strengthen their reputation, attract new business and reinforce their position as trusted advisors in specialist fields. 6. Future-proofing: succession, sustainability and the long view Sustainable growth requires thinking beyond the next financial year. Managing partners are placing greater emphasis on leadership development, succession planning and business models that support long-term success. Whether through equity restructuring, alternative fee models or cultural shifts towards more collaborative leadership, firms are reimagining their future. Environmental, social and governance (ESG) also plays a growing role in client advisory services and shaping firms’ strategies. This is particularly relevant as private equity investment reshapes parts of the sector, presenting opportunities for ambitious firms—both partner-led and externally backed—to capitalise on emerging trends. Looking ahead The role of the managing partner is evolving. Success today requires balancing technical expertise with commercial acumen, embracing diverse leadership perspectives and ensuring firms remain agile in a changing landscape. Those who put client care at the heart of their strategy—while fostering accessible, forward-thinking leadership—will be best placed to seize the opportunities ahead. Mary Cloonan is the Founder of Marketing Clever 

Mentorship is key for young accountants transitioning to business development, offering guidance on effective networking, client engagement and relationship-building, says Mary Cloonan The challenge can feel significant for young accountants stepping into roles with business development targets for the first time. New responsibilities, particularly those requiring skills like networking and relationship-building, are often far removed from their previous technical focus. This is where mentorship can help, providing guidance and support to help them grow into the demands of their new role. Business development requires more than technical expertise. It involves cultivating relationships, strategic thinking and communicating value—skills not typically part of an accountant’s formal training. A mentor can: Provide practical guidance: Teach the mentee how to approach client engagement, network effectively and communicate persuasively. Build confidence: Support them as they tackle new challenges and unfamiliar scenarios. Set the example: Offer insights through real-world experiences and professional behaviour. Align efforts with strategy: Help them understand how their contributions support the firm’s broader goals. Effective mentoring: seven steps Here are seven steps experienced accountants can take to be a good mentor. 1. Simplify the starting point Break down business development into manageable steps. Help your mentee see this as relationship-building exercise rather than purely sales-focused. Concentrate on: Recognising potential opportunities in their network. Understanding the firm’s unique value proposition. Developing a genuine interest in client needs. 2. Set measurable goals Define clear and realistic targets. For example: Attend one networking event per month. Schedule two introductory meetings with prospective clients. Contribute to a team pitch or proposal. These bite-sized goals can help to build momentum without overwhelming them. 3. Practice through role-play Simulated scenarios are invaluable for building confidence. “Practice” situations with your mentee, such as: Introducing themselves at events. Explaining the firm’s services to a potential client. Handling objections effectively. Role-playing in a safe environment can help to prepare them for real-world challenges. 4. Encourage observation Let your mentee shadow experienced professionals. Whether it’s a client meeting, negotiation or event, watching mentors in action is a powerful learning tool. Follow up with discussions to reinforce key takeaways. 5. Emphasise listening Strong business development is rooted in active listening. Encourage them to: Ask open-ended questions. Pay close attention to what clients are really saying. Build trust by understanding challenges from the client’s perspective. 6. Give constructive feedback Feedback is essential. Review your mentee’s performance after meetings or pitches— highlight strengths and suggest improvements. Recognising small wins can boost confidence and foster growth. 7. Highlight the bigger picture Help your mentee to connect their efforts with your firm’s success. Discuss how building relationships can drive growth, create opportunities for cross-selling and enhance career prospects. Benefits for both mentors and mentees An effective mentorship programme benefits everyone. Firms gain future leaders with technical and business development skills, while clients will likely experience better service through improved relationship management. For young accountants, developing these skills early can boost their confidence and open up potential avenues to career advancement. Mary Cloonan is Founder of Marketing Clever