Building Trust and Engaging Teams as a Leader
Introducing Mary MacPherson
In this masterclass, Amy Kelly speaks with Mary MacPherson, Group Director for Customer Strategy and Culture at Bank of Ireland. With over 20 years in financial services, Mary has held a variety of roles across strategy, product and design. However, her greatest passion has been leading teams and developing individuals to thrive in their careers.
How I Build Trust and Engage My Teams
Trust doesn’t happen overnight. It’s something that builds over time through consistent and genuine action. One of the most powerful ways I’ve found to build trust is through generosity. That might sound like an odd starting point, but for me, it means making space and time for the people I work with. When leaders take time to get to know others beyond their job titles, it creates a real sense of connection and understanding. People value that kind of attention, especially when it’s not always the norm.
I also believe strongly in sharing knowledge freely. Early in leadership, it can be tempting to hold onto information, but I’ve found that sharing insights and experiences is not only empowering for others, it builds a culture of openness and collaboration.
Honesty is another value I hold dear. It’s easy to share good news, but real leadership means being able to deliver difficult feedback too. When I approach conversations with honesty and authenticity, I earn people’s respect. I also expect honesty in return. For me, it all comes down to treating people the way I’d want to be treated.
And then there’s ego. If you want to lead well, you have to let go of it. I’ve had the joy of seeing former team members go on to do incredible things, even surpassing me in their careers. That’s something to be proud of, not threatened by. Leadership isn’t about being the most knowledgeable person in the room, it’s about creating the conditions for others to thrive.
Finally, authenticity really matters. Not everyone is going to like you, and that’s okay. You’re not there to be liked, you’re there to lead. Being yourself, sharing stories, and allowing others to do the same creates an environment where people feel safe to show up fully. And when people feel that, trust and engagement follow naturally.
What I’ve Learnt About Leadership Over the Years
One of the biggest transitions in my career was moving from management to leadership. Management is very task-focused, outcome-driven. Leadership, on the other hand, is about stepping back and letting others come up with ideas, find their own solutions, and grow. Letting go is hard, especially when you’re used to being across everything, but I’ve learnt that when I give people space, they often exceed expectations.
Leadership is also about bringing different strengths together and aligning people towards a common purpose. Rather than focusing on a single task or capability, I look at the bigger picture and how the collective can be greater than the sum of its parts.
I’ve also learnt that it’s okay not to have all the answers. Being a leader doesn’t mean being the expert in everything. It means being decisive, transparent, and clear about why decisions are made. People respect clarity, even if they don’t always agree with every choice.
Leading in Design and Research
In the world of design and research, stepping into leadership often means leaving some of the craft behind. That can be tough, but it’s necessary. Leadership in this space comes with new responsibilities, like managing budgets, building business cases, and engaging stakeholders.
It’s also about learning how to speak the language of the business. The deeper I’ve gone into leadership, the more I’ve had to focus on the commercial side of things, making sure that design thinking is understood and valued by non-design colleagues. That kind of alignment is vital to driving real impact.
Supporting Future Leaders
I’ve always found it rewarding to support emerging leaders. Sometimes people shine on their own, but more often than not, they need a bit of encouragement to see their own potential. I try to affirm their strengths and offer safe spaces where they can build confidence.
I also look for ways to help them grow beyond their day-to-day roles. Whether that’s through industry events, speaking opportunities, or time spent with peer organisations, broadening their perspective is key. And when the time comes, I support them in moving on to the next stage in their career. It can be tough to let go of top talent, but helping people grow is part of what leadership is all about.
Engaging Senior Stakeholders
Building trust with senior stakeholders is a different challenge altogether. It really depends on their level of understanding and buy-in. I’ve found that the best way to connect with senior leaders is to understand what drives them and show how my work adds value to their goals.
It also means learning to speak in commercial terms. I don’t need to be an expert in finance, but knowing enough to link customer insights with business outcomes makes a huge difference. Whether it’s regulation, growth, or performance, connecting our work to their priorities helps build credibility and trust.
My Top Three Tips for Building Trust and Engagement
If I had to distil everything into three key points, here’s what I’d say:
Make sure your team is clear, capable and motivated. These are the foundations of any high-performing group. If people know what’s expected, have the tools to deliver, and feel energised to do the work, great things happen.
Lead from both the front and the back. Sometimes you need to roll up your sleeves and get involved. Other times, you need to step back and let others take the lead. You’re never above the work, and getting close to it helps you understand how to better support your team.
Create a space where people can be themselves. Some people want to push boundaries, others just want to do their job well and go home. Both are fine. What matters is that people feel they can speak up, contribute ideas, and be seen for who they are. That’s how you build trust, and that’s how you build great teams.
Thank you to Mary MacPherson for generously sharing her leadership insights with the Flux community. If you are a member with knowledge to share, the Flux team would love to hear from you.