Leslie Gillin, CMO of Global Consumer Bank at Citi, shares leadership lessons she's learned from 25 years in the financial services industry.

1. HOW TO BE AN
AUTHENTIC
LEADER
BROUGHT TO YOU BY

2. As Chief Marketing Officer of Global Consumer Bank
at Citi, Leslie relies on her leadership skills every day
to help her teams perform at their best. In her 25
years in the financial services industry, she has
benefited from the experience of many great
leaders, whom she strives to emulate in her
day-to-day work and home life.
MEET LESLIE GILLIN!

3. Leslie answered questions about
leadership from members of
Connect: Professional Women’s
Network. Here’s some of her
most popular advice.

4. How do you energize employees and inspire them to perform at their very best?
There is nothing more inspiring than having a leader walk the walk. That means 1)
meet with your teams; listen and ask questions about their work and their point of
view, 2) communicate on the objectives often, 3) roll up your sleeves and be seen as
a part of the team, not the leader in the ivory tower, 4) celebrate team and
individual success often, and 5) have fun and keep a sense of humor.

5. What’s the best piece of leadership advice you’ve ever received? To check in
with myself every six months to make sure I have my work/life balance under
control and that I love what I’m doing. Your priorities (family, community,
career) will not always be equal throughout your life, and what motivates you
(recognition, money, achievement) won’t hold the same weight either.
Checking in with yourself helps you shift accordingly.

6. Being a leader requires giving direction and delegating. How can I do this
without coming across as bossy? The group needs to feel like you are part of
the team and not above it. If you achieve this dynamic, delegating work will
feel like a natural interaction between your roles, not like you’re imposing on
them. Be an authentic and relatable boss with a clear vision, and ensure that all
understand the important role they play in the team.

7. How can leaders rally their teams after delivering unpopular news (anything from lost
business to layoffs)? 1) Be visible. The worst thing you can do is hide. Get out there and
connect even more than you do on a regular basis—and not always in a formal setting.
Walk the floor. 2) Address questions head on. 3) Reinforce the team's mission and goals,
and clarify expectations 4) Lastly, find time to team build—not as a one-off but as an
ongoing practice. A cohesive team can get through tougher times much better than one
that doesn’t have that base trust.

8. As a leader, it can be tempting to micromanage teams. What’s your best
advice for how to avoid this? Start MACRO-managing. Know that your team
will only get stronger by owning their work—and sometimes learning from
their mistakes—while you set out the vision for the bigger picture. Take a look
at your schedule for the week—that is a great way to determine if you are too
in the weeds or focused on the bigger strategy.

9. Do you have any tips to help young leaders avoid burnout and cynicism? It
helps to remember a few things: 1) This too shall pass.” 2) Try to be a positive
spirit within the workforce environment. Own your attitude and the impact it
has on others. 3) Check in with yourself every six months to ensure you are
where you want to be (see slide #5), and 4) Remember that you own your
career, so if you stay burned out and cynical, it is no one's fault but your own.

10. What strategies do you use to keep open communication with your teams?
Be authentic and genuine about wanting to hear from the team—and respond
when you do hear from them, with a phone call if possible, but an email at
minimum. Also, put strong communications routines in place that people can
count on (Town Halls, results memos, touch-base calls) and reinforce to the
team that your direct reports are also there to ensure strong communication.

11. What advice would you give to people who lead virtual teams, where time-zone
differences can be 5 to 12 hours? There is definitely more administrative rigor that
needs to go into setting established, time-zone friendly routines, but it’s worth it to ensure
you don't go weeks without verbal contact. Daily email works, but it can never replace
healthy dialogue—hence the need for meeting routines. Have a bi-annual (or quarterly if
budget allows) face-to-face working session hosted by a different market each time.

12. I’m a seasoned professional who just joined a start-up. Any advice for making sure I’m
an integral member of the team? Make sure you establish strong communications with
your manager and strive to have a clear sense of his or her expectations. Also, make
yourself valuable by delivering not just on the what but also on the how.” The most
invaluable employees are the ones who make the group stronger because of their
teamwork. Do this, and the team will ultimately be your strongest advocate.

13. What tips do you have for taking on more of a leadership role at work while
balancing other responsibilities as a mother, wife and community member?
My simple answer is do what feels right to you. Have your priorities clear,
manage your calendar to focus on those priorities, don't overcommit, learn
how to say no so you stick to priorities, and know that life won't always feel
balanced. You are in control—even if it doesn't feel like it sometimes!

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For more great insights on
leadership, check out Leslie Gillin’s
discussion in Connect.

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