Resilience & Leadership in the Property & Finance Sector: Lessons from a Journey

Early in my career, I believed that success required a rigid approach to leadership. This looked like assertiveness at all costs and emulating the dominant behaviours around me. However, I soon realised that true leadership is far more nuanced. 

Resilience gave me the strength to face rejection, adapt when my ideas were dismissed and keep going even when progress felt slow.  

For example, in one of my roles, I passionately presented an idea only to see it knocked back by the team. When the same concept was presented by a colleague and taken on, I didn’t give up. Instead, I doubled down on preparation and used data-backed arguments to strengthen my voice. 

In my experience, building resilience involves: 

• Shifting your mindset: View obstacles as opportunities for growth rather than roadblocks. 

• Seeking support: Don’t hesitate to ask for mentorship or feedback. These connections can provide invaluable guidance. 

• Celebrating small wins: Even small milestones are worth recognition; they fuel your drive (especially on tough days). 

The property and finance landscape evolves rapidly, shaped by economic shifts, new regulations and advancements in tech. Staying relevant requires adaptability and it isn’t solely about embracing change: you have to anticipate it. 

During my career, I’ve made it a habit to stay informed—whether through reading industry reports, diving into self-improvement books, or learning from colleagues’ experiences.  

One notable lesson came when I questioned a decision to diversify a company’s operations into an unfamiliar area. Though my caution wasn’t heeded at first, the eventual pivot validated my concerns.

To stay adaptable: 

• Invest in continuous learning and professional development. 

• Keep an open mind about new approaches, technologies and market trends. 

• Prioritise simplicity and focus (Steve Jobs is a great example here). 

In leadership, particularly in high-stakes, competitive spaces, emotional intelligence (EQ) can be the deciding factor between being a good leader and a great one. EQ isn’t just about understanding emotions; it’s about leveraging them to foster collaboration and empathy. 

Some strategies I’ve adopted include: 

• Active listening: Taking the time to truly hear and understand team members’ perspectives. 

• Pausing before reacting: This small habit can transform potentially tense situations into opportunities for growth. 

• Building a positive culture: As I often remind my team and myself, “There are no problems, only solutions.” 

Resilience, adaptability and emotional intelligence are not innate—they are skills that can be developed with time and intention. By embracing these qualities, we can not only navigate the complexities of the property and finance sectors but also create a legacy of impactful leadership. 

As women, our strengths—empathy, authenticity and the ability to adapt—are assets. Let’s harness them to push boundaries and pave the way for future leaders.