You Can't Change the System: But the Best Investment Banking Leaders do it Differently

In last week’s newsletter, we spotlighted what investment bankers are really saying about poor leadership — from unrealistic demands to toxic cultures. This week, we’re flipping the script: here’s a practical playbook for how leaders can raise the bar.

The IB Leaders Club analysed the top complaints from Reddit threads, industry chatter and private messages. With insight from 35+ senior bankers interviewed on the Investment Banking Leaders Podcast, we’ve managed to provide actionable strategies for you.

These aren't vague tips — they’re specific, tested leadership practices that drive performance and retain top talent.

How to Avoid The Top 8 Leadership Pain Points in Investment Banking

1. Toxic Culture & Behaviour? Lead with Empathy and Positivity

• Adopt a servant leadership approach: Remove obstacles for your team and prioritise their wellbeing.

• Celebrate both small and big wins — often and publicly.

• Model calm, inclusive behaviour: “You become the emotional barometer for people around you.” — David Lam, Vice Chair & Board Director, Deloitte.

“Celebrate wins as often as we can – it matters.”
— Justine Mannering, Managing Director, TD

2. Poor Management & People Skills? Develop Coaching Skills

• Invest in soft skills training for managers.

• Create a feedback-rich environment. Ask: “What do you need from me to succeed?”

• Use vulnerability as a strength — show you care beyond deliverables.

“Be a coach to your junior people — teach them to fish.”
— Turner Bredrup, Former MD, Harris Williams.

3. Lack of Empathy & Understanding? Talk, Listen, Adjust

• Schedule regular 1:1s to understand what motivates each team member.

• Adapt expectations based on workloads, roles, and stress levels.

• Create time and space for open conversations beyond work.

“Spend time with people one-on-one. Just listening makes worries go away.”
— Dominic Lester, EMEA Head of Investment Banking, Jefferies

4. Unrealistic Expectations? Prioritise Outcomes Over Perfection

• Set clear goals and define which errors actually matter.

• Embrace mistakes as growth.

• Let juniors solve problems their way if the output works.

“Correct what doesn’t work conceptually. Don’t nitpick everything.”
— Alessio Pieri, Partner, d’Angelin & Co

5. Micromanagement? Empower, Don’t Hover

• Give teams real decision-making authority.

• Ask coaching questions instead of giving orders.

• Shift your mindset from “doer” to coach and guide.

“Coaching is part of the job. Developing talent helps everyone.”
— Allan Bertie, Head of European Investment Banking, Raymond James

6. No Career Growth Support? Build a Growth Engine

• Offer structured training across all levels — from analyst to MD.

• Match mentoring with individual career goals.

• Invest in stretch assignments that develop and reward potential.

“Training even happens at the MD level — that’s how we grow.”
— Gokhan Ozkan, Managing Director, J.P. Morgan

7. Poor Communication? Clarify Vision and Context

• Share strategy and updates frequently and clearly.

• Explain the "why" behind tasks — transparency builds trust.

• Simplify complexity: “Three clear bullet points beat a 60-page deck.”

“The team does their best work when they feel safe, clear, and trusted.”
— David Lam

8. High Turnover? Lead with a Long-Term Mindset

• Build a pipeline of strong talent early and often.

• Support people who leave well — they become your alumni network.

• Hire and structure your team with sustainability in mind.

“Not everyone will be an MD. Support their next step anyway.”
— Allan Bertie, Head of European Investment Banking, Raymond James

BONUS: Use Technology and AI to Reduce Pressure

• Use AI tools to reduce “busy work” — from research to formatting.

• Empower analysts with tech-enabled templates, automation, and smarter project management tools.

• Free up human capital for creativity, relationship-building, and client strategy.

Forward-thinking leaders are actively removing non-core work to help their teams focus on what matters most. Technology isn’t the enemy — it’s the enabler.

Final Word

Investment banking will always be demanding. But great leadership doesn’t mean accepting toxic norms — it means raising the standard for performance and people.

If you lead a team, take this list seriously, as it reflects the most common and painful complaints in the industry. These shifts create healthier, more productive environments that attract and retain top talent.