Matt’s development journey

As we continue to focus on our development throughout the year, we’re bringing you another example of how one of our colleagues focuses on theirs. Here’s Matt’s story…

Matt Gleaves  – VP International Development & Planning

“I started at CUK in 2010 as a Finance Analyst. I had a number of roles and grew my career in the (what was then) Commercial Finance team, where I became a Senior Manager, and then a Finance Director for P&O Cruises.

While I enjoyed my time in Finance, I started to realise that the commercial side of the business was what motivated me the most.

A Planning Director role popped up in Simon’s team, so I threw my hat in the ring. After spending 15 years studying and working in Finance, it was a big move and not an easy decision! Thankfully I made the right one (I think, Simon should probably weigh in at this point), and the rest, as they say, is history.

Sometimes you have to take a chance. If you’re getting the support of leadership, why not take some risks? There’s no shame in trying something and going back if it doesn’t work out.

My role now

For the last two years I’ve been the VP for International Development and Planning for Cunard. This means I lead the international commercial teams in Australia, EMEA, Germany, Japan and more recently, North America. I have a responsibility for the long and short term commercial and strategic planning for Cunard globally.

Understanding my strengths

One of the biggest skills I’ve developed along the way has been in understanding what I’m naturally good at, and what I don’t have experience in.

When I don’t have the skills, I look for guidance and to learn from my teams, peers and leadership – hopefully I reciprocate this when the boot is on the other foot. The more people you talk to and the more you listen, the faster you learn.

Making good decisions

Owning my area has also been important. I’ve got accountabilities and I need to be comfortable at my level at driving the agenda and making calls. There’s no such thing as zero risk and I need to be willing to make a judgement call on when to back something, and when it may be too risky.

This has been a key skill I’ve developed particularly in the last couple of years. What’s worked for me is connecting with peers across the globe and sharing ideas with them. It would be naïve of me to think I know what works in Australia, for example, without speaking to the people that operate there.

Empowering my own team

Trusting my team and giving them autonomy to make decisions and drive their own agendas has also been key. My job is to help them, not tell them. The more senior you get, the more you want to empower your teams and let them make mistakes. This has the benefit of people enjoying their jobs (I hope) but equally frees up my headspace to do what I should be doing as a leader – ‘leading’.

How I develop myself

I’m a big believer that no one will care more about your career development than you.

I’ve always made sure that a wide net of management knows my longer term ambitions so that if an opportunity comes up, they think to invite me to apply. Watching out for vacancies is key. It’s then having the courage to sit down with the hiring manager to let them know you’re interested and what you’d bring to the role.

I’ve also spent many hours devising my development plan and sharing it with people around me. The key thing is making time that isn’t compromised. This has sometimes meant giving up some of my own time, but that’s ok – I’m investing in myself first and foremost. Book the time in the diary, or perhaps when you’re sat on the couch struggling to find anything on Netflix (as you’ve watched it all through lockdown), read a book, update your development plan or look at online courses.

Just giving things a go

Most of all I would say that giving things a go, sticking yourself out there and putting your hand up will move you ahead.

Every time I’ve had to do something for the first time there’s a nervousness and a moment of self-doubt. I tend to get myself comfortable by speaking to peers who may have already done something similar. There’s no substitute (for myself at least) in doing something and going through with it no matter how much you may be dreading it. Don’t expect everything you do to be perfect the first time. Everyone makes mistakes and you’ll take learnings from it. It’s making the same mistake twice that is always more of a problem.

My biggest piece of advice is…

Talk to people. We can’t expect people to mind-read what we want. We need to make our ambitions clear and we need to ask for help and direction on how to get there from a range of different people.

And finally, have fun. I’ve been told in the past to take the business seriously but don’t take yourself too seriously. It’s good advice that has stuck with me. We all want to be successful but you can have fun doing it, the two things aren’t mutually exclusive.

What’s next for me?

My long term ambition is to become a brand president one day, but for now, I’ll keep taking any opportunity to learn and grow my skill set. I’m excited about everything I get to be involved with, particularly with teams all around the globe. I’m learning something new every day and I’m making connections around the world that teach me so much!”

Thanks, Matt!

Matt mentions that he spends uninterrupted time working on his development plan and making sure the right people know about his ambitions. Why not refresh your own and share it with your manager in your next 1:1? Download the 5 step development plan to get started.

Matt also talks about risks and decision making as a key leadership skill. Read these top tips to help you make better decisions.

Finally, the common thread throughout Matt’s story is his eagerness to build great relationships and to learn from others. Learn how to build great lasting relationships here.

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