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“ As a leader , the wellbeing of my team is a top priority for me – it ’ s paramount for motivation and morale . We need to raise awareness of mental health , destigmatise what it means for people and become more comfortable with talking about it ,” he says .
“ Being aware of each other , mindful of everyone ’ s individual needs and not feeling afraid to reach out for help when we need to is extremely important . That ’ s how we get the best out of people . It is all part of the ingredients that come together and make this a great place to work .”
Lift and shift While his team are at the forefront of his thinking as a leader at BlackRock , Battams must also navigate the changing execution and regulatory landscape . Most recently , developments following the UK ’ s exit from the European Union have brought regulatory divergence into focus .
As the UK has confirmed plans to scrap dark trading rules and certain research requirements implemented under Europe ’ s MiFID II , BlackRock continues to be supportive of mid-point liquidity , trading in dark venues and transparency . For Battams , divergence isn ’ t particularly ideal , but strategies to help its staff manage those challenges . For example , the EMEA equity trading desk now has no meetings on Friday afternoons .
The new policy aims to encourage a smoother transition for traders as they enter the weekend and allows time to catch up with any admin or colleagues as the working week draws to a close . Battams says small initiatives like that help boost morale across the team , but more importantly , raise awareness of wellbeing and mental health .
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