“Women should feel totally empowered to take hold of their careers”

We talk to Kirsty Morris, Managing Director of Account Development at Barclaycard, about how she’s applied the business lessons from her market trader dad to her 20-year career at Barclays, the importance of communicating with colleagues while remote working – and how Barclays has built a culture where “everybody wins”.

Kirsty Morris might have a management role at Barclaycard now, but her seminal business lessons came from helping on her dad’s market stall “selling five toilet rolls for a pound" from the age of seven.

“I grew up in the environment of a family-run business, so I was taught early on about the value of money and hard work – and that's stuck with me through my career,” she says.

It also taught her about the value of relationships. “My dad once told me that, regardless of what industry you're in, people buy from people.”

What has become a 20-year career at Barclays started aged 17, when she was working to earn money before starting university and was sent by her temping agency to a stint at a Barclaycard call centre. She never looked back.

“I was quite hardworking even at that age and I stood out as somebody who was prepared to graft and get stuff done,” she remembers.

She was offered the chance to apply for a role in sales support, helping an account manager with the day-to-day relationship with a large corporate client.

“That was probably the first career-defining moment for me,” she says. From there, Kirsty went from promotion to promotion, looking after “bigger customers with bigger numbers and bigger opportunities”.

Recognising the power of human engagement

Asked about her next defining moment, she cites being challenged by a client who wanted more from Barclays.

“The client wanted a group-wide deal,” says Kirsty. “So, I got a few people around the group together, pushed a few boundaries and we created a slightly different deal.”

Her bold move brought positive results, and she was asked to repeat the process for a different section of the bank. More promotions followed, and two years later Kirsty returned to Barclays Payment Solutions as the first female sales director. She says the support of her family is what has driven her on.

“The thing that I have absolutely lived by that has not failed me is that lesson from my dad: that people buy from people,” says Kirsty, now a Managing Director based in Northampton. “People would say that organisations are sold particular products because of price and proposition. Well, sometimes yes – but if you have a rapport, get on well and a customer trusts you, they'll fight your corner.

“We're not at a point where machines have taken over – human engagement matters more than people give it credit for.”

Kirsty says that maintaining communication with others is even more crucial now that many clients and colleagues are working remotely: “We are so lucky to have incredible technology in our lives now and I think using video calling and conferencing can make all the difference. I try to find time to check in on things happening at home with others. I also tell the tales of my own family life and share the humour in my own experiences – including how my three-year-old is using my dining room chairs as his new art canvases!” 

Building an organisation where “everybody wins”

Kirsty has now held three leadership roles at Barclays – and also returned to the bank three times after maternity leave with her children.

Like many colleagues who have to take breaks for caring responsibilities, she found this challenging – but describes the support offered as “brilliant”.

“I came back to work as one of the only female directors in a sales organisation and it was really hard,” she says.

“You come back a couple steps behind and you feel quite guilty – like you’re not getting anything done properly. My line managers were brilliant at helping me through those times.” As was her husband, who looks after their children full-time.

Her experience motivated her to get involved with the Barclays Working Families and Win networks to help support other colleagues with caring responsibilities – from those returning to work after having children to those who are primary carers for others.

“I talk about it at any given opportunity,” she says. “It's been a big barrier to overcome for me but I feel that by overcoming it, I've been able to help a few other people.

“I think the mistake we sometimes make as leaders is pigeonholing. We should ask what each individual needs in order to be able to bring the best version of themselves to work – because then everybody wins.”

She says the coronavirus crisis has heightened her awareness of the challenges facing her team ­– particularly as many have caring responsibilities.

“Colleagues are dealing with all sorts of responsibilities at the moment, and for many it has been a massive change. Being understanding and respectful of everyone’s situation now matters more as some of them will put so much pressure on themselves to deliver. We need to allow people room to manage their lives and support their mental health.”

Even before the pandemic disrupted normal routines, more than half of colleagues reported being able to work dynamically at Barclays, a development Kirsty describes as “massive”.

“There are a lot of women – and I’m sure men too – who feel they can’t take on certain roles or promotions because they have commitments outside work. Flexible working means that those barriers are removed.”

Her advice to others in the industry? Keep learning – and never hold yourself back.

“I never saw myself working in a bank, let alone in a bank for 20 years,” she says. “I think that’s testament to Barclays because it’s an organisation that’s grown and evolved on a monumental scale – and it’s kept me excited and engaged.

“The other thing is to be brave and go for things. The number of women who make excuses for themselves and create their own barriers – it still astounds me. Women should feel totally empowered to take hold of their careers.”