The Art of Leadership: Insights from Paula Amesbury on Inspiring Teams and Navigating Change 

Introduction 

Leadership is more than making strategic decisions—it’s about inspiring people, adapting to change, and creating a culture where teams thrive. In this episode of the CFO Club Podcast, Leana van der Merwe sits down with Paula Amesbury, Principal at CFO Center UK, to explore the essential principles of leadership, team management, and business transitions. 

With a wealth of experience in senior finance roles across the UK and Europe, Paula has led teams through mergers, system implementations, restructuring, and high-pressure transitions. Now, as a fractional CFO, she supports businesses in financial restructuring, system optimization, and leadership development. 

In this blog, we break down Paula’s leadership insights, offering key lessons for finance professionals, executives, and business leaders. 

Leadership is About People, Not Just Strategy 

Many leaders focus on strategy, numbers, and financial goals, but Paula emphasizes that true leadership starts with people. 

Paula firmly believes that the best leaders are approachable, authentic, and genuinely interested in their teams. Fear-based leadership doesn’t create long-term success—trust, collaboration, and support do. One-size-fits-all leadership doesn’t work. Different team members have different motivators, work styles, and strengths. Paula advocates for situational leadership, where leaders adapt their management style based on team competence and confidence levels. 

A great leader doesn’t push their team forward but brings them along for the journey. This means setting the standard, working alongside the team, and demonstrating the effort and dedication you expect from others. 

Lesson: Leadership is not about authority—it’s about creating an environment where people feel motivated, valued, and empowered to excel. 

Navigating Business Transitions: Communication is Key 

Change is inevitable, especially in today’s fast-evolving business landscape. From mergers to system overhauls, leaders must guide their teams through uncertainty. 

Paula recalls leading teams through major transitions—including merging two companies while implementing a SAP system and relocating teams simultaneously. The only way to survive such a challenge? Proactive communication and transparency. Change often triggers fear and resistance among employees. Paula suggests identifying and working with enthusiastic advocates—team members who can champion the change and positively influence their colleagues. 

When everything feels overwhelming, leaders need to prioritize what’s truly important. Delegation, structured planning, and clear communication help teams stay focused during high-pressure situations. 

Lesson: Change doesn’t have to be disruptive.  Leaders who communicate well, engage their teams, and prioritize effectively can drive successful transitions. 

Managing Underperformance While Keeping Morale High 

Every leader eventually faces underperformance within a team. The challenge is finding the balance between accountability and team morale. 

🔹 Address Issues Head-On: Avoiding underperformance damages team motivation. If other employees see poor performance being tolerated, they lose motivation and feel their hard work isn’t recognized. 

🔹 Coaching & Development First: Before making drastic decisions, Paula suggests honest conversations, coaching, and identifying whether issues are skill-based or behavioural. Some employees may need training, mentorship, or a different role rather than immediate dismissal. 

🔹 Recognizing When It’s Not a Fit: Sometimes, an employee simply isn’t the right fit for the role. As difficult as it is, letting go of a poor performer is often best for both the individual and the team. 

Lesson: Effective leaders address underperformance promptly, support employees through coaching, and make tough decisions when necessary. 

The Role of Emotional Intelligence in Leadership 

Leadership isn’t just about skills—it’s about understanding people, emotions, and relationships. 

Trust is the foundation of strong teams. Leaders with high emotional intelligence listen actively, show empathy, and create a safe space for feedback. Employees are more engaged and productive when they feel valued. Leaders should take time to understand what matters to their teams—both professionally and personally. 

Paula emphasizes recognizing achievements, no matter how small. A simple acknowledgment of hard work can significantly boost morale and motivation. 

Lesson: Emotional intelligence is a crucial leadership trait that fosters trust, engagement, and long-term team success.  

The Rise of the Fractional CFO: A New Model of Leadership 

The traditional full-time CFO model is changing. Businesses are increasingly turning to fractional CFOs, who provide expert financial leadership on a part-time or project basis. 

Some businesses don’t need a full-time CFO or can’t afford one. Others require specialized expertise for specific projects, such as system implementation, financial restructuring, or funding strategy development. Paula highlights that working as a fractional CFO provides greater work-life balance, professional variety, and the ability to work with multiple businesses at once. It’s an opportunity to apply expertise across industries while maintaining flexibility. 

Lesson: The fractional CFO model offers both businesses and finance professionals a flexible, strategic approach to financial leadership. 

Leadership is an Ongoing Journey 

Paula Amesbury’s insights remind us that leadership isn’t about position or power—it’s about people, adaptability, and trust. Whether navigating major business transitions, managing underperformance, or building a strong workplace culture, effective leadership requires constant learning, emotional intelligence, and proactive communication. 

We can all take inspiration from Paula’s leadership approach: 

• Be adaptable—situational leadership helps teams succeed.
• Communicate constantly—transparency is crucial during change.
• Develop your team—support underperformers before making tough calls.
• Prioritize people—emotional intelligence creates better workplaces.

 Transcript

Host: Leana van der Merwe 
Guest: Paula Amesbury, Principal at CFO Center UK 

Leana van der Merwe:
Good day, listeners, and thank you for joining us for another insightful CFO Club podcast. These conversations are always inspiring, and we at the CFO Club and CIBA look forward to them immensely. Today, we have the pleasure of speaking with someone who understands what it takes to lead teams through change, challenges, and growth. 

Paula Amesbury has spent her career in senior finance roles, helping businesses navigate mergers, system overhauls, and restructuring—essentially, all the tricky things that keep companies running smoothly. She is currently a Principal at the CFO Center, where she supports businesses with financial restructuring, system implementation, and team development. 

Before this, Paula was the Finance Director at Bilfinger UK, a major company she helped guide through significant transitions. She has also worked across the UK and Europe, always focused on driving efficiency and growth. Beyond numbers and strategy, great leadership is the key to success. That’s exactly what we’ll be discussing today: the art of leadership and inspiring excellence in teams. Paula, welcome to the CFO Club Podcast. 

Paula Amesbury:
Thank you very much for having me, Leana. 

Leana:
Let’s dive straight in. What do you believe are the key leadership principles that shape how you manage and inspire teams? 

Paula:
For me, leadership is about passion for people and genuinely enjoying working with them. I’ve never led by fear—my approach is about being approachable and authentic. You can’t put on an act and be a great leader; you have to work with your team in a way that feels natural and genuine. 

Leading by example is essential. You need to be at the forefront, demonstrating your expectations, but also bringing people along rather than pushing them. Leadership isn’t about dictating—it’s about adapting to the people you work with. A long time ago, while working at Vestas, I came across the concept of situational leadership, and it really resonated with me. The idea is to understand your team’s competence and confidence levels and adjust your approach accordingly. 

And let’s be honest—it’s always easier to lead when you enjoy working with your team. 

Leana:
I love that. Often in leadership, people take the stance of “this is my way,” but you’re saying it’s about adapting to the team and their motivations. 

Paula:
Absolutely. Leadership isn’t one-size-fits-all. Sometimes you’re leading a team you manage directly, and other times, you’re guiding a board of directors, which requires a different approach. As a fractional CFO, I work with multiple businesses, all with different cultures, so I must adapt. But no matter what, I stay true to my own values. 

Culture is crucial. I’ve noticed across different organisations that culture impacts everything—strategy, leadership, and execution. At the CFO Center, we focus on cultural alignment when working with clients. We even have what we call the ‘barbecue test’—if you got stuck next to someone at a company barbecue, would you enjoy the conversation, or would you be trying to escape? That helps determine the kind of people we work best with. 

Leana:
That’s a fantastic principle! Now, you’ve led teams through major transitions—mergers, system changes—times that are stressful and demanding. Leadership isn’t just about strategy; it’s also about keeping people engaged and motivated. How do you do that during high-pressure situations? 

Paula:
Communication is everything. I always make sure to walk the floor, engage with the team, and maintain a positive attitude. I’ve been through incredibly intense transitions—merging two businesses while implementing SAP and relocating at the same time. It was an MBA thesis on what not to do at once! The key was constant communication, prioritisation, and solving issues before they escalated. 

I always tell my team, “We’re not doctors—we’re not going to kill anyone.” Mistakes happen. The important thing is creating a space where people feel safe to speak up so we can fix issues before they become serious problems. 

Leana:
That’s such a great mindset. Leadership is often tested the most during tough times. Can you share an example where your leadership helped navigate a big challenge? 

Paula:
System implementations are always challenging. Identifying skill sets, supporting those who struggle, and ensuring we have the right resources is critical. It’s also about fostering teamwork and problem-solving—how can we make the best of the situation? Celebrating small wins along the way helps keep morale up. 

Leana:
Speaking of teams, underperformance is one of the trickiest parts of leadership. How do you address underperformance while keeping morale high? 

Paula:
Poor performance affects the entire team. If leadership ignores it, the impact multiplies. It’s important for the team to see that issues are being addressed. I believe in honest one-on-ones, coaching, and identifying whether issues are behavioural, or skills based. Sometimes, the role has outgrown the individual, and tough decisions must be made. But ultimately, ignoring the problem is not an option. 

Leana:
That’s a great point. What about team dynamics? Sometimes, people just don’t work well together. Have you encountered situations where no amount of coaching could fix the issue? 

Paula:
Absolutely. That’s life—some people just don’t click. While you can manage these situations professionally, you can’t always force harmony. At the CFO Center, we match personalities with clients because compatibility is crucial for success. 

Leana:
Before we wrap up, let’s talk about the concept of fractional CFOs. It’s gaining traction but still feels unfamiliar to some. Can you explain what it means and how it works? 

Paula:
A fractional CFO provides high-level financial expertise to businesses that don’t need a full-time CFO. It’s flexible—you might work with a company a few days a month, or intensively during a transition. The beauty is the variety—you get to work with multiple businesses and really make an impact. It also offers great work-life balance. Of course, there’s the risk of not having a fixed salary, but the benefits outweigh the uncertainties. 

Leana:
That’s fascinating. Finally, we always ask our guests for a book recommendation. Any favourites? 

Paula:
I mostly read fiction, but one book I recently enjoyed was The List of Suspicious Things—it’s not finance-related, but a great read! 

Leana:
Thank you so much, Paula, for sharing your insights today. It’s been a fantastic discussion. 

Paula:
Thank you, Leana!