Periods of uncertainty have a way of testing the foundations of even the most established companies. For NatWest, led by Dame Alison Rose from November 2019 to July 2023, those challenges came in rapid succession—from navigating the unprecedented disruption of the COVID-19 pandemic to addressing broader shifts in the financial landscape. Yet, through it all, NatWest managed not just to stay afloat but to maintain a level of performance and stability that few institutions could match. The strategies deployed during this time offer valuable lessons for any business facing turbulent waters.

In an article entitled “Alison Rose Talks All Things Women in Banking and Being a Relatable Leader on the In the Arena Podcast” Rose shared leadership stories that others can apply in their businesses and lives. As NatWest Group’s first female CEO, Alison has played a key role in managing the company’s 61,000 employees and 19 million customers.

Dame Alison Rose’s leadership was rooted in the understanding that stability doesn’t come from standing still. It comes from the ability to adapt, to pivot quickly without losing sight of core principles. When the pandemic disrupted every corner of the economy, the instinct for many might have been to pull back, to focus purely on survival. But Rose saw an opportunity for NatWest to double down on its role as a critical support system for businesses and communities. This wasn’t just about offering loans; it was about becoming a partner in recovery, helping customers navigate uncertainty through tailored financial support and advice. It was a move that strengthened the bank’s relationships with its clients, building trust during a time when many felt unmoored.

One of the key components of maintaining stability during this period was a focus on financial resilience. Rose knew that for NatWest to weather the storm, it had to be prepared for every possible scenario. This meant stress-testing the bank’s portfolio, ensuring that it could withstand a range of economic shocks. By proactively managing risks, NatWest was able to maintain a steady footing even as the market shifted beneath it. This kind of foresight is a crucial lesson for other businesses: that resilience isn’t something you develop when a crisis hits; it’s something you build into your strategy long before it arrives.

But Rose’s approach went beyond managing balance sheets. She understood that a bank’s stability is deeply tied to the trust it fosters with its customers. During the pandemic, as many businesses struggled to stay afloat, NatWest took a leading role in distributing government support loans to small and medium-sized enterprises (SMEs). These efforts, though driven by necessity, also served to reinforce NatWest’s reputation as a bank that puts its customers first. It was a demonstration that in uncertain times, trust can become a company’s most valuable asset. For other businesses, the lesson is clear: stability comes not just from internal strength but from being seen as a reliable partner in challenging times.

One of the more nuanced aspects of Rose’s strategy was her understanding of timing—knowing when to act decisively and when to take a more measured approach. During the height of the pandemic, swift actions like rolling out support loans and ramping up digital services were crucial. But as the immediate crisis began to recede, she shifted focus to longer-term recovery, guiding the bank back towards growth while maintaining a cautious eye on emerging risks. This flexibility—moving between urgency and patience as the situation required—was key to ensuring that NatWest Group didn’t just ride out the storm but positioned itself for future opportunities.

For businesses looking to navigate their own periods of uncertainty, the lessons from NatWest under Dame Alison Rose’s leadership are both practical and strategic. They highlight the importance of being prepared for the unexpected, but also the value of seeing beyond the crisis to what lies ahead. It’s a reminder that stability is not a passive state; it’s an active process, one that requires leaders to balance immediate needs with a vision for the future.

Dame Alison Rose’s tenure at NatWest offers a case study in how to maintain performance when the world is anything but stable. It’s a story of how agility and stability can coexist, showing that the companies that succeed in uncertain times are not necessarily those that avoid risk, but those that know how to manage it, learn from it, and use it to build a stronger foundation for whatever comes next. Visit this page on LinkedIn, for more information.

Learn more about Dame Alison Rose on https://en.wikipedia.org/wiki/Alison_Rose_(banker)