Transforming the next generation of leaders

Jalbir Singh Riar is a Tax Partner at Ernst & Young Tax Consultants Sdn Bhd (EY). Here, he shares his career journey from the time he joined EY as an Associate in 2007 to becoming a Partner in 2019. He also shares how the EY Transformative Leadership Model has helped him navigate his professional tax career at EY and support the business in driving its purpose of building a better working world.

The journey to Partner

I graduated from the University of East London in 2005 with a Bachelor of Arts (Hons) in Accounting and Finance. Subsequently, I spent two years working as a Finance Executive in an oil and gas company before I decided to change my career path, which led me to begin my exceptional career at EY.

I joined EY as an Associate in 2007 and after 12 exciting years, I was truly grateful to be appointed as a Partner in the very same organization that had groomed and supported me throughout my career progression.  I received an abundance of support from leaders of the organization, who had unselfishly guided me. On top of that, I had the opportunity to work alongside supportive team members and colleagues, with whom I have built strong friendships along the way.

I would say that the most fulfilling career milestone was being appointed as a Partner of the organization that had invested so much in me. I remember waiting anxiously to receive the news of my Partnership appointment. It was extremely nerve-wrecking, but it was also incredibly heartwarming to know that I had achieved such a significant milestone in my tax career.

The supportive and inclusive culture in EY

At EY, I’ve always felt empowered to chart the course of my career, solve problems and contribute back to the organization. I was provided with opportunities, guidance and the right tools to be the driver of my professional and personal vision.

Coaching or mentoring is  an invaluable part of the EY culture, and having  been mentored  by knowledgeable and inspiring leaders, I  am now, in turn,  inspired to  share my experience, insights and professional guidance  with the teams I work with. At the same time, I find that I also benefit from the fresh perspectives, different thinking and unique know-hows of my mentees.

EY has always made me feel included in the conversation and appreciated for my insights and contributions to the bigger picture.  I am inspired to always strive for better. Being part of EY has also given me the confidence to think critically and outside the box when it comes to strategies to resolve any challenges that may come my way.

Connecting my purpose to the EY Transformative Leadership Model

At EY, we have a Transformative Leadership Model which is designed to bring our purpose and values together, with a focus on building a “Better Me”, “Better Us” and a “Better Working World”. Basically, it serves as a guide to the way we think, the way we act and ultimately, the way we impact the world around us.

 My purpose is to mentor or guide those who are just starting their careers in the organization, and to be invested in their professional development so that they can evolve into future leaders for the organization. Ultimately, I would also like to contribute what I can and grow our team to be the top Indirect Tax team in the country that is recognized among businesses as the “go to team”.

In the long term, we will be able to maintain strong relationships with our clients, be progressive in our business and ultimately, create an impact on a wider scale to build a better a working world.

Promoting an inclusive work culture among team members

As a leader, I strongly believe in creating an inclusive work culture and a safe space for the team to express their opinions and views. When communicating with the team, I always ask for the team’s feedback, allowing them the chance to speak up and share their views, and I actively listen with intent to their insights and feedback.

Being inclusive is all about creating an environment where everyone feels valued about bringing their insights to the table,  where they can contribute  views and ideas based on individual experiences, and where we can leverage  the differences to achieve far more effective results.

In the process of earning my EY Badge for Transformative Leadership, I  learnt that showing vulnerability and humility to my team members  allows me to bridge the gap between Partner and staff, which in turn  encourages team members to speak up and voice their opinions.

It is incredibly important for me to be honest, authentic and transparent when I communicate with my team.  Open communication keeps the team informed and allows us to act on our convictions and take accountability for the weight of our actions and our words.

Advice to younger generations who aspire to become future leaders

To become the leaders of tomorrow, it is important to take ownership of your own work and ensure that you always give your best, while being supportive of your team at the same time. There will be plenty of opportunities in your career, if you are able to remain agile, embrace change with an open mind, as well as be curious and proactively pursue learning.

It is also important for us to recognize the value of teaming in an organization, as we will need to work with many different people from various backgrounds and cultures. We should acknowledge each other’s differences, create a sense of belonging where our differences are valued, and inspire one another with our passion and purpose in life.