When to give people time to grow
“If I see curiosity, accountability, and continuous progress, I am willing to invest time and support.”
Sandra Balážiková
Head of Human Resources
ING Hubs Slovakia
Menity Leaders Talk · October 2026
Leadership in a regulated global banking hub
What progress should a leader look for?
When people are growing into a role, leaders need to consider both the support they receive and the progress they make. Sandra Balážiková leads HR at ING Hubs Slovakia, a Bratislava-based shared services centre supporting ING’s global banking network.
Returning to Menity Leaders Talk after ten years, she discusses developing people and making change last in a regulated banking environment. Her perspective draws on two decades in shared services across technology, reinsurance, telecoms and banking.
In this conversation
Five questions on developing people and teams
Leading in regulated banking
Making change part of everyday work
Large-scale transformations changed how Sandra sees her role as a leader. She discusses what teams need from leaders: a clear reason for change, clear expectations and a way to measure success.
Since our conversation ten years ago, what has most changed how you lead?
01
Over the past ten years, I have shifted from focusing primarily on delivering results myself to creating the conditions for others to succeed.
The experience that influenced me the most was leading large-scale organizational and workforce transformations. It taught me that sustainable results come not from processes alone, but from trust, transparency, and bringing people along on the journey.
02
What have you learned about making change last in a regulated environment?
People need clarity on why the change matters, what is expected from them, and how success will be measured.
In a regulated environment, lasting change happens when people understand both the business reason and the human impact behind it. Compliance and governance provide the framework, but engagement creates sustainability. When leaders role-model the desired behaviours and teams see tangible benefits, change gradually becomes part of business as usual rather than a temporary initiative.
Sandra Balážiková with Vladimír Janík on making change work in a regulated environment: what teams need to understand, do and measure. Menity Leaders Talk.
Team priorities and development
Understanding priorities and recognising progress
Growing into a role requires support from the leader and progress from the person doing the work. Before looking for agreement, understand what each team is trying to achieve. When supporting someone in a new role, look for curiosity, accountability and progress.
How do you find common ground when priorities differ?
03
Different priorities are often a sign that people care deeply about their respective objectives. My first step is always to understand what sits behind those priorities.
I try to move the conversation away from individual positions and towards a shared outcome. By focusing on common goals, using data, and encouraging open dialogue, it becomes easier to find solutions that balance different needs and create collective ownership.
When do you give someone time to grow into a role — and when do you choose someone else?
04
If I see curiosity, accountability, and continuous progress, I am willing to invest time and support. For me, the most important factor is learning agility and willingness to grow.
However, when there is a consistent gap in performance, motivation, or alignment with the requirements of the role despite adequate support, it may be better for both the individual and the organization to explore a different path where that person can be more successful.
Sandra Balážiková with Vladimír Janík on understanding team priorities and supporting people as they grow into a role. Menity Leaders Talk.
After the leader moves on
The test is what works without you
For Sandra, developing people includes preparing them to make decisions and work together without depending on one individual.
When a leader moves on — what should remain?
05
A leader's success should not be measured by how indispensable they became, but by how well the organization continues after they leave.
What should remain is a strong team, clear ways of working, trust-based relationships, and a culture where people feel empowered to make decisions and contribute. Ultimately, leadership is about building capabilities that outlast your own presence.
In Menity’s CEO and Board Advisory work, succession planning connects three questions: who is ready to take over, where the team still depends on one person, and what needs to be handed over before a leader leaves.
About the guest
Sandra Balážiková has two decades of experience in shared services across technology, reinsurance, telecoms and banking. Her career spans Dell, Swiss Re, Deutsche Telekom Services Europe and ING Hubs Slovakia. Her work includes leadership development, knowledge management and HR transformation, with EMEA roles, an Americas assignment and global responsibilities.
About Leaders Talk
Leaders Talk is Menity’s editorial interview series featuring CEOs, board members and senior leaders across CEE. Each conversation examines the decisions, trade-offs and operating realities of senior leadership.
Guests are selected by Menity for the relevance of their experience. No fee is paid or received for participation. Answers are the guest’s own, edited only for length and language, and reviewed by the guest before publication.
Menity Leaders Talk
October 2026
Adapting global HR across CEE
