Remember, it’s often your role to let others shine. My job in all of this is simply to create the framework for others to showcase their creativity. It was the same for the 2012 Olympics. Again, because fashion is a big part of British culture, we wanted it to play a big role. Everyone remembers the closing ceremony, when all the supermodels came together, and it was so good to see fashion recognised as part of this landmark moment in British history and culture. We had lots of French guests over for February’s Fashion Week, and some of them were slightly horrified that Paris was about to be taken over. I kept telling them what a fantastic feeling there was in London during the Games.
Surround yourself with friends and in many ways, they will become your mentors. But I’ve also been very fortunate in this role to have worked with four chairs – two men, two women – who have all been incredible in different ways. Harold Tillman was a brilliant retailer and I still speak to him every week. Natalie Massenet was just a bundle of ideas and creativity. Stephanie Phair was great at giving a more commercial perspective. Today, David Pemsel is very focused on how we futureproof, having done a great job turning round the profitability of the Guardian. I have learnt a huge amount from each of them.
Just make sure you listen. I don’t mean just listening to people who have been in your industry longer than you or are maybe just older than you. I mean listen to all different perspectives. Always keep listening and learning and be willing to challenge yourself. If you’re a leader, just remember you’re still steering the ship.
Don’t have a rigid view of where you’re going as an organisation. I like to think that’s one of my strengths. I have a vision of where we should be going, and we have a strategy to get there, but I’m very aware the industry is changing constantly. That’s why I’m listening and learning all the time. Sustainability is a big learning curve at the moment, and I am also being challenged to look at diversity and inclusion. Have we done everything we can to further these things? That’s the question we’re being asked right now. Luckily, I’m surrounded by brilliant people who encourage me to push as far as I can to make the industry as open as it can be.
Take a moment to reflect on things you’ve done well. I haven’t reached this point with the 40th celebrations as they’re going on all year, but I know what it’s like. There’s so much prep, then the pressure to deliver, then the events themselves. You come into the office the morning after and you’re already asking: What did we learn? What could we do better? What’s next? It’s good to just take a moment before then, and I want to get better at that.
Find the balance between having empathy and sticking to your vision. That helps the team know where they’re going and keeps everything moving in the right direction. A good leader also makes sure they’re communicating their vision to the team. And they know when to stick to their guns and when to change something. I’ve learnt to trust my instincts on that: if something’s telling you maybe you’re not on the right path, take the time to figure out why.
Understand that your network is really a partnership with common goals. Treat everybody the same way. If you do that, you will be your authentic self, and that’s when you can solid relationships. People will always know where they stand because there will be only one version of you. My network comes into its own around events like Fashion Week, when we are encouraging people to come together and potentially do things in collaboration that don’t come naturally. If there is an underlying trust already there, getting them to do those things becomes a lot easier.
