Exploring the professional and personal faces of leadership
Welcome back to another instalment of our blog series “Leadership Stories” where we explore the professional and personal faces of leadership and embrace the inspirational power of storytelling.
This time we speak with Josie Cartridge, Global Marketing Director at NET-A-PORTER, about the importance of building trust.
Professional
What have been your greatest challenges as a leader?
The greatest challenges for me as a leader have been moments of business transition or change because they bring a level of uncertainty. I find it most challenging when I am not fully aware of the context and drivers for the business decisions, but I have to lead and motivate my team through the change.
I face this by focusing on the things I can control, and accepting the things I can’t. I openly discuss this with my team so there is transparency, and we can work through those transitional times together. Trust is very important in moments of change - you have to trust yourself, your business, and your team.
What do you believe will be the most effective leadership style in coming years and why?
Empowering yourself and your team is the secret to leadership success in my view. It’s why lots of us get up and come to work, because we want to do our jobs well. Empowerment can be hugely motivating, as well as rewarding.
What is the key to encouraging diversity of thought when building teams?
Creating an open forum where people are actively encouraged to ask questions and express their thoughts is essential. You can only do that once you have built trust within your team. It takes time to create an atmosphere where diversity of thought is encouraged, and people feel it’s a safe space.
For example, when someone in the team is not expressing their viewpoint, it’s important to ask them to contribute without making them feel exposed. Building a relationship of trust with your team members is a good way to resolve those kind of issues.
Personal
Is there a moment that you feel changed the course of your career?
There are probably numerous examples, but there are two that stand out for me.
- Delegating and trusting: At certain point on my leadership journey, the need to trust and delegate became essential. I was used to being the ‘doer’ and found it hard to let go.
However, as you climb the leadership ladder delegating becomes a necessity otherwise you become overloaded. I reached a tipping point and had to make a conscious effort to become a more strategic leader, rather than feel I had to execute the plans myself.
- Imposter syndrome:
What advice would you give your younger self?
As well as trusting yourself and others, I would also advocate for moving roles, taking risks and gaining a broad work experience.