5 minute read
“We Need To Nurture Talent”
She looks to the future in a progressive manner – and has ambitious goals to positively influence it in her various leadership positions.
Stephanie Phair, one of those incredibly well-connected protagonists of our industry, is capable of setting key developments in motion via several levers at the same time. In her capacity as Chairman of the British Fashion Council (BFC), Chief Customer Officer at Farfetch, and member of the Moncler supervisory board, she leaves a lasting mark on the image of female leadership in the fashion business – especially through her
dedication to versatility. Text: Isabel Faiss. Photos: Farfetch
We observe that the future of our industry is
largely driven by women in leadership positions. You are the best example. But where do we stand on equal opportunities in our industry?
I think that equal opportunity within the industry, especially opportunities that allow women with different experiences and from different backgrounds to add value to our industry, is much needed. It gives women a chance to explore so many different facets of the fashion industry that they might not have even been aware of previously, but when utilised, can help shape it positively.
The British Fashion Council primarily promotes new talent and designers. How have their selection criteria and requirements changed with regard to diversity, equality, and inclusion?
Now, more than ever, it is important to champion talent and to support our emerging and young businesses that lead the way in environmental and community impact, while increasing the diversity of the talent pool. Our aim is to improve equality, equity, and opportunity so that the fashion industry remains open to all. Some of the changes we have made to the BFC’s talent and education initiatives programme to ensure diversity include, to name a few, the monitoring of panel judges, monitoring the diversity of applicants, and developing an outreach strategy to make sure young people from disadvantaged backgrounds have access to scholarship opportunities.
Where do you identify the greatest potential that we really should not waste?
The world of fashion must take the lead in behaving responsibly towards reducing the carbon footprint. The BFC has signed up to the Race to Zero and is encouraging others to do the same. The BFC has a critical role to play, acting as the initiator of change across actors in the ecosystem. It is uniquely placed to shape policy and industry regulations, particularly through dialogue with government and industry, as well as all other stakeholders in fashion’s ecosystem. To that end, the BFC has also launched the Circular Fashion Ecosystem, a vital report that sets a practical approach to reach a target state for a circular fashion economy in the UK. Farfetch is also committed to investing in sustainable solutions that allow our customers to enjoy the fashion they love whilst being mindful of our industry‘s impact on the planet. Farfetch has set ambitious sustainability goals for 2030, in addition to offering customers a range of conscious and pre-owned pieces to shop from, repair services to extend the life of the pieces they no longer need and a donation service that allows you to rehome unwanted clothing, whilst raising money for charity.
AN EVOLVING SYSTEM
Alberto Zia, Managing Director of Pin 1876
“Modern leadership can no longer be reduced to a single person – the ‘leader’ – who determines the guidelines and makes decisions alone. We should rather refer to an organised system that constantly expands and evolves. This is the foundation for the type of organisation that selects employees according to criteria such as qualifications, skills, experience, and willingness to innovate. It is based on meritocracy, meaning it can shoulder more responsibility. Here, hierarchies are reduced to zero and decision-making competence is shared among all employees, enabling the company to be more agile and prepared for future challenges.”
THE SECRET IS LISTENING
Silvia Mazzoli, founder and Creative Director of Otto D’Ame
“I have always been convinced that the secret of modern and brilliant leadership lies in the art of listening. As a leader, I have a desire to hear the opinion of everyone I have appointed to develop a particular project. It is important to ensure all employees feel involved in the processes and are fully engaged. Our work is teamwork and, especially in our field, it is important to be transversal in everything we do. Rather than merely performing a simple task, the idea is to interact with team members in order to build progressively sturdier human relationships. That is the big secret.”
CONVEYING SOLIDARITY, PASSION, AND DEDICATION
Federica Fremder, Sales & Marketing Manager of FPM Fabbrica Pelletterie Milano
“FPM is a family business, and our structure is based on solidarity, passion, and dedication. We consider it important that every employee understands that he/she contributes to the success of the company. Challenges are overcome by working together. Without doubt, a pronounced female component is crucial for a relaxed climate in which different needs and opinions are acknowledged; it releases positive energy. The last two years in particular have demonstrated the importance of positive thinking in overcoming severe crises.”
MORE FLEXIBILITY
Mattia d’Orlando, Export Manager of Myths and White Sand Does an entrepreneur need to inspire hope in employees?
He must be a realist, even more so than an optimist. The pandemic has shown that we must think positively yet remain realistic. This involves addressing unpleasant truths when necessary.
Is it still sensible to think in five-year plans given the current unpredictability?
Planning remains vital, but maybe in three-year steps. We need more flexibility and, at times, clear decisions from above that allow us to act swiftly.
What is the best way to discover and promote talent?
I always tell my employees: “Don’t merely explain the problem, offer me your proposed solution.” That is the best way to recognise their potential.
