On Tuesday evening, we had the pleasure of co-hosting a networking event for HR professionals in Retail, Consumer & Distribution in partnership with Marks & Spencer, titled “Who Wants to Lead?”
We were privileged to welcome four of the UK’s most respected voices in leadership:
- Fiona Jones, Head of Talent at M&S (formerly Nike & Vodafone)
- Melissa Mulholland-Wells, Talent Director at Halfords (formerly Brakes & Waitrose)
- Tamara Griffin, formerly Director of People Development at Sainsbury’s (formerly McDonald’s & New Look)
- Rianne Silvey, a Director in our Leadership Consulting team at NSCG with a number of Consumer clients
Hosted by Georgia Hartley-Brewer, the session created a space for HR leadership across the sector to openly share challenges, current approaches and collaborate on strategies for overcoming them.
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A reluctance to lead?
Stemming from a recurring theme all four panellists have observed, we delved into the reasons behind a growing reluctance to lead, particularly at the middle management level, from employees, and an almost aversion to stepping into leadership roles.
Is this trend generational? Are younger professionals shying away from management, and if so, why? How do we build the skills, behaviours, and traits needed to lead effectively in today’s demanding business environment? And how do we do so cost-effectively in a time of economic pressure?
One study reported that many young professionals simply didn’t want to lead. According to Rianne Silvey, this hesitation is rooted in three core factors:
- Interpersonal Risk: acts of leadership might hurt their relationships with their colleagues, especially peers.
- Image Risk: leading might make others think badly of them. “I don’t want to seem like a know-it-all.”
- Risk of Being Blamed: Many people were afraid that if they stepped up to lead, they would be held personally responsible if the group failed which could cost them a future promotion or leadership opportunity
From pillar to post & Leadership Bottlenecks
We also discussed the difficulty for people leaders to make decisions when they’re being pulled in so many directions and are required to deliver against so many business needs. Can we support better decision-making through providing people data at volume via assessment?
The panel then went on to address generational disconnects. In some cases, senior leaders are seen by their own colleagues as “bed-blocking” top positions, leaving middle managers uninspired and seeing little room for upward progression. It’s an uncomfortable truth, but one that can’t be ignored.
The Power of Vulnerability
One striking question raised during the evening: Is your Board mirroring the leadership behaviours you are trying to develop in your c-suite and directors?
Some panellists shared examples of CEOs standing on stage and candidly speaking about their own development areas, warts and all. This act of openness can send a powerful message, creating a “leadership shadow” that inspires others to grow.
Psychological safety, it turns out, is not a buzzword, it’s foundational. Without it, potential leaders don’t emerge.
Skills-Based Hiring: A Glimpse into the Future
One panellist noted that, within 12 months, they expect all internal talent to be on a digital platform, ready to be matched to critical projects based on skills alone.
While a fully skills-based hiring approach feels risky to many Boards, hybrid models are gaining traction. In particular, “Head of” roles are increasingly filled based on technical content and skills, while early-career and senior director hires still lean heavily on behavioural and leadership competencies.
Making the Case for Investment
Leadership development is costly, especially in the current climate where middle managers are under more pressure than ever, often without additional support or relief.
So how do we measure ROI?
The answer from the panel was clear: the returns are measurable. Key indicators like CSAT, NPS, EBIT, and critically, retention, improve within just a few months. It’s well known that up to 75% of employees leave their job because of their manager, not the role itself. “If your retention numbers are climbing, your investment is working”.
A Final Thought
Fiona Jones closed with a story that stuck with us all. A CFO once asked a CEO:
“What happens if we invest in developing our people and they leave?”
To which the CEO replied:
“What happens if we don’t… and they stay?”
To learn more about hour NSCG can support your leadership and provide solutions to people challenges, visit why NSCG, alternatively if you want to speak to a consultant about your specific needs request a call.