“I avoid social media”

The fashion industry balances between change and innovation. Economic uncertainty, digitization and sustainability are increasing ever higher demands on managers. Fashionunited surveyed four CEOs (managing director) of fashion companies to the greatest misunderstandings about the management of a fashion company, their most important lessons and how they remain focused in decisions.

Greatest misunderstandings

“Many people associate leadership in the fashion world with aesthetics, glamor and creativity. Effective leadership requires more,” said Angelique de Rond, CEO of the Dutch women’s fashion brand Dante6. “It requires vision to think ahead of the ability to listen and sometimes make difficult decisions.”

Norah CEO Han Sterk thinks the greatest misunderstanding for the assumption that “as a CEO you mainly keep beautiful speeches and sit in the front row at fashion shows.” “In reality, I stand in our shops more often than on a podium. Guided tour in fashion is not a sugar, it means taking people seriously, taking decisions and at the same time ensuring that the right blouse hangs in the right place at the right time. Above all, you don’t have to take too important.

Javier Fernández, founder and CEO of the Italian shoe brand Gondolina Shoes, shares this opinion: “The greatest misunderstanding is that leadership in fashion is only about creativity. Creativity is essential, safe, but without surgical discipline, strategic thinking and emotional intelligence you don’t get far.”

“At Gondolina I lead with a vision, but implement with structure. Good leadership in fashion not only means doing beautiful things, but building something that has existence. And maybe even more important: flexibility in the direction taken and always keep the entire business model in the back of the head.

Stefan van den Berg, CEO of the Dutch men’s fashion brand Girav, underlines the misunderstanding that the leadership in fashion is not about following trends: “The greatest misunderstanding is that fashion is only about quick trends and external. External, with our partner: inside. “

Human connection

At Dante6, Girav, Norah and Gondolina Shoes – but also in the entire fashion industry – leadership is essentially about people. “It is about building sustainable relationships: with the team, the customer: inside and partner: inside. Without human connection, trust and empathy, even the strongest vision remains abstract,” says Dante6-CEO de Ronde.

Girav CEO van den Berg agrees: “If you grow, it will be easy to compromise. At Girav, we believe in sustainable quality, long-term customers: internal relationships and building a strong brand.”

“The real challenge is to remain relevant without becoming reactive,” says Fernández. “Nowadays, many brands only focus on sales and try to build something on a weak foundation. They do not take into account the importance of their community, their history, their branding.”

“A good team is often underestimated. Everyone talk about campaigns and collections, but if you do not invest in your employees: You can’t get anywhere.

“And no, a table tennis table in the office is not a (corporate) culture. You have to know what’s going on, also in the shops and stores. The atmosphere is created there, not on a mood board,” he adds.

The complexity of the management of a fashion company

Leadership brings challenges, all four CEOs agree. “The balance between growth and quality is often underestimated,” says van den Berg. “The bigger you get, the more tempting it is to compromise on production or service. But at Girav-as a D2C (Direct-to-Consumer) brand-we focus on the entire customer journey: from the first click to the moment when someone wears our product.”

“Our goal is that our announcements: inside every day in clothes that lasts for a long time. This only succeeds if we work closely with our manufacturing companies and have a team that understands: Every step counts. Sustainable growth does not mean acceleration, but conscious improvement.”

“The management of a fashion brand means constant switching between creative, commercial and strategic perspectives,” said de Rond. “You control an entire chain – from the first draft to the moment when customers carry a piece of clothing inside and feel strong in it.”

“At Dante6 we act internationally, with our own boutiques, an online channel and an extensive wholesale network. Each of these contact points has to convey the same brand experience. The preservation of this consistency is a constant challenge that is often underestimated,” explains de Rond.

With Norah you just keep it. “No sneaking, no cloudy language. We make fashion for real women, and that requires clarity, courage and attention. We have grown by remaining loyal: honest, committed and not afraid of rolling up your sleeves. Fashion is the best thing that is, but it remains handicrafts. And if it gets complicated?

No distraction, but relaxation

Leadership requires sharp, well -considered decisions. How do the CEOs keep their focus and clarity of these large fashion companies? Fernández emphasizes that he avoids distractions at all costs: “I avoid social media that do nothing to do my work. I also avoid social events that do not offer intellectual exchange.”

What the CEO of the Italian shoe brand does instead: “I read a lot – not only about entrepreneurship, but also novels to keep my creative side active. As a person you are also shaped by those who have the most around, so it is crucial to have the right people around.

The Dante6 CEO shares its method to stay focused: “First of all: I like to start my day early, in motion and in the fresh air. I also regularly hear podcasts or audio books that help me relax and reflect on me.”

“What also keeps me focused is working with a various and critical team. I appreciate people who are honest and express constructive criticism. This helps with better decisions,” said de Rond.

“To stay focused, I don’t take myself too seriously,” says Sterk. “Cooking, walking and sleeping well keep my head free. In the morning I breakfast with my family – without latte macchiato, because I’m lactose intolerant. An espresso is enough. And sometimes a good glass of wine, but not for breakfast.”

The way to success

The leadership of an international fashion company brings with it many lessons. “Persistence and critical thinking were the key for me. Every year I set great goals, underpinned with a strategy, divided into monthly goals. It is crucial to have the humility to admit that you were wrong as possible so that you can adjust the strategy in good time,” says Fernández.

“Arrogance can cost a lot of money – and even in the initial phase of a company. As far as the persistence is concerned: This is my most valuable property that I have developed through years of sports. Do what is necessary, even if you would rather do what others do. There is no easy way to success; only hard work, strategy, willingness to sacrifice and bring you further,” he adds.

Van den Berg talks about the importance of listening and openness to new findings: “I stay focused by constantly in conversation with customers: inside, team members and partners: I believe in the inside. I believe in listening as a leadership. I also regularly refrain from strategically reflecting and putting myself into our customers. Coloured Cotton.

Van den Berg emphasizes that quality and loyalty are indispensable columns on the way to success. “An important finding is that quality and loyalty always pay off, in everything you do. From materials that last longer, to a service that really thinks with our customers: and the structure of long -term relationships with both customers and to the manufacturers.”

Despite their different backgrounds, the four CEOs share a common vision: good leadership in fashion is more than style and strategy. It is about people, values ​​and the courage to choose the long -term perspective – even if the victim requires.