Helene Keech

A Poetic Perspective. 💙 Now that fashion weeks, trade fairs, and showrooms are about to come to an end, it’s a good time to pose a reflection or a question to the air. Fashion is, and has always been, a powerful reflection of the times we live in. All of us (even those who claim to have no interest or think it’s the most frivolous thing in the world) communicate and build our identity around our aesthetic, always tied to symbols, values, and beliefs, which we express through jewelry, accessories, garments, colors… The first impression someone gives is visual, and if one knows how to read the subtle language of the objects surrounding them, they can learn more about that person than they sometimes know about themselves. The last 40 years of history, with the rise of neoliberal capitalism, have led us to the glorification of money, power, and the belief that anything that doesn’t produce money is worthless. When beliefs become dogmas, there comes a point where the structures that seem to hold everything together begin to crack. Think of a building from which new plants start to grow through those cracks. This is a metaphor to describe the feeling I had when seeing Paolo Carzana’s collections—poetry in an era of grand special effects. It’s fascinating how the most exciting things remain those created from within, with little or almost no budget. I encourage you all to take a look at the collection. #fashion

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I found this article from The Business of Fashion intriguing by its title, but alas, the question posed wasn't sufficiently answered. There were a couple of points of note that, perhaps, should remain under scrutiny over the next several months. First: "Through glittering megastores, celebrity-fuelled campaigns and shrewd strategies like category segregation that confined image-driving products such as evening dresses to high price ranges, ensuring they were unattainable to most, while pitching others, such as beauty, at price points for the masses, luxury brands have long managed to sell “exclusive” goods by the millions.The marketing was so effective that as brands produced ever-higher volumes of goods, including millions of units of sneakers and sweatshirts, they were able to sacrifice quality standards to help meet growing demand and pad profit margins, all while deploying price hikes that far outpaced inflation, without triggering a backlash." And second: "After a period of post-pandemic exuberance, aspirational consumers have sharply pulled back on luxury shopping, hit by rising interest rates and a cost of living crisis, while China’s millionaire-making machine has stalled, sharpening competition for the smaller pool of wealthier clients who are still spending.In part to protect margins, brands have pushed prices higher still. The average price of luxury goods in Europe has increased by 52 percent since 2019, according to HSBC.But it’s safe to say, the price hikes have not gone down well. They’ve succeeded in pushing aspirants further away. And though the rich have the means to keep shopping, nobody likes to be taken for a ride: on social media, critics now routinely discuss rising prices and reports of deteriorating quality and wonder aloud whether luxury brands are worth it." With these two points, how would you answer the quetsion of "How long will the luxury myth last?" https://lnkd.in/e9qFg_G6

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I found this article from The Business of Fashion intriguing by its title, but alas, the question posed wasn't sufficiently answered. There were a couple of points of note that, perhaps, should remain under scrutiny over the next several months. First: "Through glittering megastores, celebrity-fuelled campaigns and shrewd strategies like category segregation that confined image-driving products such as evening dresses to high price ranges, ensuring they were unattainable to most, while pitching others, such as beauty, at price points for the masses, luxury brands have long managed to sell “exclusive” goods by the millions.The marketing was so effective that as brands produced ever-higher volumes of goods, including millions of units of sneakers and sweatshirts, they were able to sacrifice quality standards to help meet growing demand and pad profit margins, all while deploying price hikes that far outpaced inflation, without triggering a backlash." And second: "After a period of post-pandemic exuberance, aspirational consumers have sharply pulled back on luxury shopping, hit by rising interest rates and a cost of living crisis, while China’s millionaire-making machine has stalled, sharpening competition for the smaller pool of wealthier clients who are still spending.In part to protect margins, brands have pushed prices higher still. The average price of luxury goods in Europe has increased by 52 percent since 2019, according to HSBC.But it’s safe to say, the price hikes have not gone down well. They’ve succeeded in pushing aspirants further away. And though the rich have the means to keep shopping, nobody likes to be taken for a ride: on social media, critics now routinely discuss rising prices and reports of deteriorating quality and wonder aloud whether luxury brands are worth it." With these two points, how would you answer the quetsion of "How long will the luxury myth last?" https://lnkd.in/e9qFg_G6

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Get up to speed with key takeaways from Hogan Lovells' ESG webinar! Here are some notable 'sound bites' for those who couldn't join live.

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Volume Up, Value Down: The Rise of Lower Ticket Items in Jewelry In recent years, the jewelry industry has witnessed a significant shift in consumer preferences and purchasing patterns. The current economic climate, coupled with the rise of direct-to-consumer (D2C) brands, has led to the emergence of lower-priced jewelry items. This shift has not only posed challenges to manufacturers' capacity but has also highlighted the importance of delivering a meaningful difference to consumers. Escape the sea of sameness and thrive in an increasingly competitive market. D2C brands have leveraged technology and social media to build strong online presence and engage with their target. The increasing demand for lower-priced jewelry has placed considerable strain on manufacturers' capacity. Producing high-quality jewelry at affordable prices requires meticulous craftsmanship and efficient production processes. Every dollar counts in this scenario, as manufacturers need to strike a delicate balance between cost optimization and maintaining the desired level of quality. This challenge has pushed manufacturers to embrace innovative manufacturing techniques and optimize their supply chains to meet the growing demand. As the market becomes saturated with lower-priced jewelry options, standing out from the competition is crucial for brands. Simply offering affordable jewelry is no longer enough to capture consumer attention. Brands must focus on understanding their target customer base, their preferences, and aspirations. By creating unique designs, incorporating meaningful stories, or using sustainable materials, brands can differentiate themselves and offer a compelling value proposition to consumers. Building an emotional connection with customers becomes paramount in escaping the sea of sameness. Knowing your customer is essential in delivering a personalized and memorable experience, which ultimately leads to brand loyalty and higher price command. Failing to differentiate or deliver a meaningful difference can result in stagnation or even decline. A well crafted strategy well executed is paramount to any brand. #luxurybrands #jewelry #shimansky #luxuryretail #brandstrategy #diamondjewelrt

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Why Luxury Goods Companies Should Take Back Their Products and the Addiction to Consumption Achim, your discussion with Vanessa Friedman raises critical questions about luxury, sustainability, and the relentless appetite for consumption: What practical difference do take-back programs make? Are they addressing systemic challenges, or are they symbolic gestures? Take-back programs, while well-intentioned, risk being performative if they fail to tackle root causes: overproduction, overconsumption, and the relentless pursuit of growth. Reframing Sustainability: A Global Perspective Luxury’s growth pressures often conflict with sustainability goals. Balancing exclusivity with demand risks diluting brand narratives and driving environmental harm. Meanwhile, the Global South, where resource extraction is concentrated, offers innovation and resilience. Leaders like Mia Mottley, through the Bridgetown Initiative, show how systemic reform can address inequity and foster transformative partnerships. Mass-market brands, such as those in the First Supplier Initiative (FSI), highlight the power of collaboration. Luxury brands could complement these efforts by embedding sustainability into craftsmanship and timeless design—setting a benchmark for the industry. The Luxury Fashion Paradox At BoF Voices 2024, Jesse Lee warned that “luxury fashion has become commoditized and overexposed.” Days later, Business of Fashion partnered with Amazon Fashion to explore consumer connections through entertainment and culture. This juxtaposition raises a key question Is the industry acknowledging overconsumption—or facilitating it? Luxury brands must balance innovation with maintaining their essence: • How can they redefine exclusivity while embracing digital commerce? • Can they engage consumers without risking overexposure? A Practical Framework for Change 1. Expand Sustainability Efforts Collaborate with innovators to co-create circular solutions aligned with local practices and global goals. 2. Smarter Production Adopt strategies to align production with demand, reducing waste and overstock. 3. Broaden Circular Practices Transform take-back programs into repair hubs, resale platforms, and scalable recycling systems. 4. Collaborate Across Ecosystems Luxury brands should lead with sustainability embedded in heritage, while mass-market brands scale circularity to democratize sustainable consumption. Introducing Sustainably Us: The Green Glow Up I plan to launchSustainably Us: The Green Glow Up, a Substack fostering dialogue between the Global North and South. By amplifying grassroots voices and fostering collaboration, this platform bridges local actions with systemic global impact. Let’s move beyond symbolic gestures and embrace systemic change. Achim, Vanessa: What bold steps will the industry take next? #Sustainability #LuxuryFashion #CircularEconomy #MassMarket #GlobalSouth #FSI #FutureOfFashion #GreenGlowUp #MiaMottley #AchimBerg #VanessaFriedman

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Go big or go small? How much experience before you lose sight of the reason for its existence? That's the question for luxury retail stores as they clamor for business from finicky affluent consumers from Gens Y and Z, and by 2030, the first adult Gen Alpha's. Some brands such as Gucci and BALENCIAGA have pulled out all stops and gone humongous in their new store formats. The downside? The stores look empty from the outside. So that's the risk. And it's a fine balance. ewald damen, our Luxury Roundtable columnist from Virgile + Partners, has some thoughts on how luxury brands and retailers should adapt their stores to evolving shopper behavior. It's worth a read. We'll also be discussing this topic at our #Luxury Retail Forum New York Sept. 12, if you'd like to join us (registration link in article). #luxury #luxuryretail #luxuryretailing #retail #retailers #LuxuryRetailForum #luxurymarketing #luxuryrealestate https://lnkd.in/ddS5DSeS

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💎Luxury used to be about exclusivity and a certain "untouchable" air. But times are changing! Gen Z shoppers are redefining luxury, placing a premium on empathy and genuine connection with brands. https://ow.ly/llBQ50RFNZm 📝 The article argues that arrogance is a major turn-off. Luxury brands need to focus on building relationships and understanding customer needs. 🤝 Do you agree? #MeganTellsAll

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🎸 Paul Smith's interview offers a fascinating insight into the evolution of the fashion system. This question is an excerpt from the interview: "How has the fashion system changed in recent years? And how has your brand changed?" Paul Smith shared his unique perspective: "The industry has changed tremendously compared to when I started. Initially, it was about bringing to life what I felt, hoping someone would like it. Now, many companies focus on #marketanalysis, #demographics, #TikTok, #celebrities, and #influencers. It's a completely different approach; the world is evolving with what I would call a 'careless' focus. #Fashion, especially post-Covid, has become more casual. While our tailored suits always do well, people are dressing more relaxed, which isn't good or bad but a fact. I still believe you can dress formally but with a twist, like a cashmere blazer with a denim shirt and blue jeans, creatively coordinating clothes without sacrificing quality and #craftsmanship." I agree with Paul Smith that fashion has undergone drastic changes, especially in market approaches and distribution channels. Today, pricing plays a crucial role, particularly in premium brands, unlike in the early 2000s. This reflects a significant shift in consumer expectations and behaviours towards perceived value and accessibility. Key aspects of this transformation include: - Importance of Direct Retail (Direct-to-Consumer): Direct connection with consumers through owned stores and online platforms has become crucial. 🛍️ - Need for Outlets: Outlets have become essential for clearing inventories and attracting bargain-seeking consumers. 🏬 Price Matters! - Decline of Multibrand Small Retailers: We've seen a decline in small multibrand stores struggling to compete with major players and online retail. 🛒 The fashion industry is constantly evolving, and to stay relevant, brands must adapt to these changes without compromising their essence and quality. What do you think about this transformation in fashion? Carlos Alonso #propellingbrands to #newHeightsofsuccess ABH CONSULTING, ABH #paulsmith #fashiondistribution #retail #wholesale #fashionwholesale #fashiongurus #Growth https://lnkd.in/dC47G-74

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The $5M+ Store Club 🏆: The Reality for Luxury Giants, Not Most Brands For blockbuster luxury brands, success in retail often looks like this: 📈 High Awareness 💸 Average price tags of $1,500+ 🛒 Multi-category assortments driving high AOV (Average Order Value) With this formula, they’re able to surpass $5M in revenue per store. But for most consumer brands? This level of scale is a distant reality. While these heavyweights thrive on brand loyalty and premium price points, the journey for most brands means navigating a different strategies to build their own version of success in retail.

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Our industry is transforming everywhere we look, but our new insights series from Hill & Co., The Business of Jewelry Report, will help you plan for the future. 🔸 Supply chains are consolidating 🔸 Margins are squeezed 🔸 Consumer demands are evolving 🔸 Digital technology is driving unprecedented changes Traditional business models no longer yield the same results. We’ve all seen illustrious brands closing their doors and others that are struggling to maintain market share. Our industry is at a crossroads, but that also means there are exciting opportunities to set a new direction for your business. Our first insights report explores the challenges and opportunities of supply chain disruption, changing consumer demands, and digital innovation. Crafted by our team of in-demand growth consultants and some of the best business minds in our industry and beyond, we provide you with practical strategies, frameworks, and advice to help you shape the future of your business. Download your copy at the link below. https://lnkd.in/gjH6ei4r And thank you to Avi Krawitz for mentioning us in your weekly recap. You set a high bar for all of us!!

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The recent buzz around the "Wirkin," a bag sold by Walmart that echoes the legendary Birkin by Hermès, raises profound and complex questions. This is not just a debate about imitation, but a broader discussion on the pursuit of authentic luxury versus an economy increasingly inclined to democratise every aspect of human desire, including the aspiration to own an iconic item. The Birkin is not just a bag: it is a symbol of craftsmanship, exclusivity, and status. Each piece results from hours of meticulous work by master artisans, using selected materials and featuring an unmatched design. However, its price — which can reach astronomical figures — represents an insurmountable barrier for most people, even for those with significant financial means. This is where the Wirkin comes in: a product that, at under $100, offers a semblance of the Birkin experience. For some, it’s a democratisation; for others, a trivialisation. Defending originality is essential. Hermès has built its reputation on values far beyond marketing: quality, dedication, and an obsessive attention to detail. Each Birkin tells a story of tradition and innovation, a narrative at risk of being drowned out by the proliferation of imitations offering only superficial similarity. However, this doesn’t mean ignoring an equally undeniable reality: luxury must confront an ethical sustainability crisis, not only environmentally but economically. The exponential growth in prices has reached a point where the gap between perceived and actual value becomes unsustainable, even for those willing to invest in exclusive items. The Wirkin phenomenon is a wake-up call for luxury brands. The growing popularity of this budget-friendly bag reveals a public craving for sophisticated designs without being willing or able to pay traditional luxury prices. This audience is not necessarily seeking imitations; rather, they are looking for a balance between aesthetics, functionality, and affordability. Yet, there is a lesson for consumers as well. Buying a Wirkin may seem like a way to participate in a dream, but it’s worth asking at what cost. These products, often made without the same attention to quality or working conditions, raise questions about the ethics of consumption. Owning an imitation is not the same as owning an icon; it is merely a substitute. The future of luxury cannot simply be a game of prices and imitations. It must tackle the challenge of reclaiming consumers’ hearts, reaffirming the value of craftsmanship and offering solutions that remain relevant in a rapidly changing world. Perhaps true luxury is not owning a Birkin but understanding and appreciating what it represents, finding a new balance between aspiration and ethics. #LuxuryFashion #HermesBirkin #SustainableLuxury #EthicalFashion #ImitationVsOriginal #Craftsmanship #AffordableLuxury #FashionDebate

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US jewelry sales experienced a 2.5% increase in November, driven by a 4.6% year-over-year rise in the average expenditure per item by consumers.   This uptick in jewelry expenditure is part of a trend indicating a turnaround in US demand for fine jewelry. So far this year, sales have increased almost every month, as did consumers’ average expenditure.   The rise in expenditure has offset the decline in unit sales, which has been another notable trend over the past year.   Sales of diamond jewelry, both finished and store-set, exhibited a similar pattern, albeit with different dynamics. While revenue remained stable and unit sales fell, the average expenditure surged by 5.4%.   Additionally, the results for November may have been influenced by a shift in holiday selling days, as two days typically in November were moved to December 1-2. https://lnkd.in/dRi3uPWq

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Q3 sales at -16% 📉  Is Kering Group (and the luxury market) at an inflection point? Historically, its strategic acquisitions have redefined luxury retail. Saved Gucci from bankruptcy  Transformed Bottega Veneta into a powerhouse Brought YSL to new heights Yet, the current market is challenging. Gucci faces - 25%  Bottega Veneta + 5% Kering has always had a diversified portfolio strategy, spreading risk across multiple high-end brands and segments - if one struggles, others compensate. Like LVMH, it controls everything from design to retail, allowing higher quality and margin control. But will Kering's proven ability to spot, acquire, and nurture luxury brands be enough in this downturn?  Or does the shifting luxury consumer demand signal the need for a fresh playbook? Curious to hear your thoughts on how luxury groups can adapt their strategies for today's market realities. 💬 Source: FashionUnited and Quartr #LuxuryRetail #BusinessStrategy #MarketTrends #RetailTransformation

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Turning a luxury brand around takes time and there are no guarantees With Burberry’s exit from the FTSE 100 there is much talk about what strategy the company should follow going forward. Turning around an underperforming luxury brand is a slow process and with all the talent in the world there is no guarantee of success. After the spectacular turnaround of Gucci in the early 90s and Burberry in the 2000s, many brands tried and failed to achieve such a turnaround by appointing a new creative director; taking control of distribution and licensing etc. Even the brilliant De Sole/Ford duo who turned around Gucci did not succeed with Saint Laurent, Sergio Rossi etc. There was no magic formula then and there certainly isn’t now. In 2024 the luxury market meantime is much more competitive and sluggish than it has been in the past. The root of Burberry’s problem under the last two management teams is that it has forgotten who it is. Burberry was created to protect people from the elements – outerwear is its backbone. Outerwear should be such an exciting category, given the climate change. Yet Burberry has allowed brands such as Moncler and Canada Goose to run away with the category. Second, Burberry has never been a high-end luxury brand and should not aspire to be. It belongs in the accessible luxury camp. So, trying to grow the Accessories category and take prices sharply upwards whilst at the same time continuing to generate huge revenues in outlets was a strategy that was never going to work. Personally, I have every confidence in Burberry’s new CEO Joshua Schulman Shulman and his vision for the brand. But investors should remember that any luxury turnaround is risky; the luxury market is difficult; and I don’t believe there will be a bid. Any interested party could have taken Burberry over since the early 2000s. There has never been interest either from LVMH or Kering – because I don’t think they see Burberry as a true luxury brand.  If they didn’t see the brand as true luxury during the height of its success, I hardly think they will now. And for private equity, it would just be too big a risk. I'd love to know what you think. #luxury #turnaround Smith Square Partners https://lnkd.in/ehGkFbEj

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Why Louise Trotter’s Appointment at Bottega Veneta Is a Thoughtful Choice Bottega Veneta’s choice of Louise Trotter as Creative Director signals a thoughtful continuation of the brand’s legacy. Trotter’s career trajectory is impressive, blending buying and design expertise. From her time at Joseph, where she balanced commercial success with unique, simple designs, to her transformative work at Lacoste, where she modernized classics like the polo, and her brief time at CARVEN, Trotter has consistently demonstrated an ability to elevate heritage brands. At Bottega, her direction will likely be less playful than Matthieu Blazy’s and more classic and understated, focused on continuity rather than reinvention. While she may surprise us, her strength lies in thoughtful simplicity and a deep understanding of craft. This appointment also highlights the need to celebrate women creatives in the industry. Names like Grace Wales Bonner and Martine Rose sparked excitement for the Louis Vuitton role but lacked the celebrity clout of Pharrell. To see more women considered for these positions, it’s crucial to spotlight their contributions whenever opportunities arise Louise Trotter is set to bring a timeless sensibility to Bottega Veneta, marking an exciting new chapter for the brand. Special thanks to Odunayo Ojo for sharing insightful content that deepens the conversation around fashion.

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💎 JCK Las Vegas: To Be or Not To Be? One of the most prominent events in the jewelry industry, has witnessed significant transformations over the years. Initially a premier platform for suppliers to showcase their latest collections and for retailers to discover unique pieces, the dynamics of the show have evolved in ways that are reshaping industry practices and relationships. The Shift in Supplier-Retailer Dynamics From fostering a relationship built on mutual trust and a shared vision for quality and uniqueness. In In recent years we have seen a shift towards a "pay-as-you-go" model, where suppliers push their goods to retailers at all costs, often on consignment or memo. The Allure and Pitfalls of Memo Stock Memo stock, where retailers receive goods without payment and only pay once the items are sold, might seem like an attractive proposition. Retailers are drawn to the idea of having inventory without upfront costs, believing they are getting a deal. However, this model comes with hidden drawbacks. 1. Restricted Freedom and Choice: When retailers rely heavily on memo stock, they lose the freedom to choose what they genuinely believe will resonate with their customers. Instead, their inventory is dictated by what suppliers are willing to offer on consignment, potentially leading to a less curated and distinctive selection. 2. Higher Costs: Memo stock comes with a higher price tag due to the added costs of financing and stock management. Suppliers need to account for the risks and expenses associated with consigning goods, which translates to higher prices for retailers. An additional 10-20% markup may not seem significant at first glance, but it can erode final retail prices and margins over time. The Case for Commitment and Passion Retailers who commit to purchasing and owning their stock often experience better outcomes. When retailers invest in pieces they love and believe in, they are more likely to sell with conviction and passion. This enthusiasm can be contagious, leading to stronger customer relationships and increased sales. 1. Curated Selection: By choosing inventory based on personal conviction and market understanding, retailers can offer a more curated and appealing selection. This distinctiveness can set them apart in a competitive market. 2. Stronger Customer Relationships: Customers can sense when a retailer is passionate about their offerings. This passion fosters trust and loyalty, enhancing the retailer-customer relationship, which is crucial for long-term success. Retail is part art part science but mostly passion to help customers to select amazing jewelry for their special moments. Share your views 🙂 #jcklasvegas #jewelry #diamonds #jewelryretail #luxurybrands #shimansky #Jewelryretail

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As leaders in the fashion industry, we often walk a delicate line between being approachable and authoritative, driven and empathetic. But what happens when the feedback you receive crosses from 𝘤𝘰𝘯𝘴𝘵𝘳𝘶𝘤𝘵𝘪𝘷𝘦 𝘤𝘳𝘪𝘵𝘪𝘤𝘪𝘴𝘮 to something that feels more like 𝘢 𝘱𝘦𝘳𝘴𝘰𝘯𝘢𝘭 𝘢𝘵𝘵𝘢𝘤𝘬? I’ve worked with so many leaders who, like you, feel crushed under the weight of performance reviews that target their character rather than their achievements. When the feedback feels more about 𝘸𝘩𝘰 𝘺𝘰𝘶 𝘢𝘳𝘦 than 𝘩𝘰𝘸 𝘺𝘰𝘶’𝘳𝘦 𝘱𝘦𝘳𝘧𝘰𝘳𝘮𝘪𝘯𝘨, it can be disorienting, painful, and even leave you questioning your own abilities. Here’s how to handle it: 𝗦𝗲𝗽𝗮𝗿𝗮𝘁𝗲 𝗬𝗼𝘂𝗿 𝗜𝗱𝗲𝗻𝘁𝗶𝘁𝘆 𝗳𝗿𝗼𝗺 𝘁𝗵𝗲 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 It’s tough, but remember: feedback is not a reflection of your worth as a person. It's an assessment of your actions or how others perceive your behaviors in a specific context. Just because someone labels you as “pushy” doesn’t mean it’s true across the board. It's a lens, not a full picture of who you are. 𝗗𝗼𝗻’𝘁 𝗥𝘂𝘀𝗵 𝘁𝗼 𝗖𝗵𝗮𝗻𝗴𝗲 𝗪𝗵𝗼 𝗬𝗼𝘂 𝗔𝗿𝗲 It’s natural to want to fix yourself when you feel misunderstood, but you don’t have to conform to someone else’s idea of how you should be. 𝗧𝗮𝗸𝗲 𝗮 𝘀𝘁𝗲𝗽 𝗯𝗮𝗰𝗸 Ask yourself: Does this feedback truly reflect how I want to show up as a leader? Is it in line with my values? 𝗦𝗲𝗲𝗸 𝗖𝗹𝗮𝗿𝗶𝗳𝗶𝗰𝗮𝘁𝗶𝗼𝗻, 𝗡𝗼𝘁 𝗝𝘂𝘀𝘁 𝗩𝗮𝗹𝗶𝗱𝗮𝘁𝗶𝗼𝗻 When the feedback feels harsh, try to engage in a constructive dialogue. Ask for specific examples of the behavior being referenced, and explore solutions with your team or manager on how to align expectations moving forward. You’ll likely find that the feedback is less about you and more about perceptions - and that can be worked through. 𝗨𝘀𝗲 𝗬𝗼𝘂𝗿 𝗦𝘁𝗿𝗲𝗻𝗴𝘁𝗵𝘀 𝘁𝗼 𝗥𝗲𝗳𝗿𝗮𝗺𝗲 𝘁𝗵𝗲 𝗦𝗶𝘁𝘂𝗮𝘁𝗶𝗼𝗻 In the fashion industry, empathy and fun are incredibly valuable leadership traits. Use those qualities to approach the feedback with understanding, even if it’s tough. Express that you’re open to growth, but that you also value a two-way conversation about how your leadership can work for the team - and not just what’s wrong. 𝗜𝗻𝘃𝗲𝘀𝘁 𝗶𝗻 𝗬𝗼𝘂𝗿 𝗪𝗲𝗹𝗹𝗯𝗲𝗶𝗻𝗴 When feedback hits hard, it’s important to care for your emotional health. If you feel like this is overwhelming or crippling, therapy or coaching can be an excellent way to unpack these feelings. You deserve to be in a space where you feel supported and can grow as a leader without losing yourself in the process. Remember, leadership is a journey, not a destination. The path may not always be easy, and feedback may not always be fair. But you can evolve, find balance, and rise above challenges - without compromising who you are. If you’re navigating tough leadership feedback and need support to move forward, I’m here to help. Let’s connect.

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