6 Strategies For Great Leadership
There is a reason Anna has been at the head of this magazine for so long. At a time when major publishers are struggling to compete in the digital era, with a decline in sales of 9%, Vogue still has a circulation of nearly 1.3million, which is a huge difference to when Anna took over the publication in 1988.
Undoubtedly, Vogue’s success belongs entirely to Anna Wintour. So what are the secrets to her success?
Strength, influence, passion, intelligence, and grace are the characteristics represented by the women who populate the pages of Vogue. They are not the scandal conductors found in New Idea or Woman’s Day. They are not best friends with the Kardashians. They are the leaders of their industries.
Of course, it’s not only what, but how that makes Anna and Vogue stand out.
1. Delegate responsibilities, and stay hands-off.
Though Wintour has admitted that she’s very hands-on when it comes to ensuring everything is right in the lead up to print, she leaves all the work up to that point to her team.
“I’m very good at delegating – people work much better when they have a real sense of responsibility. But at the same time, I don’t like surprises. I don’t pore over every shoot, but I do like to be aware at all times of what’s going on.”
2. Do not reveal insecurities to the team.
Even when she’s completely uncertain, Wintour puts on a confidant air. It’s one of her most revered traits. If something must be done, she will do it, and will figure it out along the way. Revealing her anxiety to the staff will only compound it through the office.
3. See the departure of top talent as an opportunity.
When somebody who has played a substantial role at Vogue leaves, Wintour doesn’t search for someone who can best emulate them, but looks for talented individuals who can bring a fresh eye to a well-honed approach.
4. Don’t dwell on the past.
Before moving to Vogue in the US, Wintour sharpened her skills under Bea Miller at British Vogue before ultimately replacing her.
“She had just closed an issue and I said, ‘How was it?’ and she said, ‘Anna, it is always about the next one.’”
“I have always followed that approach. We never have post-mortems. … I don’t need people to tell me if it was a good issue or a bad issue; we know, so we just move forward.”
5. Let failure inspire you.
Wintour only lasted nine months as a junior editor at Harper’s Bazaar in 1975, having been fired and told she had no eye for American fashion.
That might have marked the end of a defining career before it had even begun, if she hadn’t pushed on.
“It didn’t feel it at the time, but it was definitely a good thing for what it taught me. It is important to have setbacks because that is the reality of life.”
6. Trust your instincts.
What else would you expect from someone nicknamed “Nuclear Wintour”?
It doesn’t matter how good business is; there is never time for uncertainty. You are a leader. Go forward with confidence, be decisive, and the rest will follow.
What are the strategies you use for leadership? Or do you use any of the above? We would love to hear from you.
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