How does he manage? Ethical shoemaker - Galahad Clark, Terra Plana

WHEN DID YOU BECOME A MANAGER? - Five years ago, I was working in China for a firm developing businesses in the west of the country when my mother became ill. I came back to be with her. I'm a shoemaker at heart - the seventh generation of shoemaking Clarks - and when my father looked to dispose of Terra Plana, Clarks' ethical shoe company, I wanted to see what I could do with it.

Last Updated: 31 Aug 2010

WHAT DOES MANAGEMENT MEAN TO YOU? - It helps that I know a good shoe from a bad shoe. Someone (OK, a Big Brother contestant) said: 'You have to give people roots and wings.' That's how I see management: give people structure and direction, but leave them free to show bags of initiative. Now that I no longer need to micromanage everything, I'd like to be out opening doors for the company.

WHAT DO YOU LIKE/DISLIKE ABOUT YOUR JOB? - I love developing new shoes - that's what I'm best at - but I don't spend nearly enough time doing it. And I love that almost everyone in the firm is doing something for the first time. As a young company, we have a real opportunity to be a leader for the next generation of the shoe industry. Being innovative is both our greatest strength and our greatest weakness. It means that we make mistakes, and it's gruesome when shoes don't come out right. But it would be pretty dull if we all went through life without taking any chances.

Find this article useful?

Get more great articles like this in your inbox every lunchtime

Should CEOs get political?

The protests that have erupted over George Floyd’s murder have prompted a corporate chorus of...

“You literally have to rewrite your job description”

One minute briefing: In hard times, your network becomes more important than ever, says Prezi...

5 bad habits to avoid when leading remotely

In a crisis, it can be hard to recognise when you've taken your eye off...

A top-level guide to scenario planning

COVID creates unprecedented uncertainty, but there are tried and tested ways of preparing for an...

Is it favouritism to protect an employee no one likes?

The Dominic Cummings affair shows the dangers of double standards, but it’s also true that...

Masterclass: Communicating in a crisis

In this video, Moneypenny CEO Joanna Swash and Hill+Knowlton Strategies UK CEO Simon Whitehead discuss...