Emma Grede

And I'm thinking about how I can give them much wider remits, how I can move them into different functions and let them see the business from so many different angles.

The more the team understands your business as a whole, the better they can function with increasing responsibility and the better the business is going to do as a result.

Now, I have done so many sidesteps in my career from one department to another.

I've done that in a few of my jobs and it's always actually served me well.

So if you have somebody who's amazing in one department, they work in wholesale and they want to learn e-com and they want to learn how to buy for direct-to-consumer, I'm going to support that mission because I'm very invested in team members who are interested in the entire business.

and not just their lane.

Now, the next thing, another old thought I need you to contend with.

The interview is just about their answers.

And let me tell you what the new thought is.

The interview shows you about the way people think.

So you've done the self-work.

You know your weaknesses.

You know the problem that you're hiring for.

And now you're actually sitting across from somebody.

And this is where most people get it wrong.

They treat the interview like it's a test.

And it is not.

They ask the questions and they listen for the right answers, but the right answers don't tell you anything.

Because guess what?

People rehearse.