Sustainable Teams: Why People Are the First Step to Any Strategy

Before we can talk about sustainability in retail — the materials, the sourcing, the supply chains — we have to start with something far more fundamental: the people who make it all happen. Right now we can see sustainability and ESG teams being reduced- sustainability being pushed to the ‘too hard’ box or ‘not top of the agenda’ but lets think about why this is happening and how we can help teams with challenging remits to deliver.

Because before you can even think about the work that needs to be done and there is ALOT, you have to think about the people you’re asking to do it.

Do they have the tools?
Do they have the capacity?
Do they have a clear strategy and the support to deliver it?

And, most importantly — do you truly know them- because you could have the best team on paper but if you cant bring them together to deliver you have a problem.

The human foundation of sustainable success

I’ve been fortunate to lead many teams internationally across Poland, France, Belgium, China as well as in the UK — diverse, brilliant groups of people balancing creativity and commercial reality every single day. And while each market was different, one truth always held: sustainability starts with people.

You can’t build a long-term strategy if your team is exhausted. You can’t innovate if your people feel unheard. And you certainly can’t expect collaboration if there isn’t trust.

Working across borders taught me that leadership isn’t about pushing harder — it’s about listening better. When resources are tight and teams are being asked to achieve more with less, empathy becomes the most important tool in your leadership kit.

Building connection — with purpose

Some of the most meaningful moments in my career didn’t happen in a boardroom. They happened on a £100 team away day — 25 of us racing through a London treasure hunt that ended in an unexpected sandcastle competition on the South Bank. They happened during summer parties and Christmas drinks at my home, where roles and titles were left at the door and we ate reindeer cupcakes a plenty and my kids played with my colleagues children.

Even our small rituals — like “Star of the Week” — made a big difference. It became a simple, joyful way to recognise effort and kindness (and yes, I still owe Stacey my PA services for the day!).

These weren’t just social moments. They were investments in sustainability — the human kind. They built connection, trust and resilience, so when the challenges came (and they always do in retail), the team instinctively knew how to rally and who had the right skills for the job.

The blueprint for sustainable leadership

True sustainability isn’t just about what you make or sell — it’s about how you work. It’s about creating teams that can adapt, grow and thrive even in uncertainty.

To do that, leaders need to:

• Understand their people: their strengths, their motivators, and where they need support.

• Equip them properly: clear direction, realistic resources, and space to innovate.

• Create belonging: a culture where everyone feels seen, valued and trusted.

When you take the time to really get to know your team, you’re not just managing, you’re part of the team. You’re creating the conditions where people can bring their best selves to work, and this really is where the magic happens. Successful teams are energised, happy and know their value.

People first, always

In retail, it’s easy to focus on the product, the numbers, the pace. But behind every strategy, every initiative, every idea — there’s a Charlotte, a Beth, a Joel.

So before you look at what needs to be done, pause and ask:
Who are the people doing it?
What do they need?
How can I support them to succeed?

Because when you get the people part right, everything else — sustainability, innovation, performance — naturally follows.

After all, teams that truly know and trust each other can achieve almost anything. No challenge is too great when you’re working in sync — whether you’re building a collection, managing a market, or just making sandcastles by the Thames.