Women of Borough Market: Jane

“BEING OPEN TO OTHER PEOPLE’S EXPERTISE IS FAR MORE IMPORTANT THAN TRYING TO PROVE THAT YOU’RE EXCEPTIONAL”

Interview: Clare Finney

The only clear career goal I ever had while working in the corporate world was that, at some point, I would use the skills I’d acquired to do something worthwhile. A couple of things happened to make that a reality. One was that my husband had a mini stroke. He recovered well, but it made me realise that life is too short to put things off. Another was that I became heavily involved in a project to set up collection points for Trussell Trust food banks around the buildings of BT, where I worked at the time. I discovered through that experience that my professional skills could help the charity get to where it wanted to be. I worked at various charities subsequently, then found myself here at the Borough Market Trust, the charity that runs Borough Market for the benefit of the community.

While I always have clear aspirations for the organisation I’m working in, I don’t have personal career ambitions anymore. There is a bit of ego somewhere, I’m sure, but that’s certainly not what drives me. I remember being in my first management role and thinking that leadership was about telling people what to do. As time has gone by, I’ve learned that really, leadership is about finding the right people for the right roles, giving them the tools they need, and building a culture that allows them to thrive. As a leader, being open to other people’s ideas and expertise is far more important than trying to prove that you, as an individual, are an exceptional person.

Gender balance is an important part of a positive work culture. The business case is clear. We know for a fact that gender-balanced businesses are more successful. When I was at BT, I was involved in setting up an executive women’s network and went on a bit of a personal journey thinking about the glass ceiling for women in senior positions. There is so much potential still waiting to be unlocked. We found that a lot of senior women don’t stay long at the top of organisations because they don’t feel able to be themselves; that they’re more given to asking themselves: “Am I really good enough?” You don’t always see that in the leaders who have traditionally been at the top of organisations, who tend to operate with more of a ‘my way or the highway’ approach.

I’d like to set up a women’s network in the Market, to give female traders and staff permission to talk about the challenges and the doubts they have faced, and to speak up if they need help. Having women talk to other women is always powerful. Often, when you meet women who have made it to a particular place, you find they’ve all been through similar challenges. I can’t think of anything better than people who have already been there sharing their experiences and what they’ve learned along the way.

Two pieces of advice have shaped my approach over the years. My dad always said: “She who dares, wins.” A colleague once told me: “Don’t mistake kindness for weakness.” You have to be bold and determined, but you also have to be empathetic. I try to put myself in other people’s shoes, not because I’m weak but because treating people with decency and understanding is also the best way to get anything done. You have to see the whole person. I have experienced others seeing the position I’m in rather than the person I am. I’m a woman from a working-class family who didn’t go to university. I’m now a CEO. No matter what role I’m in, I’m a human first and foremost.