FEMTECH CEO for leadership: I don’t need any more male energy “

“I thought a lot about leadership models”, Sarah O’Leary, CEO Femtech Company Willowsays Entrepreneur. “There was a lot of noise and news around:” We need more male energy in the workplace. ” It makes you ask as a leader: What is my style? How effective is my style? I don’t believe we need more male energy. “

^{Image loan: Courtesy of Willow}

O’Leary characterizes his leadership style and culture in Willow, the brand for “Patented tightness“Wearing pumps and their accessories, as people who focus on transparency and empathy to build trust in the workplace. According to the general director, teams that have confidence in themselves – and in their leaders – are more likely that they may act in a way that is conducive to success.

“I believe [flexibility in the workplace] It makes us more productive. “

O’leary says that instilling trust in team members means emphasizing the level of autonomy. Willow is a “very flexible workplace,” explains O’Leary, noting that the company has never given its employees a ticket to the office. As a mother of two children, O’leary is particularly aware of the members of the team of on a regular basis obstacles, who are also parents, and desires to support them in any way.

“If my children’s primary school concert takes place at 10 am, I’m going to sign,” says O’Leary. “I will go to it, and then I will come back and continue my day. I do not believe that it makes us less productive. I believe that it makes us more productive. I feel very passionate that we can build an incredibly successful business, while acting in a way that seems authentic to our leadership and team.”

Willow moves after the next chapter of development with O’Leara at the forefront. The company recently announced the takeover of the British Innovator Femtech Elvie, which is to extend revenues by 50%. Willow still cooperates with organizations supporting parents. To start the Mother’s Day campaign, company announced Partnership with Canopie, a preventive mother’s healthcare platform in order to offer a million hours of support from the mother’s mental health.

“[Being CEO is] Responsibility just like a nice title. “

Before entering the role of CEO in Willow O’Leary he was the industrial director of the company and “loved” work. Over the past yr, O’Leary has thought about the decision to change into a CEO, and she says that ambition was not her principal motivator; Instead, she realized that she was the right person to work at the moment.

“I took care of our mission deeply,” explains O’Leary. “I had a vision of where we could go. I understood the company’s commercial operations and I could combine it with our product teams. In a sense, in a sense, in a sense, [becoming CEO] He put me in the role of a leader of servants – this is the same as a nice title. “

At the end of the day, O’Leary suggests that the leaders make sure that their motivation is authentic for them – because this can help them result in the most difficult times.

“New tariffs have been announced and you have to come up with it,” says O’Leary. “This is a challenge after a challenge, and the organization looks at you and says:” What are we going to do? “This role is that it is able to take responsibility for people, products and customers.