As Australia, and the world, experiences an almost unprecedented level of uncertainty, Seamless CEO Ainsley Simpson shares her thoughts on how values-centric leadership drives sustainable, long-term performance, even in volatile markets.
While the winds of change are blowing hard, the phrase “hold on to your hat” feels more relevant than ever. This idiom, originating in the early 1900s, encourages us to be prepared for the unexpected, whether surprising or chaotic.
It aptly captures the turbulence we are facing today. Domestically, uncertainty is fuelled by the upcoming federal election, inflation persistently above the Reserve Bank’s target, and cautious consumer spending as Australians do their best bracing against tough times. Internationally, a storm of geopolitical tensions is driving energy prices higher and disrupting trade flows. The back-and-forth on US tariffs, combined with the US - China economic tug-of-war, is adding to global financial market volatility and how this will impact Australian supply chains, and our competitiveness is still in flux.
In recent conversations with our members, I've heard a level of trepidation which is well balanced with a healthy pinch of pragmatism. Some of our members trade internationally, many are exposed to US dollar fluctuations, and most manufacture in China and Southeast Asia. The prevailing view is to adopt a steady approach which is … ‘to hold’.
So why is a hat worth holding onto? A hat offers protection against the elements; it can also symbolise identity, be it cultural, ceremonial, or organisational. Personally, I think it is a useful clothing analogy for the core tenants of organisational culture – our values, purpose and strategic direction.
Now is the time to lead with conviction, from the Latin convincere, which means “to overcome together”. Being in the business of transformation relies on our ability to create conditions of certainty, and a culture of continuous improvement, so that our sector can act to overcome challenges together.
At Seamless we stand strong in our purpose, anchored in our values, and focused on delivering our four visionary strategic objectives, remaining inclusive, collaborative and adaptable in how we achieve them.
Building an industry-level culture starts with purpose, and it is one that resonates deeply with our responsible brands and supporters: working together to help Australians choose, enjoy, and recycle their clothing more responsibly. As you engage with our collective, you’ll discover many ways to get involved, build circular capability, and demonstrate our Code of Commitment, which translate values into real-world behaviours.
I believe that values-centric leadership drives sustainable, long-term performance, even in volatile markets. Values align stakeholders and help shape a consistent organisational, and industry, identity. It’s how we show up for all our stakeholders, especially in tough times. During COVID, purpose-driven companies evolved faster. Research by Deloitte and McKinsey in 2020 found that purpose-driven companies evolve faster than others and are more innovative and resilient, with 79% of executives reflecting that purpose was central to their success in navigating uncertainty.
As the number of permutations and scenarios which may play out over the coming weeks run into double digits, lead with conviction and double down on decisions which extend to the genuine horizon of their impact.
“If you can keep your head when all about you are losing theirs… If you can force your heart and nerve and sinew, To serve your turn long after they are gone, And so, hold on when there is nothing in you, Except the Will which says to them: ‘Hold on!"
Extracted from the poem If.. by Rudyard Kipling
