Fiona Gordon is a company woman and an ardent internationalist. The softly spoken Scot has been with Ogilvy, the global marketing, advertising and PR agency, for more than 30 years. After joining as a graduate trainee in 1992, she rose through the ranks, working in London, New York, Hong Kong and Singapore before being appointed UK CEO in July 2021.
Here, she talks about the evolving social media landscape, how to handle a perma-crisis and why she doesn’t ever want to be surrounded by yes-men.
Did you always want to be a CEO?
I always wanted to make an impact with my career and I wanted to experience different cultures in my work and learn new skills. Being a CEO, I realised, lets you influence decisions and shape talent.
I studied English literature at university and interned in a range of industries. I went on a management training scheme at Marks & Spencer and a marketing programme at Nestlé before joining an ad agency. Advertising appealed to me because it combined the creativity I valued from studying English with real-world business applications. I then joined Ogilvy as a graduate trainee and started working with some amazing clients in different countries.
Becoming CEO was a really proud moment. It reflected a long journey that I’d been on with the same organisation. It felt like I was giving back to a company that had been giving me the interesting and impactful career I’d hoped for.
What do you think makes a good leader?
Authenticity is important. You should also stay curious and accept that you never stop learning. I think you should always question yourself, asking: how can I improve? What would make the most impact? And it’s important to have a long-term mindset and consider how a decision might pan out not just immediately, but also in five or even 10 years.
Leaders must challenge themselves, but also be open to challenge by others. Don’t assume you know everything – have lots of conversations with lots of people at all levels of the organisation. You don’t need to be surrounded by people who agree with you.
What do you think your staff think of you?
I hope that they think I’m curious, open-minded and willing to try new things. People used to call Ogilvy the University of Advertising, but I’ve tried making it a bit more like the University of Life. I’ve tried to introduce policies that accept that people do have a life outside work. We have a menopause policy, for example, and joint parental leave.
I like to think that people appreciate what I’ve tried to do, which is make an environment that enables them to do their best work without necessarily worrying about some other things. I’m a great believer in the idea that everyone has a super strength. I just want to ensure that they have the chance to show it.
What do you look for when hiring, particularly among your leadership team?
First and foremost, I want enthusiasts. I also really believe in diversity of thought – I don’t need all team members to be alike. I need experts, but in different subjects. I want people to be able to learn from each other.
I also think that job titles shouldn’t be prescriptive. I want teams to be defined by their skills. It’s important to understand that the most interesting, compelling work happens when people are willing to combine their interests and expertise.
What’s the best business advice you’ve received?
That would probably be to always stick your hand up and say yes. Be direct. Don’t be afraid to ask and don’t talk yourself out of doing things because you’ve got some idea about staying in your lane. Think about opportunities that match your skills and personality – and go for them.
What is the biggest challenge in business right now?
It feels like a bit of a perma-crisis right now. There’s financial uncertainty, among both consumers and businesses. There’s a huge challenge in constantly making various contingency plans for different headwinds. Businesses must be constantly flexible and willing to adapt to new cultural or economic circumstances. But, at the same time as acknowledging how hard things are, you still have to inspire confidence. You still have to tell your clients and consumers that there’s stuff to be optimistic about. Otherwise, you’d never make any money.
The biggest challenge, then, is being pragmatic about all the different crises, but still having a solid plan to be successful and offer people a return on their investment.
What’s the main driver of change in your business?
AI is obviously a big one. That’s driving a lot of efficiencies. I also think, in marketing and advertising specifically, there’s a challenge in communicating the active roles that brands can play in people’s lives. People want a story attached to what they buy. They want brands with purpose and value. Social media is a rapidly evolving space too. We have invested a lot in our influencer team.
What’s been your proudest achievement in your current role?
I guess becoming CEO was probably the proudest moment. I love being able to lead the business through changing and challenging times. It’s difficult, but also exciting.
Which book should every business leader read?
Maybe this is my English degree coming out, but I honestly believe that people should read Shakespeare. His work teaches you about timing, humour and the different things that motivate people.
At the time Shakespeare wrote, he was thought of as a political commentator with a real insight into popular culture. In many ways, the political and sociological issues he wrote about are still relevant, including the power dynamics between men and women.
What one piece of advice would you give your successor?
I’d probably advise them not to always view challenges as problems. Difficult circumstances can sometimes bring about great new ideas. It might be hard to see that in the moment, because you’re stressed. But, after a while, you might be grateful that something difficult happened, because you took something from it or learnt an important lesson.
