My new normal: Chloe Pierre

As told to Frances Hedges
·3-min read
Photo credit: Seyda Karimpour
Photo credit: Seyda Karimpour

From Harper's BAZAAR

In normal circumstances, my job involves being out of the house a lot and travelling around London, meeting people face to face, sourcing and creating content, and hosting real-life events for my self-care-focused wellness brand, thy.self.

In the past month, the biggest change to my day-to-day work has been… not being around people at all, and harnessing the power of online connections for my business and me.

I’m adapting to working remotely by… accepting that pivoting is inevitable, trying to take it all in my stride and practising being grateful for every job and connection we as a brand receive. I am also spending more time preparing for calls, handling partnerships, growing the business and putting dreams that would have taken up to a year to realise into a much smaller, more agile pipeline. For example, we were planning to host or collaborate with a number of festivals at this time of the year; instead, we are working on our website almost daily, launching a merchandise line and upscaling the business into a wellness-tech brand.

The recent innovation I’m most proud of is… successfully establishing thy.self as an online wellness brand – although the journey is far from over. We also received incredible feedback on the teasers for our merchandise range, so I’m really excited to see how that takes off and how people interact with our products.

The most significant challenge has been… moving into a predominantly digital space. We have daily requests for real-life events, and I’d love to accommodate all of these, but safety remains paramount to us, so we have to tread carefully and manage expectations from all angles.

I’m keeping my team motivated by… giving them free creative rein on our social channels and the operations of this small but growing business. What makes thy.self different is that it represents everyone, and that ethos allows all of my team to think of the brand as their own.

For me, leadership during a crisis means… problem solving, quickly yet deeply. We’ve really enjoyed providing both our community and our clients with sound crisis-management advice and insight, and will continue to do so.

My role model for crisis management is… Nike. Not only did its leadership pivot the brand well during lockdown, but when a crisis looms, they do not try to excuse their weaknesses; instead, they are interested and ready to make the changes needed to support both their staff and community. I am incredibly inspired by the global community work that they do.

The three most important values that will see my business through adversity are… problem solving, communicating regularly and maintaining self-worth.

The biggest change I hope we’ll see in my industry post-crisis is… that diversity and accessibility will be taken seriously – not just in brand marketing, but also in terms of internal structures, so that everyone is working towards balance, equality and equity in every area of life.

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