Sophie Prentice, Executive General Manager EBOS Group Limited

How do you define effective leadership, and how has your definition evolved over time?

I believe effective leadership is about fostering rapid, transformative, and sustainable growth – both personally and professionally – by creating an environment where people feel valued, connected and challenged. 

My definition of effective leadership has definitely evolved over time. I started my career as a pace setter, (think high energy with a very strong focus on outcomes and performance). I still maintain high standards and hold people accountable, but I also recognise the immense value of giving individuals the space and autonomy (where appropriate) to find their own approach, encouraging both learning and personal growth. 

What strategies do you use to build and inspire a high-performing team?

I believe the essence of a high-performing team lies in fostering a shared sense of belonging. Creating a community of people, that may all be different but come together to achieve something extraordinary is why I come to work. Connecting people together, making them feel valued, challenging each other and having some fun along the way all create something more than just a 9 ‘til 5…

Transparent communication, vulnerability (when appropriate), a genuine curiosity in people and processes, and a no-blame game approach create a strong sense of community. This leads to stronger collaboration, higher engagement and better decision-making – all key drivers of a high-performing team. 

 Can you share an example of a leadership challenge you faced and how you overcame it?

One leadership challenge I have faced, is where a decision has been right for the business, but wasn’t one which suited the individual. I had to balance empathy and compassion for the individual, while remaining grounded in the decision that would serve the greater good. 

What role do mentorship and networking play in your approach to leadership?

The word ‘networking’ makes me want to get under the table and hide! (and yes, I am highly extroverted!). I genuinely enjoy meeting new people and learning about their life and work experiences. Almost everyone I meet is  eager to share their  insights and help others along the way. So, my advice here is to not think of networking  as a self-serving career advancement move, but rather as an opportunity to connect with your community – offering support and receiving it as you navigate   your journey.  Mentorship, in this context, is all about giving  back to that community.

How do you balance maintaining authority while fostering collaboration and inclusivity?

I find maintaining authority while fostering collaboration and inclusivity is a really common issue when coaching up-and-coming leaders who are taking that first step from individual contributors, to managers and leaders – who often go too heavy on either side of this see-saw. It is all about establishing your own consistent boundaries. Consistent in what those boundaries are, and consistency in how you apply them to everyone. I believe it’s important to ensure that, whenever possible, everyone on the team is treated equally. Effective leadership is creating an environment where all individuals feel valued, respected and motivated to bring their best to work, every day. It’s a personal belief of mine that you shouldn’t get fancy coffee, or a closer carpark, if you are at the top of the foodchain. 

What is the most challenging obstacle you’ve faced in your career, and how did you navigate it?

Without question it was Covid. The business I look after was responsible for the physical distribution of the vaccine, PPE and rapid antigen tests for the country. There was a lot of people that gave their everything to this roll-out and although it was very successful, I think some are truly still recovering from the exhaustion and the toll it took on them. As a leader the challenges included growing and scaling at pace, managing fatigue and burnout for both myself and others, assessing what was feasible, and having the resilience to ensure others understood the risks of critical decision points.

How do you maintain resilience and focus during periods of uncertainty or failure?

The Melbourne Open is on while I am writing this, so think of it like playing tennis! Just one shot, one action at a time – and just keep going. Whether a point is won or lost, you reset before the next point, re-focus and get on with the getting the ball over the net….or if you have it in you just serve an ace and save yourself some running around (my competitive nature coming through there!).

 What are your go-to strategies for managing stress and avoiding burnout?

I highly recommend writing down your non negotiables. I need eight hours sleep most nights, need to exercise at least three times a week, ideally four and if I don’t have something fun in the diary at least once a fortnight I can feel myself getting agitated. I recommend writing down what are your minimums – the things which work should not take over.

Can you share a time when you turned a significant setback into an opportunity for growth?

I was nearing the end of my first maternity leave (I have three children) and I went for a public sector role which I was very qualified for. It was my dream to work within an NHS hospital. I played down my commercial expertise as I incorrectly assumed that public sector didn’t want to hear me talking about margins, win plans and commercial negotiations. I didn’t get the job and after going through the process, I asked for feedback, which was that I was not commercially minded enough. I think I underestimated how much of my work confidence I lost while on maternity leave. A few months later after I returned to my General Manager role I landed a job as the Commercial Director role for a global FTSE company and I made sure not to shy away from my core competencies in the interview. As I reflect on it now, it was a valuable lesson rather than a setback.  For every door that shuts, another one opens. 

How has your perspective on resilience changed as your career has progressed?

My view is that my resilience is now more within my control than it ever was before and I make a conscious effort to not let others influence my well-being. Knowing your own limits, your non-negotiables and ensuring you don’t sign up to too much at once are all part of being a professional. 

What habits or routines have been instrumental in your personal and professional growth? 

Getting into a flow is really powerful. I need a quiet environment where I am not disrupted for half a day, twice a week to really get my big thinking and my ideas concisely documented. Use the Eisenhower matrix to ask yourself, “how much of your week are you spending on urgent vs non urgent and important vs not important tasks?”. I also got recommended a personal efficiency programme a few years back also which taught techniques for diary, meeting and calendar and email management. We spend a lot of our time on these tools, but we don’t put a lot of learning into basics such as how to manage your inbox and calendar. I really recommend it. 

How do you stay motivated and continually strive for improvement in your career?

I think I was born with an extra motivation gene so I can’t answer this one well! From an improvement perspective it’s all about being curious – keep learning, and the areas you choose to explore will naturally guide the direction of your career. 

What advice would you give your younger self when you were just starting out? 

Supply Chain is a really interesting, complex, rewarding yet reputable career, especially in healthcare. If Covid did one good thing, it was that it put supply chain on the worlds radar! I want all those choosing a career – or looking for a change in career -and especially those that have their home spice rack alphabetised, to consider the opportunities logistics has to offer. 

What role does feedback play in your journey of self-improvement, and how do you approach it?

Through my earlier career, I took “constructive” feedback very much to heart and very seriously. I was so terrified of getting negative feedback, the silver lining was that I was often praised for how quickly I acted on it. I think as my journey continues, becoming a mother has forced me to accept more imperfections in life. I recognise the value of feedback and once I take the time to digest it, I believe it really is a gift. In saying this, I really believe in promoting peoples strengths and building them up, rather than focusing on the negatives. 

I have recently spent some time with a fantastic executive coach who shared with me a study that you need to give five pieces of positive feedback for every piece of constructive. So, I recommend keeping a good ratio front-of-mind during coaching or performance discussions.