Stephanie Sirr MBE - Why leaders don't have to put on a performance

Nottingham Business School Business Leaders

Theatre executive Stephanie Sirr has seen her leadership role change out of all recognition during the last two decades.

“It used to be quite macho… never explain, never apologise,” she says.

“Now your people skills and your emotional intelligence are absolutely paramount. It’s no longer about striding around invading small countries.

“You’re trying to make something with longevity and relevance. And that involves talking to people and consulting with them.”

The chief executive of Nottingham Playhouse tells the NBS Business Leaders’ Podcast that back in the 1990s and 2000s – when she started in theatre management – being a “tough nut” was part of the job description.

But since then, expectations of leaders have altered radically. She no longer has to “put on a performance”.

“There was an element of needing to show how tough you were,” Stephanie tells Honorary Visiting Professor Mike Sassi.

“All leaders have to make difficult decisions. The last year has been full of them. But now I don’t feel the need to make decisions just to prove that I can.

“When you go back a bit, I think that was the requirement. That may have been because I was a female leader.”

The Playhouse – like every other theatre in Britain – has been closed by the Covid pandemic for 12 months, with most of its 100 staff furloughed. The previous year it recorded an annual turnover of almost £5m.

Stephanie says her leadership role is more about business planning than a love of the arts.

She says: “A passion for theatre and participation is no longer enough. It has to be underpinned by rock solid financial and change management skills.”

Stephanie believes the most important part of her role is employing the right people, then helping them develop and flourish.

And her advice to young, would-be leaders is very clear.

She says: “Don’t ever think you can’t be a leader just because you don’t come from a family of leaders.

“Ask yourself: Are you the person who makes clear plans? Are you the person who people come to with their problems? Are you the person who likes organising things and taking an overview?

“If the answer is yes, you may well be a really great leader.

“Don’t let anyone tell you are the wrong type of person. That’s not how leadership works.”