Getting to know our leadership team. Meet…

Claire Menzies

1. Where were you born - and brought up?

I was born in Derby and spent my formative years in Staffordshire.

2. What did you want to be when you grew up?

Batman! I had to share a Batman and Robin dressing up set with my older brother and I absolutely wanted the black, shiny cape, rather than the sidekick nonsense.

3. Tell us about the career journey that brought you to Istoria Group?

That would be journey in a very roundabout way, including at one point sailing round the world. I was very much a non-conformist and my career route has been far from linear. The slightly random, rebellious streak in me somehow brought me to the world of events and exhibitions when I got back to the UK from my travels, though I didn’t initially see a future for myself. There were no women on the board of the company I was employed by and I found myself sceptical about many of the ‘considered wisdoms’ being imparted to me. It was formative, however, in that I then set out to do something different – and in a different way.

4. What do you most enjoy about your current role?

Being the Chair of a board is all about human relations and being able to work consistently with the same core group of people. A mix of soft and hard skills is needed, though mainly what you might call the softer, behavioural side of things is most prevalent, especially in terms of the patience and reflection needed for the role – as well as the ability to build bridges. I do enjoy the core business side too of keeping the board on track and in line with strategy, but it’s very much a question of balance and is certainly not an easy role. I didn’t think I would enjoy it as much as I have. It’s about being comfortable, even with the awkward stuff.

5. What does a typical day look like for you?

My day starts at 5.30 am when my subscription downloads arrive. I read everything from the FT and the Harvard Business Review to the New Statesman, the Planet and the Economist. I spend up to two and half hours absorbing it all and making connections from it. Then, the main part of the working day is devoted to responding to incoming requests from Istoria Group and also to a lesser degree through my non-executive role on the board of International Synergies, leaders in industrial symbiosis.

Around 10% of my time is devoted to mentoring. I usually have around four people on the go. I’m a sociable person and I come across a lot of people starting their own business or trying to find different ways forward, so they’re always all known to me and of all generations and find themselves in very varied situations.

6. Which part(s) of Istoria Group’s ethos are you most passionate about and why?

Most people would think I’d say ‘sustainability’ in answer to this question, as it’s the aspect of the group’s work I have championed the most, but in fact, I see that as a sub-section in a way of what I actually love most, which is being an innovator and an entrepreneur - taking particular courses of action to help change things.

7. What have been the biggest lessons of your career to date?

First, to be brave enough to speak up when something doesn’t feel right. The outcome of this may not always be positive, however! On one occasion, it meant I left a job, but without that, I wouldn’t have gone on to found Istoria Group, so the longer-term reason for your actions may not immediately be apparent.

Secondly, especially in latter parts of my career, to be fearless about standing up for principles, which is what those feelings of right and wrong develop into.

I’m a very driven person and I have had to learn to temper my impetuous streak. I’ve discovered it’s about not overreacting to small things, but about always speaking up when really necessary.

8. What drives and motivates you?

Above all, a sense of curiosity. I have a huge desire for knowledge and learning and I’m constantly open to ideas, to finding ways to help people and to making a difference.

9. Do you have any tips for being a successful company leader?

I think it’s about a carefully balanced set of traits. The first is self-awareness. By that I mean being very clear about your own strengths and weaknesses. This will hopefully eradicate the wrong kind of pride and ensure that the humility you will absolutely need is present - and without which leadership won’t work out.

The other vital attribute is decisiveness. You have to be able to think, act and deliver on your actions. Time will allow you to accompany that decisiveness with the necessary amount of enthusiasm, fairness and integrity.

A bit of charisma helps too! Leadership is a performance. You can’t ever afford to let your light go out.

10. What kind of people do you most enjoy working with – both as colleagues and as clients?

In work and outside work, I am drawn to discerning people. Colourful, intelligent, broad-minded people who are very clear about what’s what and why.

11. Do you have any mantras or quotes that inspire you in your work?

‘Action is eloquence’ from Shakespeare’s Coriolanus. It’s one thing to know something but quite another to embody its persuasive power through action. I have that inscribed on a very thin gold bracelet, along with two others – ‘Know thyself’ (Socrates) and ‘Take charge of your thoughts’ (Plato).

12. Who do you personally admire in the wider world?

David Attenborough. He’s such a great documentarian of our world. I have huge admiration too for his refusal to give up trying to educate us all and improve our actions towards and understanding of the planet.

13. Where would we find you at weekends?

In my garden or on my paddleboard. I like to be as close to the sea as possible – as long as weather permits.

14. Name a book everyone should read?

‘The Bell Jar’ by Sylvia Plath. I relate to its non-typical developmental path to becoming a grown-up. I also believe it’s a great book for our times in terms of its treatment of anxiety and depression. The book rejects the convention that we always need to be strong and its central character emerges with her own clarity. It contains a very strong lesson.

15. What future ambitions still burn for you?

To get more involved in helping real change in the circular economy. Things are building now and there’s a much greater demand for information. Naturally, there’s some greenwashing going on too, but there’s much more that’s genuine and that’s very encouraging.

Thank you for reading!