Jodie McLean is CEO of EDENS, one of the nation’s leading private owners, operators and developers of retail real estate. Over her more than 25 years at EDENS, she has established herself as a key player in the company’s growth and expansion. A marketplace leader, EDENS is capitalized by blue-chip investors and has assets valued at $6.5 billion.
I recently spoke with Jodie to discuss her delight as female CEO at the helm of her company during the COVID-19 pandemic, her leadership technique, and how others with more varied perspectives can have an effect on the convention.Room.
The media has been widely reported that women-led countries have conducted a larger pandemic. Why do you think it is?
I that women leaders have some characteristics that help them do it more during this period. On the one hand, women are sometimes more vulnerable and more humble. I’ve earned more emails than ever from my other people thanking me for my leadership style, which took me by surprise. I keep them so that once we’re in the new normal, I can’t forget those moments.
Women also have a tendency to be more discreet and determined. My comrades and many women political leaders acted temporarily in the face of inconvenience. We also have a tendency to be more empathetic. We have acted empathy for our workers and prioritized their protection and the protection of our communities.
Lastly, we embraced what I refer to as “radical communication.” It became obvious to me that my people were scared for their families’ health, for themselves, for their jobs, for the business and for our communities. Maybe it was natural for me to feel that energy because I’m a mother of four. I didn’t have to be in the same room—I could sense it over video calls. It was critical to employ transparent, constant communication. That has actually given us the ability to steer the boat quickly and be decisive. Looking back, maybe not every decision will have been right, but acting quickly and decisively, and communicating with radical transparency, added up and led to us to being able to steady the boat as quickly as possible.
In your view, did this build trust?
Yes, our other people needed to feel cared for as human beings and know that they and their families were being cared for.I hate to say for good that this technique is purely feminine, because I know many men who are the same way.But as a woman, it’s natural to think about protecting the family circle first, and it’s easy to enlarge it in the workplace.
In March, at the start of the pandemic, we asked for 25,000 masks from China when we may not be able to access them here in the United States. For us, it was a massive number and at that time there was no consistency or transparent direction regarding policies or the use of mask. But being able to make a decision, establish a policy and act temporarily in one of the dangers to our employees, stores and partners has made a big difference for everyone.
Also, when workers are engaged and feel that they and their families are and are cared for, they will be a success at work.The mask protected our people. Once we controlled that risk, we were able to figure out what to do for the company and act quickly.
How have your corporate decisions impacted?
I’m a stalwart businesswoman. But as a leader, I lead above all by understanding the client and humanity that through the prism of finance or economics.It’s about getting to know the customer and making sure our business plan meets their wishes.Once we entered the pandemic and learned that COVID-19 was going to drive some trends, what we discovered so exciting was that we were already in the most sensitive of those trends.We didn’t keep our guards off. We just got to the end line about 3 years earlier than expected For example, seeing an increase in e-commerce from 10% to 12% of sales to 22% to 25% we were not surprised.other uses did not concern us. We had already worked to shape our portfolio with an eye on hyperlocation, which will be one of the biggest trends coming out of the pandemic crisis.
How will these features be translated into the convention hall?
I’ve been a real estate developer all my life and I’m not afraid to take risks as long as I can quantify the downsides.I think it’s something that’s probably pretty central to the female experience.In the smart moments, I look at my male companions and think, “Why didn’t I notice doing it without shame?”But in difficult times, I’ve discovered that I’m very well located because I’ve built a safety net, mitigating the dangers.
So far, the monetary economy has advanced in the convention hall.The pandemic and social unrest highlight a new set of dangers to be considered.There will be more discussions and other people really have the bandwidth to listen to it now.Inequality, diversity and culture will be vital like never before.If you’re an executive director or member of the women’s board, you bring a varied attitude to the table and, in reality, diversity is helping us to have greater effects on each and every measurable way.These are critical issues when we communicate on how to generate the most productive monetary effects.
I am CEO and president, worldwide, of Chargers – PCC Fashion Technologies, where I oversee all the operations and functions of the company,
I’m the Managing Director and President, Worldwide, of Chargeurs*PCC Fashion Technologies, where I oversee all operations and business functions for the company, which works with leading fashion companies that include The Kering Group, Zara and Uniqlo. I’m also the founder of our new US division, Lainière Health & Wellness, which I created during the coronavirus outbreak to help meet global demand for masks and other PPE.
My career experience spans global sourcing, production, design and product development within retail and manufacturing. I was formerly Chief Sourcing Officer and SVP of Global Business Development at Destination XL and have held executive positions with Rocawear and Redcats in addition to consulting with Gerson Lehrman Group. Earlier in my career, I co-founded a fashion design and production company, where I served as Creative Director and worked with clients such as Elie Tahari, Calvin Klein and Victoria’s Secret in New York and Hong Kong. I also launched and operated two of my own brands, which counted numerous Hollywood stars and celebrities as customers. In 2020, I was named one of the Power 50 DealmakeHers, becoming part of an exclusive network of female leaders who are shaping the way consumers shop today.