Jo Skipper on Leadership, Care & Career
“Because we had such a strong connection from the outset, I was confident that having Bethany join my team would be as beneficial for my team as it would be for her.”- Jo Skipper, Partner for HR
When Jo Skippersat down for her first chat with Bethany Underwood, she was immediately drawn to her open, authentic, and genuine approach to life.
Bethany was meeting with Jo to discuss an opening for a Manager Position in Jo’s HR Recruitment team. During that very first conversation, she shared an exciting but nerve-wracking personal update. If successful, she would be joining the team at 5 months pregnant.
In our previous Care, Career and Parenthood blog, we shared Bethany’s story. Today, through Jo’s eyes, we delve deeper into her perspective as a leader and strategic decision maker. We will explore how a people-first lens of leadership creates opportunities for individuals and lasting success for organisations.
Why Leaders Should Lead with Their Values
“The authenticity Bethany showed, coupled with the trust we established from the first hello, made my decision to hire her clear.” – Jo Skipper
A strong and immediate connection with Bethany assured Jo that Bethany was the right person to bring onboard her team.
“From the outset, Bethany was so authentic and open about communicating where she was in life. By demonstrating trust through that first exchange, it made me extremely confident” Jo shares.
This transparency laid the foundation for a connection rooted in understanding and mutual respect; qualities Jo considers essential for building a strong team.
When Bethany shared the news of her pregnancy, Jo’s commitment to hiring her didn’t waver. Her response was simple, but telling:
“Why do you think that career and parenthood are mutually exclusive?”
Bethany adds:
“Being a parent and pursuing career are not only possible but complement each other. I’m excited to bring this new perspective to my role as manager, which will enrich how I lead.”
For Jo, the decision to hire Bethany was not just about finding a skilled candidate, it was about recognising an alignment of values. Jo explains:
“The values are spoken about daily without one poster evidenced around the office at all. A culture of care is maintained through demonstrated behaviours of regularly… this relentless focus creates a positive, constructive workplace that naturally leads to outstanding results”.
Balancing People-First Leadership with Excellence: The Power of Values in Action
For leaders like Jo, prioritising people does not mean compromising on performance expectations – putting your people first actually enhances the outcome.
Jo firmly believes that the two are not only compatible but mutually reinforcing.
“My philosophy has always been to focus on the process” Jo explains. “Have absolute passion, rigour, and enthusiasm, and enjoy the process for what it offers. When you apply these principles, excellence follows, and the quality of the outcome takes care of itself”.
Bethany reiterates how this philosophy set her up for success from day one:
“Jo and Sharp & Carter immediately trusted me to contribute and make an impact. It gave me a real sense of ownership over my role, and that trust helped build my confidence.”
By prioritising trust and care, Jo empowers her team to thrive with confidence and autonomy. Excellence isn’t forced, it naturally arises as a byproduct of an engaged, respected, and happy team working towards a shared goal.
Leadership Advice: Empathy and Accountability
We asked Jo to share her advice on how leaders can balance care and empathy, with responsible and accountable support. Her response:
“Brene Brown says it best: Clear is kind*. As an empathetic leader, I’ve had to learn to be clear in my communication. Setting goals and clear expectations enables people to thrive.”
She continues:
"Empathy means recognising that everyone’s circumstances are unique. Accountability as a leader means showing up for your team and ensuring they have a clear pathway to meet their goals. By providing support, tools, and flexibility, leaders can help individuals reach their full potential without lowering the bar".
As an example of this in action, Jo and Bethany have together co-designed a transition plan to help her re-enter the team after parental leave. By clearly defining responsibilities, as well as personal and professional priorities, we are ensuring that Bethany’s needs align with her goals and with the team’s deliverables.
Jo went on to stress the following about what her support as a manager and a leader looks like:
“People-first means understanding that people could be experiencing something, and that’s normal. As a leader, I need to make sure the values are there so that people feel safe to have those highs and lows, and that they have room to be authentic without negatively impacting others."
Advice on Unlocking Untapped Potential in Employees
For leaders who are hesitant to invest in employees navigating significant life transitions, or who encourage their staff to leave their personal lives at the door, Jo offers this advice:
“You are literally missing out on an incredible talent pool. This is just a period in someone’s life. People navigating transitions often have unmatched motivation, talent, and productivity”.
She continues:
“Life transitions – whether it’s becoming a parent, caring for a loved one, or returning to work after a break – can ignite a renewed sense of purpose in individuals. In my experience, anyone I’ve supported transitioning to and from parental leave is so driven to be an incredible parent, work colleague and friend. Their ability to prioritise, manage time effectively, and bring empathy to their work is remarkable”.
When asked how she enables her team to be present while navigating life transitions, Jo advises:
“Don’t measure somebody’s value based solely on the hours they’re present. Focus instead on the outcomes they deliver. Employees who feel supported are more likely to stay engaged, loyal and motivated, which translates into measurable benefits for the entire organisation."
The Winning Strategy: Leading with Impact
Jo’s approach to leadership demonstrates an important truth: it’s not a choice between care and results; it’s the understanding that care is the driver of results. Jo explains:
“People feel motivated when they know they’re more than just a number. When leaders take the time to understand their team’s individual needs and goals, it shows employees that their contributions matter.”
This ethos is at the heart of Sharp & Carter’s culture. Putting people first is not only the morally right thing to do, but also the winning strategy. Ultimately, this approach creates a space where people feel safe, supported, and inspired to be their best. Jo elaborates:
“At the centre I really index on care and trust. That is upwards, sideways and downwards. I encourage people to have the conversations and the confidence they need to grow.”
People First Leadership: Recruitment That Aligns with Values
When Jo, Bethany, or anybody they work with partners with a client to find the right candidate, they are not just looking for technical skills. A focus on cultural fit, career aspirations, and long-term alignment with your team is just as important. This holistic approach results in:
Higher employee engagement
Improved retention
Better business outcomes
Successful recruitment isn’t just about filling positions, it’s about ensuring that the right people are in the right roles to drive your business forward. You’re gaining a trusted partner who will help you build a passionate, engaged, and high performing workplace.
As Jo says: “People thrive when they feel cared for and supported."
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