Tony Drockton Of Hammitt: Five Things You Need To Be A Highly Effective Leader During Turbulent Times
An Interview With Fotis Georgiadis
Good people are the foundation of a great business. Every partner and individual person who has been a part of the Hammitt story, from Dillard’s and Von Maur to the Four Seasons and our first hometown fans, is a pillar of strength for us.
As a part of our series about the “Five Things You Need To Be A Highly Effective Leader During Turbulent Times”, we had the pleasure of interviewing Tony Drockton.
After earning his MBA, Tony, an entrepreneur at heart, spent over a decade building successful businesses in construction, real estate, and home finance sectors before deciding to indulge his creative passions by taking the reins of Hammitt in 2008. Tony’s vision and leadership has seen Hammitt’s transformation from a best-kept hometown secret to a digital and retail phenomenon.
Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?
I grew up far from LA’s fashion scene — I was actually born and raised in Ohio. My upbringing there included a lot of time with family, and a lot of time working the counter at my dad’s grocery store. He was my hero in so many personal ways, but he also taught me an invaluable business philosophy: When you build rich relationships, go above and beyond, and keep your word, customers become more like family.
I eventually attended college and earned my MBA. After a number of successful ventures in the construction and home finance markets, I was looking for a new opportunity that centered around expression and tapped into my love for art and culture. I took the reins at Hammitt in 2008, seeing it as a brand that could build a legacy and help enrich interpersonal connections. It’s been a wild ride, but we’re positioned at the best place we’ve ever been, thanks to an incredible team.
Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lessons or ‘take aways’ you learned from that?
I try not to label things as ‘mistakes,’ because we’ve definitely learned and grown from every decision along the way. That said, our early team definitely did some outlandish things to stand out at trade shows — and it worked! Embracing humor isn’t an accident for our team — it’s a way of life and a philosophy that draws people to our brand. From the beginning, we’ve worn bright suits and thrown fantastic parties. It’s not traditional — but it’s joyful, and that’s exactly what people want from a fashion brand.
None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?
Throughout our journey, we’ve definitely found ourselves getting scrappy. Fashion is an expensive and challenging business, so you have to be willing to pivot and make sacrifices to succeed.
I actually sold my house and slept on friends’ couches to get Hammitt through the 2008 recession. (Amazingly, I’m back in that home today.) The takeaway is that great people will help you and your business get through the hard times — it’s important to find that circle and always respond to those who help you with gratitude. Loyalty to your early business partners and thoughtfulness towards your earliest supporters is not only appreciated — it’s the right thing to do.
Extensive research suggests that “purpose driven businesses” are more successful in many areas. When your company started, what was its vision, what was its purpose?
Our purpose has always been to build connections, whether that’s between partners, friends, family members, communities, or generations. We cover every piece with a Lifetime Promise, so our bags can be passed down as heirlooms. I can’t think of a better, more intentional connection builder than a piece that can be shared across generations. We’re all about helping our fans build a legacy they’re proud of.
Thank you for all that. Let’s now turn to the main focus of our discussion. Can you share with our readers a story from your own experience about how you lead your team during uncertain or difficult times?
My team calls me the “Chief Cheerleader.” I see my main role as a motivator and a support system, through all of our peaks and valleys. COVID-19 was definitely a huge challenge for our industry, but I’m proud to say we kept our entire team intact throughout the process. It was a commitment that meant a lot to me. It wasn’t easy to follow through, but together, we came out of the pandemic as a more united team, a more productive team, and a more successful business.
Did you ever consider giving up? Where did you get the motivation to continue through your challenges? What sustains your drive?
There have been ample challenges and forks in the road. Ultimately, we have persevered with the idea that Hammitt can become a brand that is cherished long beyond even our lifetimes. When times get tough, I remind our team that we have hundreds of thousands of Lifetime Promises to keep!
What would you say is the most critical role of a leader during challenging times?
I try to keep things positive, and I let our team know that my door is always open. Communication from the top down is common, but oftentimes, that isn’t a two-way street. I love to get down in the weeds with my team, to understand their needs, and help identify solutions or provide encouragement. Once a week, we have a call so that everyone can share their wins, their big projects, and their upcoming goals. I try to walk a careful line between giving our team members space to work and ensuring they feel supported.
When the future seems so uncertain, what is the best way to boost morale? What can a leader do to inspire, motivate and engage their team?
Again, I always remind my team that I’m present. Closed doors and separation are very unproductive. On a lighter note, I also encourage my team to continue having fun. Any moments of levity, whether it’s a Zoom birthday party, a Slack pet costume contest, or a company barbecue, are incredibly important for bonding. When you’re invested in the people you work with, you strive for more. You want to go above and beyond.
What is the best way to communicate difficult news to one’s team and customers?
Our team call every Monday morning is company-wide. Every single person is invited! Amazingly, even as our team has grown, we’ve kept it to thirty minutes — all while giving everyone a chance to speak individually. It’s generally very positive, but we also use this as an opportunity to communicate transparently about issues that impact our strategies or processes. We see a great benefit in kicking off the week on a united front.
How can a leader make plans when the future is so unpredictable?
It’s important to plan thoroughly, especially when you have stakeholders involved. Our leadership always strives to strike a balance between realism and ambition. We love to aim high, but we’re always prepared to pivot. It’s a natural part of the journey. Change happens — just don’t compromise your core values along the way.
Is there a “number one principle” that can help guide a company through the ups and downs of turbulent times?
We ask our team members to be volunteers, in that we want them independently inspired to show up and tackle challenges. I encourage everyone to have a “get to” rather than a “have to” mentality. Stepping up to the plate with energy and gratitude really yields the best results — and it helps you weather difficult times.
Can you share 3 or 4 of the most common mistakes you have seen other businesses make during difficult times? What should one keep in mind to avoid that?
We see that many brands in our space are overly promotional, which leads to a real lack of trust with clients or customers. In a similar vein, we see many decisions made that aren’t implemented with intention or respect for company values. It causes a real murkiness as to a brand’s true identity. I also hear from a lot of fellow founders that they are hesitant to innovate or take technological risks. New software and processes have propelled us forward in ways I could only have imagined. A lot of times, the time and money you invest in the implementation phase are ultimately well worthwhile.
Generating new business, increasing your profits, or at least maintaining your financial stability can be challenging during good times, even more so during turbulent times. Can you share some of the strategies you use to keep forging ahead and not lose growth traction during a difficult economy?
We pride ourselves on a balanced business model. Our direct-to-consumer business is scaling, but we haven’t abandoned our wholesale program. It’s allowed us to establish very healthy margins.
As I mentioned, technology is also a game-changer for us. Whether it’s payment installments, SMS drops, or the chance to Try Before You Buy, innovation keeps things fresh and delightful, rather than dated or frustrating. Technology makes our products more fun and accessible for our customers, and it keeps them coming back for more.
Here is the primary question of our discussion. Based on your experience and success, what are the five most important things a business leader should do to lead effectively during uncertain and turbulent times? Please share a story or an example for each.
Good people are the foundation of a great business. Every partner and individual person who has been a part of the Hammitt story, from Dillard’s and Von Maur to the Four Seasons and our first hometown fans, is a pillar of strength for us.
We believe in maintaining and encouraging a “volunteer” mentality. When every employee is excited to come to work, magic happens. Both customers and business partners really feel the difference.
It’s vital to thoughtfully select brand values, communicate them with your team and community, and refuse to compromise them. For example, we stand by our Lifetime Promise, and we have a full-price model on our iconic classic styles. Both of these commitments have built trust that has helped to sustain our business.
Although we certainly appreciate and celebrate the fans that have gone above and beyond in supporting our brand, I believe in treating every customer and partner like a VIP. It’s why we named our classic style just that: Every woman deserves a bag that makes her feel special, valued, and important. Because she is.
Finally, a good leader shouldn’t be afraid to look far down the road and think BIG. Don’t shy away from the ambition of starting a brand or business that leaves a legacy. I want Hammitt to be an iconic American brand. That takes time, integrity, and intention. I believe it will be worth it, for our grandchildren and great-grandchildren to carry the brand their predecessors imagined.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
“To laugh often and much: To win the respect of intelligent people and the affection of children, to earn the appreciation of honest critics and endure the betrayal of false friends; to appreciate beauty, to find the best in others, to leave the world a bit better…This is to have succeeded.”
Ralph Waldo Emerson really knocked it out of the park on that one. I believe, especially as a leader, that it’s so important to lead with authenticity and joy. That is what builds relationships and earns respect. It isn’t easy to keep these values, but people remember those who genuinely act with compassion and exude a zest for life.
How can our readers further follow your work?
You can sign up for updates on new drops and special events at hammitt.com, and check us out on social @hammittla.
Thank you so much for sharing these important insights. We wish you continued success and good health!
Thank you — and same to you!
Tony Drockton Of Hammitt: Five Things You Need To Be A Highly Effective Leader During Turbulent… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.
