As I prepare to leave my post at the British Embassy in Paris after three years of working closely with some of France’s largest businesses and most inspiring business leaders, I find myself reflecting on the rich lessons in leadership that this has given me. The journey has been both professionally and personally transformative, shaped by the dynamism, intellect, and ambition of the individuals I have had the privilege to collaborate with. Having spent 25 years working for the British government in Mainland China, Hong Kong, Brussels, and now France, each chapter has taught me something unique.

Yet my time in Paris has offered a particular vantage point from which to observe the nuances of leadership among French business leaders who I have worked with as they expand their businesses across the Channel. As I depart Paris, I want to share five lessons that have become central to my understanding of effective leadership: vision, ambition, risk-taking, networking, and seeing the bigger picture.

Vision: The Power of Purpose

One of the most striking qualities among top French business leaders is their clear vision for their companies. Whether steering multinational conglomerates or innovative start-ups, the leaders I have worked with possess a clear sense of purpose that guides their organisations through complexity and change. Vision is not merely about setting objectives. It is about a compelling narrative that inspires teams and clients alike. I have seen leaders who, in times of uncertainty, return to their vision to galvanise their people and drive forward. The French approach places emphasis on intellectual engagement. Leaders invest time in debate and dialogue to refine their vision, ensuring it is flexible enough to adapt to external shifts, which is crucial in the dynamic world in which we live. But dedication to purpose ensure that even as things evolve, vision for a successful business must always be authentic. Internationalisation has been a key part of the vision for the leaders I have worked with. Entrepreneurs reach a stage when their vision requires a larger canvass and here in France, for many that has been the UK, as a place where their vision can be put in front of global customers, investors and partners.  

Ambition: A Relentless Drive for Excellence

Ambition runs deep in the French corporate culture. I have been consistently impressed by the boldness with which French business leaders set their sights on challenging targets, both domestically and internationally. There is a palpable sense that settling for the status quo is unacceptable; leaders support their teams to innovate, expand, and excel. This ambition is not solely directed at growth in numbers, but extends to quality, sustainability, and reputation. One lesson I have drawn from this is the importance of cultivating ambition across all levels of an organisation. French leaders actively mentor emerging talent, encourage entrepreneurial thinking and celebrate achievement. Their ambition is infectious, often leading to a virtuous cycle of aspiration and accomplishment. 

Risk-Taking: Informed Courage in the Face of Uncertainty

French business leaders are not averse to risk, but their approach is measured and deliberate. Over the past three years, I have observed a willingness to embrace uncertainty, particularly in the pursuit of innovation or entry into new markets. There is clear recognition that calculated risks are necessary to move ahead, but decisions are informed by rigorous analysis. It has reminded me that leadership is about making informed judgement calls, but it takes courage, as we are inevitably working without perfect information about the future. The world keeps throwing curveballs, but those who succeed manage the risk well and adapt quickly to changes.

Networking: Building Bridges for Mutual Benefit

Networking is an art form in France, and its role in leadership cannot be overstated. French business leaders excel at cultivating relationships both within their sectors and across the broader ecosystem. Networking is embedded in the fabric of business culture, acting as a critical lever for influence, information, and opportunity. I have witnessed how leaders invest in building genuine connections, often prioritising long-term trust over short-term gain. What I have learnt is that networking is not about transactional exchanges, but about nurturing alliances that can weather challenges and unlock new possibilities. It is a reminder that leadership is as much about who you know as what you know and that empathy, reciprocity, and integrity are the foundation of lasting relationships.

Seeing the Bigger Picture: Dealing with Geopolitics

Perhaps the most profound lesson has been the importance of seeing the bigger picture, particularly in the context of geopolitics. French business leaders are acutely aware of the interplay between domestic and international affairs, and they actively engage with the political environment. From changes in the EU to global supply chain disruptions, I have seen leaders who anticipate shifts in the geopolitical landscape and adapt their strategies accordingly. They understand that business does not operate in a vacuum; it is intertwined with diplomacy, regulation, and societal expectations. Many leaders I have worked with have advocated for their industries at the highest levels, influencing policy and shaping dialogue. This ability to read and respond to the wider context is a hallmark of strategic leadership, reminding me that to lead effectively, one must look beyond immediate concerns and factor in the broader forces at play. This is a key reason so many of them have chosen to work in the UK. As a major global economy and leading innovation hub with global reach, the market has a proven track record at resilience in the face of economic instability in the world.  

From left to right: Clara Chappaz - Ambassador for Digital Affairs and Artificial Intelligence, Mathias Burghardt -  CEO of Ardian France, Rachel Reeves - UK Chancellor of the Exchequer, and Rodolphe Saadé - Chairman and CEO of CMA CGM.

Conclusion: Leadership as a Journey

My time in France has been a masterclass in leadership. The lessons I have learnt, from the clarity of vision to the courage to take risks, the drive for ambition, the art of networking, and the necessity of seeing the bigger picture, will stay with me as I transition to new challenges. French business leaders have shown me that leadership is not a destination, but a journey of continuous learning, adaptation, and impact. As I leave Paris, I carry with me a renewed sense of purpose and a set of principles that will inform my approach wherever I go next. To those I have worked with and learnt from: merci beaucoup.

Jo Hawley hosts a panel discussion with French and British business leaders.