IWD 2025 - an interview with: Alyson Hancock

Tell us a little about your career journey leading to where you are now.

After graduating University with a BA in Business Studies, I joined the Café Rouge Graduate programme. I immediately loved hospitality and knew it was where I wanted to be. I managed to rise through the ranks quickly and moved into training with Browns Restaurants. I then got the travelling bug and wanted to go and live abroad, I moved to Dubai, continuing to work in hospitality, eventually opening the first international Jamie’s Italian. I then moved to Singapore with my husband, but we decided to return home in 2012. I continued in hospitality but knew I didn’t want to move into Ops Management, so I studied for my CIPD whilst working full time and soon after completing started work for one of the big retailers in recruitment. I moved on to Business Partnering and having gained some great experience, I joined YO! in 2017 as a People Manager. I went off shortly after to have my first child, and upon my return was promoted to Head of People, then People Director and then into my existing role, Group People Director, with accountability for USA, Canada, Europe and the UK.

What does the International Women’s Day slogan “accelerate action” mean for you?

For me it means not being a passive bystander but all of us playing our part to pursue equity in all areas of our lives. This can be small steps like calling out microaggressions when we see them, or if you are able, implementing processes and policies which seek to actively drive change. Things are moving forward, but we need to do so much more to see meaningful change.

How important is it for women to lift each other up and what does that mean to you?

Hugely important. From my experience I have often witnessed a sense of ‘competition’ between women, which for me comes from a place of insecurity. We should recognise the amazing attributes women leaders bring to any organisation and make sure women have a collective voice, supporting each other every step of the way. One of my main beliefs is that as a woman in Leadership, one should never forget you are a woman and all the amazing things that means – high emotional intelligence and empathy, a naturing attitude, the ability to show vulnerability and bring a human face to the organisation, the list is endless.

How important is diversity across senior leadership teams? 

Having a diverse leadership team is absolutely critical. There are the tried and tested reasons such as the differing perspectives and ideas that only a diverse Team can bring, but also it outwardly demonstrates how important your organisation takes this issue. There is little point having strong internal DE+I programmes if this is not reflected at the top level. We have a responsibility to show our Teams that you can progress in an Organisation, regardless of race, gender, religion.

Senior leadership: 26%, C-suite: 19%, 1 in 4: Chief-level. These are the percentages and numbers of female leaders in our industry. What do these numbers represent to you?

That we have much work to do. The Ready-Now Leaders report from the Conference Board shows that organizations with at least 30% women in leadership roles are 12x more likely to be in the top 20% for financial performance, something which is not being translated to Boardrooms around the country

As a successful leader, how do you think (business) leaders can accelerate action toward closing the gender gap and ensuring equal opportunities in the workplace?

Stop being a passive bystander and become a powerful advocate and ally, ensuring women are heard on important subjects, seek out their expertise. Remove barriers for women in the workplace eg. promote flexible working, ensure your female top talent have robust development plans in place in order to accelerate their progress, create Women in Leadership programmes which tackle issues such as Imposter Syndrome. Have great processes and policies in place which measure everyone equally on merit, regardless of gender and make sure any Senior women are visible in the organisation, and have a voice, in order to keep inspiring the next generation.

Can you share your top tips for entrepreneurial/managerial/leadership success?

Be genuine at all times, don’t overpromise and underdeliver, especially when it comes to someone’s career. Be a role model, someone who exemplifies the values of the organisation at all times, and let people know what you stand for, always be prepared to roll up your sleeves and support your team when needed. Practice great listening skills and be available when someone needs you. Connect on a personal level and take an interest in the lives of your Team, be vulnerable when you need to be, role modelling that you can be emotional and sensitive at work, and you don’t have to pretend to be an alpha female. Try to keep to normal work hours and be unavailable when you are on holiday, your team will accept this is the norm and emulate that behaviour, leading to a happy and healthy environment.

What’s the most important piece of advice you’d give to a woman thinking of starting a career at leadership level?

Never forget to be a Woman. Our power lies in those things which can be regarded as a weakness – caring, vulnerability, connecting on an emotional level, relatability. Never sway from your values and always maintain a strong moral compass. Don’t see other women in the organisation as a threat or competition, advocate for them and play your part in lifting up the next generation.

Have there been any role models through your life (work or professional) who have helped shape you as a leader?

I worked for an amazing guy in Dubai at Emirates called Justin Bishop. He was so well respected and never once did I see him reprimand somebody, shout or criticise. He was such a knowledgeable, reliable and kind leader that he never had to, people hugely respected him and wanted to do an amazing job for him. He showed me that you can be a Leader and do it within the parameters of your own beliefs and values. I also worked with a fabulous woman named Brandie Diegnan at Tesco. She taught me so much about showing up as yourself and what a strong female leader looks like. She is now a CEO in NHS Primary Care and does so much to promote diversity and inclusivity and is just an absolute powerhouse. I also incredibly admire Jo Harley and Jane Sunley who I have worked with repeatedly over the years and again have continually shown me that connection with your people is the most powerful tool in leadership, and engaging, supporting and developing your Teams should always be the focus of a great leader.