Leadership, Up Close and Personal

Joe Hetherington, Managing Partner at Green Executives, is interviewed by two Year 10 students during their work experience

We are Izzy and Rocky. We are in Year 10, and have spent our work experience week learning about media and communications. As part of this, we interviewed three people from Green Executives, including boss, Joe Hetherington. We wanted to learn more about the business and the type of leadership that makes it a good place to work.

Green Executives works within the Green Sector, sourcing leaders for companies. They help businesses improve their sustainability by placing talented people - mostly through headhunting (which isn’t stalking, so we found out).

The other day, we spoke to Ben Richmond and Adam Small from Green Executives.

They came across as very kind and polite gentlemen with a relentless work ethic and ultimate passion for the business. By the end of the interview, we grasped the idea that strong leadership helps companies to expand, as their international connections grow, so their brand becomes more recognised. 

However, they weren’t so positive about Joe’s darts skills (eek).

Below is our visualisation of what Green Executives do, based on our conversation with Ben and Adam. 

A mind map that summarises our conversation with Ben Richmond and Adam Small from Green Executives where they explained what the business was about.

As part of this article, we interviewed Joe Hetherington. He was on holiday in the Lake District with his children and wife. So, thank you, Joe, for taking time from your family to chat with us. 

We wanted to know what type of leader he was and if he was up to the job! 

When we met Joe on a Teams chat, his baby was strapped to his front and he was holding an umbrella in one hand and his phone in the other - we think his son was close by as we could hear him. He chatted whilst taking a family walk. He still came across as friendly and willing to answer our questions, no matter how long it took.

So yes, already showing real leadership. 

Firstly, we asked him to describe himself in three words. We felt we were off to a good start with his answer

"Open Honest Direct"

Joe Hetherington, on a family walk, whilst being interviewed. His hands were full.

Joe Hetherington is the Managing Partner at Green Executives.

What do you think makes you a good leader?

Leading from the front. I don't like to ask anyone to do things that I haven't either done or I'm doing myself. This is important in sales. Also, communicating clearly and honestly.

Swiftly identifying any creases in the workflow before they become embedded. I approach each day with energy and enthusiasm, which hopefully ripples around the offices and accompanies me to meetings.

Finally, listening. I have a superb team at Green Executives who are as dynamic as they are innovative. Creativity flows, and it’s imperative that I acknowledge, digest and respond. 

And what do you think your worst quality is?

I like a culture where everyone gets along, but to be a successful leader, you can’t be everyone’s friend. I have been told I am outspoken, which some would see as a bad trait - but it keeps the team culture sharp, always looking for new opportunities and possibilities rather than being stuck in a cycle of norm and complacency.  

How do you make sure your company performs to its highest potential?

Collaboration is master for us. It’s a team sport. Everyone must pull in the same direction, working together to achieve the common goal.  I always make sure I am hitting my targets, working to the best of my ability. I support those who aren’t necessarily performing well, finding pathways to more effective working outcomes.

It’s about being totally present in the room and for everyone. 

How would you go about telling someone if they're not performing to their highest ability?

Well, we have regular team, face-to-face, meetings. In sales figures speak volumes - so they already know if they're not performing. However, it boils down to having a healthy working relationship with each team member, recognising their potential and keeping lines of communication open and honest. 

How do you go about sacking someone? How do you approach that?

First of all, releasing someone from their contract should never be a surprise. Every possible chance is given to improve performance, which includes support and guidance, sometimes mentoring by other team members.  Underperformance happens for many reasons; working in this type of business requires a lot of stamina, with sustained drive and a strong passion for the sector.

It takes a certain type of person to thrive in this environment, and it doesn’t suit everyone. Some only realise this over time, so on most occasions it would be a mutual parting. 

What is the best thing about running a business?

Many things, but watching everyone come through, witnessing team members, colleagues striving to succeed, becoming their best career self, that’s an incredibly rewarding part. The culmination of these talented individuals will always lead to greater organisational success.

Obviously, you're on holiday now, but is it stressful? Do you feel a lot of pressure managing the company?

Yes. There are two aspects to this.

Firstly, it’s about growing the business, which is fundamental. However, it’s also the development of each team member. This can occasionally be more stressful. People's lives are sometimes complicated. That’s when experience seeps into every decision. It’s also about working through proven methods to mitigate the stress. Time off to reset brings a refreshing perspective, as well as clarity and an injection of creativity. Enjoying holidays like I'm doing now ensures that when I am at work, I am fully engaged with every aspect of the business. 

Why did you set up Green Executives in the first place?

I felt Executive Search could be done better. I have witnessed large executive search firms become complacent - this dilutes quality throughout the value chain and impacts decision-making. Taking in the bigger picture - it can weaken important outcomes across the clean energy transition.

Competing with big corporate search firms, we seize every opportunity and offer essentially a better service. My team thrives in this environment - each member is completely invested and that’s the basis of our success to date. 

Have you ever made a bad decision that has cost the company, and if so, how did you come back from that and improve?

Yeah, loads (Joe laughs) but I always learn from my mistakes, and to be honest, I am not afraid to make them. There is always risk and uncertainty involved in running a business, yet decisions have to made, every day.

I have seen the best leaders fail from time to time -  their learning becomes invaluable and normally fuels greater success. How you learn from mistakes is always locked into every career trajectory. So yeah,  I do make mistakes, I own them, learn from them and move forward.  

So that ended our interview with Joe as it was time to go back to his family holiday. 

Our overall impression of Joe was extremely positive. His friendly personality shines through in the way he runs his workplace and business. Green Executives as a whole seem to have strong, relentless people who are not afraid to fight for the business they want and whom they want to partner with. 

The interview was extremely energised and a lot of fun. It would be a pleasure working with them in the future. We are positive that they will continue to expand and make a difference to the green sector.

Before we said goodbye to Joe, he asked us what three words we would use to describe ourselves. Below are our mind maps to help Adam, Ben and Joe, and the rest of the team get to know us better.

Cheers Guys!

Meet Izzy and Rocky, Year 10 (aged 15) work experience students. 

We would like to thank Joe, Adam and Ben for taking time out of their busy schedules to speak to us during the past couple of days.