About Stephen
Throughout my career, I have gained a wealth of experience that includes starting, building, and selling companies. I have served as a CEO and specialised in business start-ups and turnarounds. When I retired in 2020, I knew I wanted to give back to the business community. Being invited to become a Vistage Chair in this region gave me the perfect opportunity to do just that and help businesses thrive.
We asked Stephen to look back and reflect on his younger self
Q&A’s
How would you describe yourself at 18?
A budding musician and angry punk rocker.
If you could go back knowing what you know now, what three things would you tell yourself to do before becoming a director?
- Build a strong network. Relationships are vital in business. Surround yourself with mentors, peers, and industry contacts who challenge you, offer fresh perspectives, and help you navigate leadership and ownership complexities.
- Develop emotional intelligence. Effective leadership isn’t just about decisions, but how you make and communicate them. Understanding and managing emotions – both yours and the emotions of others – is the key to bringing people along with you.
- Embrace lifelong learning. The ever-changing business landscape demands continuous learning and adaptability. Stay curious and open to new ideas, and always seek improvement through education, self-study, and experience.
If you could relive one day, what would it be and why?
I would have to choose two days: the birth of my son and the birth of my daughter. Both were truly life-changing moments for me.
What are the biggest lessons you have learnt about being a director?
- Leadership is often lonely. Even top athletes rely on a strong team. In business, don’t hesitate to partner with peers and a skilled coach to boost your leadership and success.
- Attracting and retaining talent is tough. Focus on building a strong company culture. Define core values, promote inclusivity, offer competitive benefits, and invest in employee growth.
- Consider your broader impact. Reflect on how your decisions affect society and the environment. Engage in ‘corporate social responsibility’ initiatives to contribute positively and enhance employee engagement and loyalty.
How did you deal with a big mistake, and what did you learn from the experience?
I made a significant mistake as a CEO and dealt with it by taking immediate ownership and being transparent with my team. I brought together key stakeholders, analysed what went wrong, and focused on finding a solution rather than dwelling on the mistake. What I learned is the importance of resilience and accountability. Mistakes are inevitable, but how you respond defines your leadership.
What are your ambitions for the future?
With my first Vistage group performing very well, over the coming months I will be selecting members for my second CEO group. Personally, I’ve begun writing a book about my life. I also plan to spend more time travelling the world with my wife and enjoying moments with my children and grandchildren.
Stephen Norris is CEO Group Chair of Vistage
T: 07710 341094
E: stephen.norris@vistagechair.co.uk
Or visit www.linkedin.com/in/stephen-norris1/
