EIGHT
Taking Charge
Mickey Meetingsâ were the stuff of lore at The Gap. Their purpose was to attain Mickeyâs approval and sign-off on the final product assortments and buy plans. The tone of these meetings ranged from wild enthusiasm to near-catastrophic despair and everything in between, largely dependent on Mickeyâs (and consequently, everyone elseâs) reaction to the products and visual displays. There was a reason that Wall Street investors and financiers called Mickey âthe merchant princeâ; he had a near-perfect batting average at picking best sellers. As a consequence, most merchants sat on pins and needles awaiting Mickeyâs discriminating judgment. Timelines were invariably tight, and decisions in these meetings could make or break a seasonâs deliveries. Merchants and visual merchandising teams often pulled all-nighters preparing their presentations, rearranging outfits, fanning the colors of T-shirts, and organizing the look of each wall to tell the story for the seasonâs hottest trends. Exhausted, we would then hold our breaths in anxious anticipation of that inevitable moment when our best-laid plans would be torn to pieces.
With little warning, Mickey would blow into the room, kicking up dust like the Tasmanian devil, then rush from display to display, grabbing clothes off the wall. âAMAZING!â Heâd rub the fabric between his fingers. âHow much didâya buy?â heâd yell excitedly, âNOT ENOUGH, NO WAY! How many per store? How many will you sell a week? Youâll be broken [out of sizes] in a day!â Heâd hurl himself at the displays and, without pausing, lunge for the next item even before the poor merchant could respond. âWHAT?!? Who would buy this thing? Twenty thousand units is twenty thousand too many!â With that, the reject would be tossed to the ground seconds after the meeting had started.
It didnât matter how much strategizing we did to prepare for these meetings because you could never predict what Mickey might ask. As soon as you thought youâd figured it out, he would change the rules. For good reasonâin the fashion business, if you donât change, you die. And pity the merchants who stubbornly defended a poor choice or weak buy. Mickey cut through their carefully constructed arguments in one fell swoop, homing in on exactly what customers would want and why it wasnât this, as he pointed at one of their painstakingly chosen gems.
Despite the pressure, I learned so much from Mickey Meetings. When you declared, âI love this pant,â heâd test your conviction, point out the missed opportunities, and convince you to take an even bigger risk. I was always amazed how many merchants resorted to reams of data and comparisons to the previous yearâs sales figures for similar items. Mickey hated these comparisons. âLast-year-itis,â heâd call it. âYou canât predict the future based on the past!â And, if you felt good about how an item looked but knew its sales potential was limited, Mickey made you walk through the math of your âexit strategyââhow to preserve the highest possible margin if the item tanked. By continually challenging us to think like a customer, to put our money where our mouths were, and to hedge the bets we were placing, Mickey helped us all become better merchants.
Now as the merchandise manager for Womenâs Denim, one of the linchpins of our business, I was next in the lineup. Whatâs more, I was seven months pregnant with my first child and about twenty-five pounds heavier than usual, so the idea of thinking fast on my feet was, quite literally, impossible. Come what may, I grabbed a rolling rack and, like a duck on speed, waddled down the hall to the conference room, organizing my samples as best I could. I cascaded the hangers so that the jeans were sorted by fit and quickly clipped the swatches of corresponding finishes to the jeans. I hadnât had time to get each of the finishes sampled in the right fit, which I knew would be a disadvantage. Tough luck. Itâll have to do.
Mickey leaned back in his chair, his lips pressed together as if he wasnât entirely pleased with whatever had happened before I entered. âCome on in, Maureen,â Mickey said. âTake a seat.â
Tension rippled in the air. âShow us whatâs new and exciting. I want to see everything, even stuff you didnât buy a lot of, actually, especially the stuff you didnât buy a lot of.â I could read between the lines. He meant, âI know you merchants donât take enough risks, so I want to see the things youâre too scared to go after because those will be our best sellers.â
Iâll show him Iâm not afraid of risks, I thought. I was about to unleash what I hoped would be our new secret weaponâa fantastic new fabric in a trendy new fit. Our best-selling jean was the Classic Fit, which was high-waisted, with a straight leg that tapered at the bottom. Personally I thought the fit was unflattering, and its declining sales indicated that I might not be alone. Iâd begun to notice wider leg, stovepipe, and even bell-bottoms coming back into fashion.
âWe have this incredible new denim from Japan,â I announced. âItâs lighter weight than our Cone [a domestic mill] denim, so the drape is amazing. And we can do it in this light, sandblasted finish, which I think looks incredibly cool.â I ignored that Mickey generally hated when we tried to sell him on our products as I forged on.
âOh, this isnât the right sample. I only have it done in a Classic Fit right now, but weâre going to put it into a cooler style.â My comment was met by Mickeyâs blank stare. A jolt of nervous adrenaline coursed through my veins; the baby squirmed beneath my sweater.
âThe mill says they have only sold limited quantities to high-end denim makers, so we would be the first big brand to have anything like it,â I said. Was my voice cracking? âI also really think it will look good in this new style. Our Classic Fit is really suffering these days. I donât think cool people want to wear the tapered legs anymore. This Stovepipe jean came from New York [meaning from our design team, a fact I hoped would give it some âcredâ]. They love it andââ
âWait a minute! Wait a minute!â Mickey cut me off mid-sentence as he bounded back from his reclining position and motioned for me to pass the fabric to him. âThis finish is pretty cool. How much did you buy?â
Ha, I thought. Heâll see Iâm no wimp. âA hundred thousand units in the Stovepipe jean, our new silhouette,â I said proudly. âItâs a lower rise than the Classic Fit and the legs donât taper but go straight down from the waist.â Now I was repeating myself, as I turned to take my sample off the rack and hold it up against my burgeoning belly so he could imagine the fit. In retrospect, that move probably didnât help sell the poor jean. âOh, this one is in the wrong fabric, but itâs the right silhouette,â I shot back. Mickey squinted back at me, his brow knitted, his mouth twisting in what I could only read as distaste. I handed him the jean, which he held for less than a second before crumpling it up on the table.
âNo, no. How much of this jean?â He held up the sample of the Classic Fit and began to shake it. âHow much of the Classic Fit did you buy in the new finish?â
Oh no. I hadnât bought any of the Classic Fit jean in the new finish, and the yardage for the Stovepipe had already been ordered and was on its way to the plant to be cut. âWe didnât think that finish would look right in the Classic Fit, so we only bought it in the Stovepipe. I think it will look much cooler in the new fit and thatâs what everyone wants to wear right now.â I didnât hesitate with my answer. Surely Mickey would be sensitive to what was trending and pleased that I was taking a risk on something new.
Wrong. âWait a minute. Stop. What?!? You didnât buy your best new finish in your best-selling jean? That makes absolutely no sense!â
Iâd only been head of Womenâs Denim for a couple of months, but wanted to show him I knew what I was doing, so I pressed on. âThe Classic Fit is trending down and it really looks wrong. Women donât want jeans that taper at the ankles. Itâs not very attractââ
âOf course, itâs trending down!â Mickey cut in forcefully. âIf you keep putting your cheapest, ugliest fabrics in it, it certainly wonât help sell it.â Without taking a breath, he asked, âHow many are you selling of the Classic Fit?â He fired the question at me. âHow many are you selling this week?â
âUh, um.â I fumbled through my trend report. âJust a sec. Let me look it up.â Mickey was usually okay if we didnât have an answer, but I could feel his eyes boring into me. âUm, 24,500 units this week,â I squeaked.
âOkay, now how much are you selling of your second-best jean?â His voice was now several decibels louder. The answer was implicit in the question. A lot less. Obviously.
I couldnât resist the urge to explain my point of view one more time. He didnât seem to get where I was coming from. âWeâre selling four thousand units of the Wide Leg jean, but weâre âbrokenâ [out of stock] and donât have our reorder in yet. Also, we only bought that one in two finishes and the Classic Fit is in four. I really think the Stovepipe is going to blow out. The Classic Fit is just so old and tirââ
Mickey stood up, fuming. Traces of spit formed at the edges of his mouth. All of the merchants knew that this was a very, very bad sign. His voice now boomed. âFour thousand units? And youâre selling twenty-five thousand of the Classic Fit, more than six times as much? Really? Listen, Maureen, I gotta tell you, I am not going to stand here and argue with you anymore about this. You are not listening to me. You need to buy the finish in the Classic Fit and stop jerking around with this other thing.â He flung the Stovepipe across the table and stormed out of the room. âI have to go to my next meeting.â
Shaken, I gathered up my things and lumbered back to my office, sure that Mickey would fire me. I put my head in my hands and started to imagine how I would tell Antoine that Iâd lost my job. Suddenly, the phone rang.
âMaureen, Mickey.â Here goes, I thought. âMaureen, you have potential. You could be a damn good merchant. I know you have good taste and can pick best sellers, but . . .â Mickey paused. I held my breath, waiting for the other shoe to drop. âBut you need to learn to listen. You spent that entire meeting trying to tell me you were right. You didnât hear a word I said!â
âI know, Mickey. Iâm sorry. You were right,â I gurgled, still trying to keep my composure.
âNo,â he said. âItâs not about being right. And itâs not because Iâm the CEO. I am just asking you to stop, open your ears, and hear what people have to say. If you donât, youâll never be a great merchant. I didnât mean to be so hard on you, but I think you have a lot of potential. You need to listen better. Okay?â
âThanks, Mickey,â I said softly, suddenly realizing the magnitude of his call. He didnât have to pick up the phone or spend the time to explain to me what I should have already known. He was a busy person, the CEO of one of Americaâs most successful retail companies. Yet he cared enough to teach me one of the most important lessons I would ever learn. To listen. To listen deeply.
At the moment I understood that if I was going to succeed, not just as a merchant but in life, I would have to practice listening; not just sometimes, but all of the time; not just to him but to my teams, my customers, and other stakeholders. More give-and-take and less defensivenessâthese were the skills Iâd need to develop if I wanted to continue to make my mark. Now that I had a few direct reports and depended on their input and their ideas just as much as, if not more than, my own, I was going to have to loosen the reins to become less focused on proving myself and my points and more directed toward others. Hard-charging competence and expertise werenât enough.
I also began to understand something fundamental about myself. Up until this point in my life, Iâd succeeded largely because Iâd been good at doing what was expected of me; I was good at winning approvalâwhether it was from my parents, my teachers, or my bosses. This was a way to show my worth, to stand out from my peers, and to demonstrate that I understood the rules of the gameâand could play better than others. But I hadnât yet seen the darker side of this dogged determinationâthat it kept me in a reactive posture and could shut me off from othersâ perspectives and experiences. My own hunger to prove myself was overshadowing everything else, including my ability to excel at my job.
A shadow. We all have one that changes shape with our actions. Sometimes, the shadow becomes elongated and foreboding; sometimes it is amorphous and shrunken to nearly nothing. But it never disappears entirely. Psychotherapists and coaches talk about the shadow as the hidden side of our personality, the unconscious drives and desires that nevertheless inform our conscious choices. Mickeyâs admonitions had shone a light on one side of my shadow and helped me understand that Iâd need to keep that aspect in check. As I continued to earn promotions over the next few years, I also learned to navigate those treacherous Mickey Meetings with more grace (and success) by seeing them as fruitful conversations and opportunities to learn from his great experience rather than trials I needed to pass. I tried to worry less about being perfect and gaining approval and more about how we might come up with the best assortment. I was able to take many of his good ideas to heart in the same way that Iâd started to open my ears to the assistants and associates who ran segments of the business in my departments. As counterintuitive as it may sound, relaxing the reins a bit actually improved his and othersâ opinion of me. Soon, I became respected for my ability to train new hires and lead small teams.
But a few years later, when I was already an executive vice president at Old Navy managing a team of two hundred people, my shadow started to loom large again.
As a progressive company, The Gap was eager to groom a new generation of leaders to become presidents for its divisions (Gap, Banana Republic, and Old Navy), so they decided to give some of their âhigh potentialsâ the opportunity to work with executive coaches. I was one of the lucky ones chosen to be part of this effort, though I wasnât sure how lucky I felt at the time. Iâd always thought that a coach was assigned when a leader was really messing up and needed a correction, like getting a trainer to reform a naughty dog. But as my boss, Jenny Ming, president of Old Navy, explained, âThe coach will help you to see what youâre missing to become a president.â Missing? It sounded like yet another unpleasant test I had to pass in order to prove my worth.
When DevĂ©, my new coach, walked into my office, I hardly thought she was the one to prepare me for my next big role. She looked to be about twenty-five years old, almost ten years younger than I was. Her athletic build and well-tanned skin indicated that she might make a better surf instructor than leadership guide. What could she possibly teach me that I didnât already know?
Our first meeting felt innocuous enough. She conducted a few personality tests, not unlike those dating quizzes I found at the career services office in college. (I sure hoped these would be more useful.) According to Myers-Briggs, the first test I took, I was an extreme introvert. No big surprise there. I had worked hard to âmanageâ my shyness over the years, putting myself in new situations and inserting my presence where necessary. It was draining, but I assumed it was the price I had to pay to accomplish my...