Interview with Doug and Mary Perkins

Nicole Le Goupillot of Leaders Consultancy had the opportunity to interview Doug and Mary Perkins, hearing them share their wisdom on what great leadership looks like. Their passion, drive and enthusiasm to be the best leaders they can be, shone through.

In the following interview, Doug and Mary discuss a range of topics from the importance of purpose and values, to the key qualities of leadership and customer care and sustainability.

NLG: The purpose of Specsavers - to change lives through better sight and hearing - and the values of the company, have continued to shape and define the business over the years. How important do you believe purpose and values are for a leader and their organisation?

DP: A clearly defined purpose is foundational; an organisation cannot have a fragmented purpose or one that keeps changing. The purpose has to be at the heart of everything and it will keep you focused. Without purpose there is a danger of distraction; heading down paths that will not enhance or enable success. The purpose and values at Specsavers focus on our mission and we’re absolutely clear with this, so we know exactly where we are headed.

For example, one of the initiatives we have rolled out is to take our services to groups of people that would struggle to come to us. So we are in nursing homes, going to private homes where people may have a disability. More recently, we noticed people who are homeless and have no address means there is a barrier to them being able to see a doctor. They may, for many reasons, not visit a Specsavers store so we have set up test rooms where they can get their eyes tested and seen to in the homeless centres and shelters. These decisions aligned directly with our purpose. Clear purpose brings clarity to future decisions.

NLG: Next year Specsavers will be celebrating its 40th anniversary, which is a remarkable achievement. But as many know, you started the business from a ping pong table in your spare room. What were the key qualities you needed as a leader in those early days to get to where you are today?

DP: Knowledge is really important. Not just a knowledge and understanding of your specific area, but educating yourself and getting skills in other areas that will be useful for starting a business. When we first started, I had expertise in ophthalmology but I needed to seek out training in other areas such as accounting. Knowledge of business and industry is important.

You need determination and a can-do mindset. You have got to give it your all!

And as we have said, defining your purpose and values from the outset is paramount - but you must stick to them and live by them yourself as a leader.

You need to get good people around you that will help with your mission and purpose; people with ambition. You can’t do it alone. You need a team. 

MP: Yes, and not be afraid to employ people who are better and more expert than you. Sometimes leaders feel threatened to have team members who bring more skills and expertise, but that’s exactly what you need. There’s no room for solo thinking, it is all about collaboration.

I would say it’s about communicating to your people and that means making space to listen and listen well. It’s not all about you and your ideas and what you have to say. But listening to your people and not dictating from the top. Leaders must get involved so that they can hear, know and understand.

NLG: Specsavers supports its people by providing multiple opportunities for professional development, but as well as this it seeks to care for the well-being of employees, creating an environment where people can thrive. How crucial is this holistic approach to the business?

MP: It has always been important for us to provide opportunities for people to progress in their careers. We want people to thrive and for that to happen they need to be inspired and motivated. Therefore, there must be room and a place to grow and advance. We want to develop new leaders from within the organisation so that they will know the business and its values and understand its culture.

DP: Yes, leadership training and development is a must but organisations need to ensure that they provide opportunities for leadership. There is no point in training people and then not allowing them to lead.

MP: Providing a culture for professional development but at the same time one that takes care of our people’s well-being is vital. Culture is key. We want to nurture our people so that they can be the best they can be. At Specsavers, we have always advocated family values - that everybody treats others as they would want to be treated - considering each other like family members and caring for one another accordingly.

I think it is important for leaders to pay attention to detail and take an interest in their people. This way people feel valued and proud to belong to this Specsavers family. We have many different network groups, initiatives and services to ensure people are cared for and to create an enjoyable culture. Enjoyment for your people as well as yourself as a leader has to be fundamental.

NLG: I know that fostering loyalty and trust and looking after your customers is of paramount importance, and you welcome customer feedback regularly. So why should leaders care about this?

MP: The customer comes first; the customer is the lifeblood of the business. Leaders must care for the customer, they are not a commodity. We very much value the views of our customers and wherever possible welcome feedback in order that we can continue to improve.

DP: Leaders have to be concerned about all their stakeholders. People are the priority. When you consider the care of the customer, it should drive you to make better decisions.

It was customer care that drove the decision to have partners. Each store is part-owned and managed by its own directors. They are shareholders of their own businesses but have access to key specialists in support offices, who provide a range of services, such as marketing, accounting, IT and wholesaling to name a few. This ensures that the opticians and audiologists who run the stores can concentrate on the customer and deliver what they do best - expert eye and hearing care, whether in-store or in their own home, care home or homeless centre.

NLG: Sustainability is high on your agenda. Supporting local communities, protecting the planet and sourcing responsibly have all been a focus for you. Some leaders may argue that business should be all about profit and these sorts of commitments aren’t economical - why are sustainability and community so important to you both?

MP: It’s the right thing to do! People want to be involved in doing good and helping others. Enabling our people and providing opportunity for them to make a difference in their local community and contribute to environmental projects, is rewarding and motivating for them. Specsavers’ purpose is one that makes a difference in a very positive and worthwhile way; we want to continue to extend this purpose through all our actions.

DP: We’re passionate about giving back to our communities, wherever in the world we operate. With our partnership scheme, it means that everyone can get involved in their own local community. Each store can take ownership of its charitable causes and fundraising efforts.

NLG: There must have been many defining moments in your leadership over the years, is there one that particularly stands out for you?

DP: For me, leaving Guernsey with a team in 2007 to travel to Australia and set up Specsavers over there. No one had heard of Specsavers in Australia - it was a huge risk. We went with the expectation that it would require hard work and effort but we stuck to the mission and stayed focused on our purpose. Now, we have partners in Australia and are thriving! Leaders have to embrace risk, for with huge risk comes huge possibilities.

Whenever a challenge arises, there is the chance for a defining moment. And as a leader, you will always face challenges - whether it’s a pandemic or the current cost of living crisis, these things set themselves up as a test and if you’ve put the right structures and values in place, then more often than not you are able to keep moving forward.

MP: I think a defining moment in my leadership was when I was in Bristol and I was giving a speech and accepting an honorary degree at the university. I had a great sense of pride in what the organisation and people had achieved. We had done a lot of work in Bristol – opening our own eye medical clinic, providing for homeless people, and it’s where I’m from. There was a sense of all things coming together at this moment, feeling part of the community and giving something back.

NLG: Looking back on your leadership over the years, if there was one thing you could tell your younger self, what would it be?

MP: It would have to be with regards to diary management. You’ll never have the perfect balance in life as a leader, because the role is demanding and you are the one who is responsible and things stop with you. But it is so important to make time for other things and especially making time for yourself.

DP: I wish I’d embraced technology to a greater extent. My passion was for the people and other aspects of the business, so I never really got on board with high level technology. But technology is an enabler. I’d say - embrace enablers, those things that will help you to progress, move forward and innovate.