Walpole: You have built a career working closely with senior leaders and founders at pivotal moments in their trajectory. What led you to establish your own practice, and what gap were you seeking to address?
Jo Glynn-Smith: Managing change and adapting to new environments was something that I learned from a very young age as we moved around so much as children. As an adult I’ve enjoyed stepping into the unknown and taking on new challenges at various stages of my career, and this chapter is no different. When I became a coach, I knew I want to specialise in career transitions, helping people confidently manage through these changes successfully. I established The Ascent Associates last year and have built a team of expert associates who I work alongside to support my client’s needs.
Your work centres on creating space for clarity and decision-making. In today’s operating environment, why is that increasingly critical for leaders to access?
In fast moving, high-pressured environments, coaching offers a safe space for people to take a step back, reflect, shift emotional energy, and be completely open with their thoughts without judgement or repercussion. This opportunity allows them to be more intentional in their decision making and lead with perspective rather than reacting to pressure.
How do you define the value of your work in business terms? Where do you see the most tangible impact for the profiles who work with you?
I help my clients lead with greater perspective and confidence, so they can operate beyond stress and self-judgment, see opportunities more clearly, and take purposeful action. The most tangible impact in most of my clients is greater objectivity, fulfilment and purpose, and much lower levels of stress!
Many of your clients operate at board or founder level. What patterns do you observe in how leadership challenges evolve at that stage?
With seniority comes greater responsibility, increased scrutiny, more complex decision making, and, for so many leaders, a growing sense of isolation; this can have a negative effect on confidence, intuition, and self-belief. My job is often to remind clients of the reasons that they got to this position in the first place, and trust their instincts and experience.
The concept of confidence is often discussed, but rarely unpacked. How do you distinguish between confidence as perception and confidence as capability?
Confidence as perception is usually based on how someone shows up – their presence and communication style. It’s the visible side of confidence. Confidence as capability is about experience, competence, and self-trust. However, it goes deeper; someone can be visibly confident without having the substance to back it up. The goal is to build both so that how you show up aligns with what you are genuinely able to do.
You have worked with a number of Walpole members over time. What distinguishes the leadership culture within the British luxury sector?
What I’ve noticed from working with leaders across the British luxury sector is that leadership culture is often shaped very strongly by the history and ownership of the business. Some brands are family-influenced and legacy-led, others are trying to modernise under new leadership or investment, so it really does vary.
What feels distinctive, though, is the weight given to brand, trust, craftsmanship and reputation. Leaders are often acting as custodians of something much bigger than performance alone. In my coaching work, I’ve seen how powerful that can be, but also how it can sometimes make change slower. Heritage can be a real strength, but it can also create resistance to more modern leadership and management styles. A lot of my work is helping leaders navigate that balance, keeping what is special about the brand while building a culture that is more self-aware, empowering and fit for the future.
As part of this year’s Women in Luxury programme, you are focusing on self-advocacy. Why does this topic feel particularly relevant at this moment? What are the most common misconceptions you encounter among senior leaders?
Women tend to lead with a more caring and empathetic lens, which means they're great at advocating for others but often not great at advocating for themselves. My clients often ask for help in this area, whether it’s being more assertive, confident, decisive or strong – and how to do it without being negatively labelled in some way. My job is to help them do that whilst being in alignment with who they really are and making sure they feel comfortable making this shift.
Where do you see the most significant barriers for women progressing into senior leadership roles within luxury?
There are many barriers women still face throughout their careers, from bias and unequal progression opportunities to motherhood, hormones, female health and the ongoing pressure to prove themselves in high-performance environments. One of the less visible challenges I see most often in my work, though, is the weight of caring responsibilities outside work, whether that’s children or ageing family members. This still tends to fall disproportionately on women and creates enormous pressure. Over the past five years, I’ve seen more women respond by starting businesses of their own, giving them greater autonomy, flexibility, and a more sustainable way to balance work and family life.
You often work at the intersection of individual development and organisational culture. How can organisations move beyond intent to create environments where diverse leadership styles are both recognised and rewarded?
Cultural change has to start with genuine ownership from the top. It is not enough for an organisation to say it values diverse leadership styles; the leadership team needs to be fully aligned on why it matters, what needs to change, and how that will be embedded into the way the business operates. That means reflecting it in leadership behaviours, promotion decisions, feedback, performance measures, and the definition of success. Without that level of commitment and accountability, the intent may be there, but the culture is unlikely to shift.
What role do relationships play in building confidence over time?
Every relationship you have, whether it's a mentor, a sponsor, or a peer in your career, will have some kind of impact – positive or negative – so choose who you listen to wisely. With greater self-awareness and a broader perspective, you'll soon learn who to trust and who has an agenda. Pick your personal development team wisely and you'll be able to navigate your career challenges with confidence.
Looking ahead, what capabilities will define the next generation of leadership within the luxury sector?
Adaptability, resilience, open-mindedness, and curiosity.
Finally, what would you hope Walpole members take away, both individually and collectively, from engaging in the Women in Luxury series?
An opportunity to share space with like-minded leaders and share experiences, explore their own leadership style, develop self-awareness and gain a broader perspective.
The next Walpole Women in Luxury event with Jo Glynn-Smith takes place in July at the Jumeirah Carlton Tower in London. For more information and to book your space, visit our events page
If you would like to work with Jo Glynn-Smith, visit joglynnsmith.com
