oor before realising that they could turn it into a long-term career. A few examples include Bunnings’ managing director Mike Schneider, Snuggle Hunny’s CEO Julie Mathers and Miss Amara’s head of customer and people Lydia Bertini. Here’s what Schneider had to say on the subject. “I started my retail career at Target and I have really, really fond memories of Thursday nights and Saturdays socialising with my mates, learning a few things, but I really did love the vibe of retail. I really love the connection with customers. I love working with other team members. As I progressed through my tertiary studies, I realised that the classroom probably wasn’t for me. I’d sort of fallen into education as a little bit of a plan B. […] But when I didn’t love the classroom, I was fortunate to have a store manager who said, “Would you consider a traineeship with Target?” So off I went and started my Target traineeship and they were very generous in letting me complete my degree and worked around my studies. I had a leader who believed in me and gave me opportunities.”  Morning routines Is there anything more fascinating than finding out how a successful person starts their day? We’ve asked a number of founders and CEOs this question over the years, and while each one has a slightly different approach, they all share one thing in common: movement.  Adrian Norris, group CEO of Aje Collective: “My alarm goes off at 4:45 every morning, and I religiously work out every morning. That is the one thing that starts my day off. Then, I meditate once I come home, and I go for a dog walk. I always say to people that I’ve lived a whole entire life before I even come into the office.”  Sandradee Makejev, founder and CEO of St Frock: “I used to do an indoor cycle class, kill myself getting ready quickly and take 15 vitamins before arriving at work with a coffee in hand. But now I find it’s way more calming to throw open my apartment doors for fresh air, listen to my favourite playlist up loud and sing in the shower, followed by a coffee on my balcony.” Shelley Simpson, founder and CEO of Mud Australia: “I always start my day with a dog walk – my calendar has lots of meetings so it’s nice to get moving early. Our Marrickville studio includes the office and production teams, so I’m able to be hands-on working across production and new product development, as well as sales, finance and marketing.” Thoughts on failure Good leaders understand that failure is unavoidable, and if you’re not failing, it probably means you’re not taking enough risks. Failure can actually be a positive experience, as long as team members, and the business, learns something from it. Here are more views on failure.  Clyde Davenport, co-founder of TheRY: “The one thing I’ve learned from my leadership position is that you can’t not fail from time to time. When someone tried their best and failed, we would say, “It’s fantastic, you gave it a go.” We tried to develop a culture where people would not feel uncomfortable, not feel threatened, to say what they think, and come up with ideas.”  Deena Bahri, CMO of StockX: “When I look back, it’s actually the hard times, the moments that felt like disasters, that helped me jump to the next level. You can be so focused on how much it hurts, but that failure can transform you, so allow it to happen. Don’t be too hard on yourself.” Lessons learned Good leaders are constantly learning, especially from people and businesses outside of retail that can help them improve their management techniques and inspire new growth opportunities. Here’s a look at some of the most surprising places retailers have turned for learning over the years. Krizia Li, founder of Vermilion: “Training in a world’s best-practice Ritz Carlton to understand the luxury principle of ‘ladies and gentlemen’. Working in a McDonald’s restaurant to clean floors, fry eggs, make coffee, and serve real customers during peak hours.” Sarah Rotheram, CEO of House of Creed: “I book ‘thinking hours’ in my diary. This is time reserved without interruptions or meetings. It might take the form of me researching, going to a gallery, walking the V&A museum in West London, or just being out in the market feeling other brands. Without this, you develop tunnel-vision on your own brand and miss the cultural influences around you.”