October 2024
20 Questions
This month, we ask the 20 questions to our Office Manager – Laura Harrison.
Q1. What pivotal moment or specific challenge early in your career fundamentally changed how you approach your work?
One of the most formative moments came during my first role at Telford Business Centre. I was still very young in my career, juggling front-of-house responsibilities with administrative support, when the office manager was unexpectedly absent for several weeks. I was asked to step in and keep things running. It was daunting at the time, but it taught me that organisation is only part of the job – calmness, clarity and the ability to prioritise under pressure matter just as much. That experience shaped my confidence and gave me the assurance that I could take responsibility for operations even in uncertain circumstances. It set the tone for everything that followed.
Q2. What is the single biggest misconception people have about your role or department, and what’s the real story?
Many people assume that office management is simply about keeping things tidy and organised. In reality, it involves an enormous amount of coordination, foresight and problem-solving. My team and I are responsible for ensuring that everyone else can do their jobs without interruption – from IT issues to supplier management, internal communication, compliance, onboarding, and unexpected challenges that crop up daily. A well-run office often looks effortless, but that smoothness is the result of constant behind-the-scenes planning. When we do our job well, the whole organisation benefits.
Q3. Looking ahead, what is the one thing you are most determined to change or innovate within the company in the next year?
I’m keen to strengthen our internal processes so that the business continues to run efficiently as it grows. This includes improving our digital systems, refining onboarding workflows and expanding our sustainability initiatives. The more we can simplify processes and reduce unnecessary complexity, the more time the team can dedicate to creative and strategic work. My aim is to provide a work environment that is not only functional but adaptable, especially as hybrid working patterns and evolving client demands shape our daily operations.
Q4. If you had to summarise your leadership philosophy in just three words, what would they be?
Supportive, organised, consistent. I believe people feel most confident when they know someone is listening, when they understand the plan, and when they can rely on steady leadership. My approach has always been to set a calm, dependable tone and give people the structure they need to succeed.
Q5. What skill that you learned outside of your formal education has been most crucial to your success here?
Empathy. Over the years, I’ve learned that the ability to understand what people need; whether they’re under pressure, dealing with challenges, or finding their feet in a new role, is fundamental. Office management is ultimately about supporting people, and empathy helps me resolve problems more effectively, communicate clearly and build trust. It’s not something you learn from a textbook; it grows from experience, working with different personalities and navigating all sorts of situations.
Q6. How do you ensure that your team stays creative and takes calculated risks, even when the stakes are high?
I encourage a culture where people feel able to speak up and share ideas, no matter their level of seniority. Creativity isn’t limited to designers or marketers, administrators and coordinators often see issues before anyone else does. When we are facing a challenge, I try to give people the space to explore different solutions and reassure them that mistakes are part of learning. As long as decisions are well thought through, I will always support the effort.
Q7. What’s the best piece of professional advice you’ve ever received, and who gave it to you?
A former manager once told me, “Don’t just manage tasks, manage the atmosphere.” It stayed with me because it reminded me that people work better in an environment where they feel comfortable, respected and supported. That advice influences everything from how I communicate to how I structure processes or handle conflict.
Q8. How has the company culture evolved since you started, and what role do you play in shaping it now?
When I joined JMS in 2019, the business already had a friendly, collaborative feel. Over time, as we’ve grown, the culture has become more structured while keeping that personal touch. I try to reinforce this by being a constant point of stability – helping new starters settle in, building smooth routines, and creating an environment where everyone feels welcome. A positive workplace doesn’t happen by accident; it’s built through everyday actions and consistency.
Q9. Describe a time when a project failed, and what you, or the team, learned from that experience.
In a previous role, we attempted to transition the company to a new digital filing system too quickly. Staff hadn’t been properly trained, and the rollout caused confusion and delays. Although we eventually resolved it, the experience taught me the importance of phased implementation and clear communication. A change may be beneficial, but it has to be introduced at the right pace. Ever since, I make sure any new system or process is supported with training and clear guidance.
Q10. What is a quality you actively look for and try to mentor in junior employees?
Reliability. Skills can be developed over time, but reliability underpins everything – meeting deadlines, supporting colleagues, and following through on commitments. I encourage junior staff to take ownership of their responsibilities and to build confidence through consistency. It’s often the quality that helps them grow the fastest.
Q11. What is your favourite non-work-related book, podcast, or hobby, and how does it influence your leadership style?
I love gardening. It requires patience, care and the ability to see the long term, even when progress feels slow. It reminds me that growth – whether personal, professional or organisational – comes from steady nurturing rather than rushing. It keeps me grounded and helps me bring a calm perspective to busy days at the office.
Q12. Where do you go or what do you do when you need to completely disconnect and recharge?
Spending time in nature is my favourite way to reset. Whether it’s a walk in the local park or pottering in my garden, being outdoors helps me clear my mind and switch off from the constant activity of the office. It’s a simple routine, but it makes an enormous difference.
Q13. If you could have dinner with any three people (living or historical) to discuss strategy, who would they be and why?
I’d invite Michelle Obama for her insight and compassion, Sir David Attenborough for his long-term perspective and clarity of thought, and Anita Roddick for her pioneering approach to ethical business. Each of them brings a different dimension of leadership rooted in purpose, resilience and responsibility.
Q14. What piece of technology or simple tool can you not live without (and why isn’t it your phone)?
My planner. Even with digital tools available, I rely on a physical planner to structure my day, map priorities and stay focused. There’s something about writing things down that makes everything clearer and more intentional.
Q15. If you weren’t in this industry, what completely different career path do you think you would have followed?
I could imagine working in community development or event coordination. I’ve always enjoyed bringing people together and creating environments that feel welcoming and well organised. Those instincts would have carried me into any role where structure, communication and people skills come together.
Q16. What’s one thing you are currently learning (professional or personal)?
New project management tools to streamline internal workflows and improve team coordination.
Q17. What is your go-to method for starting a challenging conversation?
I begin with clarity and kindness, setting the context, acknowledging the person’s efforts, and then addressing the issue directly but respectfully.
Q18. What do you believe is the next big trend that will disrupt our industry?
Hybrid working models and smarter digital collaboration tools. They will continue to influence how offices function and how teams stay connected.
Q19. What makes you most proud to work for this company?
The sense of community. JMS is full of talented people who genuinely care about their work and each other, and it creates an environment where everyone can thrive.
Q20. What is one personal habit or routine that contributes most to your daily productivity?
Planning the day ahead each morning. It gives me a clear structure and helps me stay proactive rather than reactive.