Karen Hilton: Careers in Leadership

Part 1: Thriving as CEO

1Beyond the Glamour

Karen was quick to point out that running an airline is not about prestige. The role is about managing "people and planes," and with that comes constant complexity. Hidden pressures, regulatory detail, and risk exposure are daily realities.

2The Transition Shock

Even after 10 years in corporate and 12 in start-ups, becoming MD felt different. Karen admitted she underestimated how exposed the role would be, especially moving into a new industry. The weight of accountability came fast.

3Who the Role Suits

Karen was clear: the CEO role is not for everyone. It demands resilience, curiosity, and the ability to operate without being the technical expert. Those who cannot cope with ambiguity or constant context-shifting may find it draining rather than energising.

4Vulnerability Builds Strength

Arriving at BA without aviation expertise, Karen leaned into curiosity. She asked questions, admitted gaps, and spent weeks observing. This openness not only accelerated her learning but also built trust with her team.

Part 2: How to Navigate and Lead Effectively

5Balance Strategy with Firefighting

Karen explained that leaders spend far less time on strategy than they expect. Much of the work is delivery, problem-solving, and dealing with issues as they arise. The challenge is knowing when to step back and when to dive in.

6Choose Your Battles

One early mistake was trying to fight every issue. A mentor taught Karen to decide "which hill to die on," conserving energy for the calls that matter most. This has become central to how she manages her time and mood.

7Modern Communication Matters

Leading a younger, digital-native workforce meant shifting away from long emails and presentations. Karen uses short video updates to connect more directly and keep teams engaged.

8People and Culture First

At Euroflyer, Karen leads over 1,100 people. She sees her role as "the glue," uniting teams and creating clarity. Sustaining morale in periods of disruption is as critical as operational performance.

9Career Progression for Generalists

Karen described her own journey as less about climbing ladders and more about leaning into strengths. By becoming known as a "fixer" and building a broad skill set, she created opportunities across industries and into the top job.

10Advice for Future Leaders

Karen urged aspiring CEOs to reflect honestly on what energises them. If the goal is leadership, start developing empathy, resilience, and the ability to decide with incomplete information early. If it is not, do not feel compelled to pursue the title.