Ouarda Ech Chykry, CEO of Kiabi: the five pillars of authentic leadership

From an apprenticeship at Kiabi during her studies to becoming the group’s CEO at just 35, Ouarda Ech Chykry’s career is nothing short of remarkable. Returning to NEOMA for an Inspiring Talk with our students, the Class of 2012 graduate shared the principles behind her authentic and deeply human approach to leadership.

Ouarda's journey is a true source of inspiration. Beyond her executive role, she represents a modern style of leadership and speaks with passion about the lessons she has learned since her early days at NEOMA. In front of our students, she openly presented the five pillars that shape the way she leads and makes decisions every day.

Adaptive management: The energy of listening

This is a core concept she learned at NEOMA and now applies daily. It is a style of management that moves away from a purely top-down or directive approach. Instead, it requires leaders to adapt to each team member’s pace and needs. “It’s the type of management that requires the most energy from a leader, because you have to keep pace with each individual.” For Ouarda, being a good manager means being present for your teams without smothering them, and giving them the autonomy they need.

Mirror leadership: Empathy as a compass

Far from being a weakness, empathy is, for Ouarda, a true management tool, which she calls “mirror leadership”. To bring a human touch to decisions, even the toughest ones, she uses her own family as a point of reference: “Imagine it were a member of your family. It helps you bring the right level of humanity.”  In her view, empathy does not limit managerial courage; it ensures that every team member is treated with the dignity they deserve.

Grounded legitimacy: Leadership built on real experience

In contrast to fast-moving, job-hopping careers, Ouarda has built her legitimacy over time. By valuing her 13 years of long-term experience at Kiabi, she shows that effective leadership comes from speaking the same language as your teams. “For me, a good manager is someone who understands the challenges teams face on the ground.” By mastering the realities of the job, she turns management into a source of mutual respect rather than a simple position of authority.

The humility to learn: The power of “naïve questions”

Even as CEO, Ouarda insists on the right not to know everything. Sometimes, you have to go back to basics on technical topics in order to progress. “I’ve spent a lot of time with experts, asking very naïve questions. You have to be humble enough to say: ‘I don’t understand, I don’t know, please explain it to me.’” Her message is clear: modern leadership is not about knowing everything, but about surrounding yourself with the right people and recognising your own blind spots.

Leading by balance: The authentic ‘girlboss’

Far from the stereotype of the leader who sacrifices everything for their career, Ouarda promotes the idea of an authentic “girlboss” who rejects the notion of sacrifice in favour of meaningful commitment. For her, long-term performance relies on moments of renewal, such as sport or family life.  She embodies this approach herself: “I will take my maternity leave as an example to others. Things also need to be done in balance. And I think that’s what makes a good leader.” In this vision, personal balance becomes the driving force behind professional excellence.