Growth Mindset, and the Balance of Chaos

Leadership Lessons from David Shelley, CEO of Hachette Books

When David Shelley, CEO of Hachette Book Group, sat down with Dominick Miserandino on the Retail. Tech. Media. Leadership podcast, the conversation quickly turned into an exploration of leadership, growth mindset, and how culture shapes the way business is done.

From navigating the differences between the UK and New York business environments to balancing creativity with structure, Shelley shared candid insights into what makes leadership both challenging and rewarding in the publishing world.

Watch the full interview below

Direct vs. Indirect Leadership Styles: UK vs. New York

One of the first topics Shelley addressed was the cultural contrast between the UK and New York.

“In Britain, communication tends to be more indirect. People hedge around things, take time to get to the point,” Shelley explained. “In New York, you need to be very direct. Things move quickly, and people don’t have time to mess around.”

While the publishing business itself remains similar across borders, Shelley admitted he had to relearn communication techniques when moving to New York. Leadership, he suggested, requires not only industry knowledge but also cultural adaptability.

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Passion as a Prerequisite for Leadership

Shelley has spent his career in publishing, a field where words, nuance, and creativity drive everything. For him, passion is non-negotiable.

“I love books. They made me who I am. I would not be a good leader in a field I wasn’t passionate about,” he said.

This resonates across industries: leaders who genuinely believe in their product or mission are more effective at inspiring teams and driving long-term results.

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Growth Mindset and the Value of Failure

One of Shelley’s greatest influences is Carol Dweck’s Mindset, which introduced the concept of growth mindset—the belief that intelligence and ability can be developed through learning from successes and failures.

Shelley believes embracing failure is central to leadership. “The best thing you can do is own it. That was a failure. It didn’t work. But onwards—let’s learn from that.”

At Hachette, this approach includes “wash-up meetings” to analyze what went right, what went wrong, and how to improve on future projects. While many organizations shy away from discussing failures, Shelley argues that reflection is where true growth happens.

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Leading Through Vulnerability

In a corporate culture that prizes winning, particularly in New York, vulnerability can be difficult. Shelley emphasized that leaders must model it.

“I’ve sent company-wide emails sharing examples of where I failed,” he said. “As people look up to leaders, if you’re not open about your failures, no one else will be.”

By normalizing failure and showing vulnerability, Shelley encourages his teams to experiment, innovate, and take risks—without fear of punishment for honest mistakes.

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Balancing Creativity and Process

Publishing, like music or film, is a creative industry. Success often depends on striking the right balance between visionaries and process-driven operators.

“The best publishing comes from this healthy tension,” Shelley explained. “You need brilliant creatives with big ideas, and equally brilliant process people who can keep the trains on the tracks.”

Too much creativity leads to chaos; too much process stifles innovation. For Shelley, leadership means managing that tension so the organization is “just chaotic enough” for magic to happen.

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Leadership as Conductor, Not Soloist

Shelley compared his role to that of a conductor: “You’re not playing an instrument yourself. You’re drawing everything together. If you’re doing it well, you’re not the star—the authors are.”

His philosophy is rooted in empowering teams, giving people ownership, and ensuring alignment around the company’s mission. The goal, he says, is not micromanagement but creating an environment where people can do their best work.

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Key Takeaways for Leaders in Any Industry

• Adapt your style to your environment. What works in one culture or organization may not translate elsewhere.
• Lead with passion. Authentic enthusiasm for your product or mission builds trust and credibility.
• Normalize failure. Growth mindset means owning mistakes, learning from them, and encouraging reflection.
• Balance vision and process. Innovation thrives when creativity is supported by strong systems.
• Empower people. Great leadership isn’t about making every decision, but about enabling others to make the right ones.

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Final Thoughts

David Shelley’s reflections remind us that leadership is not about perfection—it’s about adaptability, authenticity, and creating the conditions for others to thrive. In publishing, as in many industries, the most effective leaders are those who can embrace vulnerability, learn from failure, and strike the right balance between vision and execution.