As October 31 draws nearer, not everyone is pessimistic about Brexit. Former Porsche CEO Kevin Gaskell explains why he’s optimistic about the future and why embracing change is the best way forward.

‘EU Exit fatigue’ is the latest in a long line of Brexit jargon terms to enter the public sphere. Operation Yellowhammer revealed a string of pessimistic predictions for Brexit in September, with public boredom cited as a factor that may exacerbate a lack of preparedness.

It’s true that lethargy rarely breeds success, in business or politics. That’s why some figureheads are calling for a new approach to managing the shift.

Kevin Gaskell is a business leader and speaker who is trying to remind British businesses about the opportunities of change. As the former CEO of Porsche, BMW and Lamborghini who has still found time to embark on Antarctic expeditions and to play in a rock band, Gaskell isn’t a man who likes to sit still.

“Teams which have lived through a positive experience of business transformation see change as an exciting journey and not as a negative encounter,” he explains. “Nobody knows fully what independence from the EU will mean. Of course it will be challenging, of course there is uncertainty.

“But I don’t accept that Britain leaving the EU should be the next ‘it’ to be blamed for poor performance within businesses.”

Gaskell writes about leadership and delivers motivational speeches with Speakers Corner, resting on his wealth of knowledge about navigating change. Brexit is the hottest topic on the agenda for his upcoming inVoyage talk in Monaco, since Gaskell believes inspired leadership is the secret to success.

“Despite the current debate I believe that the UK will leave the EU and that the leaders of UK PLC have to get on with planning and preparing for a new world,” Kevin explains, echoing the ‘get on with it’ mindset dominating 2019.

A YouGov poll in June revealed that a third of Britons were actively hiding from Brexit news and a Deltapoll in July showed that 60 per cent of respondents “no longer care how or when we leave the European Union” because they “just want it over with”.

Gaskell, whose portfolio includes rescuing Porsche UK from the brink of collapse, admits Brexit will be challenging. But, he says, this doesn’t mean British business can’t thrive.

“Challenging and unforgiving markets are a constant reality,” says Gaskell. “The best companies see this change as an invitation to succeed – to reconfigure their model, pursue new markets, define a different and more efficient regime.

“I have led businesses through many difficult periods. In my experience growth opportunities are available to those companies which are most agile and can most quickly meet the needs of the changed market.”

These words of wisdom are more than just hot air – Gaskell has proven experience in the corporate world. He says any business can get ahead in difficult times as long as leaders are agile and willing to adapt.

“When I was appointed as MD at Porsche we had lost 90 per cent of our sales, had 3 years’ worth of unsold new car inventory and were in last place in the market for customer satisfaction. During my first couple of years we faced a deep economic recession, bank base rates peaked at 15 per cent, sterling dropped in value by 20 per cent, our historical customers disappeared and the banks would not lend us a penny.

“We had a hard look at our business and changed almost every area to become more focused, agile and efficient. The team were amazing in focusing on what created real value for our customers.

“Within 1,000 days we were number 1 in customer satisfaction, highly profitable and enjoying dealing with new clients. So yes, while a no deal Brexit will present challenges, I believe that inspiring leaders will use the change and opportunities it presents to their advantage.”

Gaskell says the ‘critical differentiator’ between organisations that fly and fail is leadership – so what should business leaders strive for? Inspiration is key, he explains.

“The best leaders are able to achieve absolute focus within their organisation. They do not wait for external circumstances to improve. Rather they adapt their business approach to the new reality.

“And they do it quickly. The best leaders can release rapid creativity,” he says.

“Every successful inspiring leader is a dreamer first,” Gaskell explains. “They have a vision of what they are aiming to create. But they know that they can’t do it alone. They need to fully engage and inspire their team, to convince a team that they can achieve something that’s extraordinary.

“When I am supporting change I encourage the team not to start with the numbers but rather start by imagining what this business could be. An inspiring leader has the ability to look at the biggest picture. The whole team and the whole organisation can be transformed if they can find inspiration in the way they are led.

“Then, together, you achieve it.”

This type of Brexit optimism is not without its critics, especially as the collapse of Thomas Cook reminds us of the cost of business risk in the current climate. When the 178-year-old travel giant collapsed last month, the biggest peacetime repatriation in British history was launched – and the bill was footed by the taxpayer.

Gaskell says it is important to avoid thinking of change as a negative, however – a lesson that seems as relevant for politicians as business leaders. He also cautions against waiting until times are tough.

“The opportunity for exciting and positive change is always present but so few leaders take it as their primary objective unless forced to do so,” he observes.

“Unfortunately, when they do, their first reaction to difficult times is to cut costs and lay off staff.”

Gaskell says leaders should constantly ask questions about how they can innovate and use resources. Organisations that do, he speculates, will be better-placed to survive and thrive even if Brexit brings unknown turbulence.