“Being a boss is not my strength,” Eileen Fisher stated, shifting awkwardly in a seat from a modern assembly room contained in the headquarters of an organization she began herself nearly 40 years in the past.

That could seem stunning, given the diploma to which Ms. Fisher, 72, has proved herself as a pacesetter with endurance in an usually brutal business outlined by relentless change.

After all, she is a designer who constructed a style empire providing fashionable ladies snug but empowering designs in pure materials that simplified busy lives. In an business during which, by some measures, a truckload of garments is burned or buried in a landfill each second, she was an early pioneer of environmentalism as a core model worth. She’s a founding father of an organization who, in 2006, determined that quite than taking her enterprise public, or getting acquired, she would switch possession to her workers as a substitute.

But entrance and heart has by no means been Ms. Fisher’s model. For most of its historical past, Eileen Fisher (the model) has hardly ever had a chief government, opting as a substitute for “collaborative teams” of varied sizes and shapes. It was solely within the final 18 months or in order that the corporate has ever even had a single C.E.O., within the type of Eileen Fisher (the girl). She stepped as much as regular the ship after the model, as she put it, “kind of lost its way.”

Now, the queen of sluggish style is prepared to surrender that function (albeit slowly), a part of what she described as a “responsible transition” away from the helm. This newest step in stepping again would, she defined, enable her to focus on formalizing her design philosophy so the model may finally exist with out her.

“Being a chief executive has never really been part of my identity — it’s never been something I’m comfortable with,” Ms. Fisher stated. “I like to think of myself as leading through the idea.” Her signature bob gleamed like a pearly helmet, bouncing towards her black spectacles as she talked. She was cocooned in one of many elegant, roomy knits on which she has made a reputation and fortune for herself, within the course of creating what The New Yorker referred to as a “cult of the interestingly plain.”

“I do have a vision for how this company should move forward, but I know I am not the person to execute it,” she added. “Not on my own, anyway.”

After looking for greater than a 12 months, Ms. Fisher stated she was delighted to have discovered a successor. As of early September, Eileen Fisher’s new chief government can be Lisa Williams, the present chief product officer at Patagonia.

On paper, not less than, Ms. Williams seems to be a very good match. Patagonia, which donates 1 p.c of its gross sales to environmental teams, is one other atypical retailer, additionally with a visionary founder and comparable beliefs to Eileen Fisher on how merchandise must be made, worn and — ideally — made and worn once more.

A decade forward of lots of her opponents, Ms. Fisher began her Renew line in 2009, which sells secondhand clothes, whereas the Waste No More initiative takes broken clothes and makes them into material. Patagonia ​​was additionally early to embrace natural supplies, has an extended historical past of political activism and as soon as ran an advert telling folks to not purchase its merchandise.

“The fashion industry is in a terrible conundrum, with too much stuff and rampant overproduction and overconsumption,” Ms. Fisher stated. “How do we begin to make sense of it? How do we grow our brand without growing our carbon footprint? I just found Lisa and I to be so in sync when it came to scratching the surface of these complex conversations.”

Ms. Fisher famous that the 2 ladies have been additionally absolutely aligned on not being pushed purely by monetary outcomes. (Just the identical, Eileen Fisher has been worthwhile for all however two years since its inception, the corporate stated, with gross sales of $241 million final 12 months.) And few are as educated or related as Ms. Williams relating to the advanced workings of the style provide chain, a world and murky ecosystem during which many manufacturers have little or no data of who makes their garments.

“We both agree one of the most important ways we can be sustainable is to reduce,” Ms. Fisher stated. “Just do less: Buy less, consume less, produce less. That’s a really hard line to walk when you’re trying to run a business, and you’re measuring your success by how much you sell. But I needed someone who was fully on board with that.”

A 20-year Patagonia veteran, Ms. Williams stated in a telephone interview this week that she felt “familiarity and admiration” with the Eileen Fisher model and its manner of doing enterprise.

“The unconventional leadership structure there doesn’t make me nervous — I’m actually in my comfort zone when things look unorthodox,” stated Ms. Williams, who has by no means held a chief government function earlier than. “I think the idea of co-creation and collaboration absolutely can work in a company.”

“The last few years have been pretty hard for anyone in retail, let alone those trying to change the fashion paradigm,” Ms. Williams continued. “And I have huge admiration for all Eileen and her team have done amid that chaos to re-anchor the brand back toward its original values.”

Part of getting issues again on monitor concerned slicing out among the bolder colours and prints that had begun creeping into collections, as a substitute re-emphasizing the hallmarks for which Ms. Fisher is understood. The newest garments on her web site are available a muted coloration palette of shades like ecru, cinnabar and rye. The shapes, like kimono jackets and sleeveless tunics and cropped palazzo pants in delicate cottons or gauzes and Irish linens, are uncomplicated and designed to flatter. The key now could be to discover a method to serve these seems to the following technology.

As the “coastal grandmother” TikTok pattern and the success of high-end luxurious labels like Jil Sander and the Row recommend, minimalist capsules — collections of clothes composed of interchangeable gadgets, thus maximizing the variety of outfits that may be created — are having a renewed style second. There appears to be a collective longing for simplicity — one thing Ms. Fisher has been steadily providing up because the mid-Nineteen Eighties and her first designs impressed by kimonos she noticed on a visit to Kyoto.

When she began out in 1984, Ms. Fisher was a latest graduate of the University of Illinois. The second of seven kids who grew up within the Chicago suburb of Des Plaines, she had initially come to New York to change into a inside designer. (She had $350 in her checking account and didn’t know tips on how to sew.) But she did need to liberate ladies by giving them a components.

The less complicated one thing is, her pondering went, the extra issues it goes with, the longer you put on it, the longer it lasts in your wardrobe. It was an strategy that she felt may additionally resonate with younger ladies right this moment, who’re conscious that they’ll vote with their wallets in the event that they consider in the best way their garments are being made, even when that makes them dearer.

“It’s hard to convince people to buy less on a promise it will last longer, but I want them to see that they have a choice when they buy into our capsule system,” Ms. Fisher stated, noting that she had discovered crossover between older and youthful consumers on their favourite items (boxy tops are a runaway hit, she stated). And it’s an strategy that’s influencing not solely younger consumers, but in addition younger designers.

“Eileen was one of the few industry leaders that made me feel like the success of my company was possible,” stated Emily Bode, a males’s put on designer, who added that Ms. Fisher had been “incredibly inspirational” to her as she laid the groundwork for her personal model.

“When I was going through growing pains with Bode, I visited with Eileen and her team,” Ms. Bode stated. “Her dedication to retail, slow growth, staying privately owned, and of course creating an unconventional but successful business model surrounding reuse and sustainability has undeniably shaped my strategy and achievements for my business.”

Looking again at previous interviews, it’s clear that Ms. Fisher has been wrestling with tips on how to detach herself from her model for a while. She has spoken often through the years about how she felt as if she didn’t should be there anymore; she has talked about the concept that the corporate had developed past her. And but, right here she is, nonetheless a way from letting go.

“Those quotes were true in their moments,” she stated. “But I think, over time, I came to realize that the idea of simple clothing and design, and of how we spend money here, had not fully landed in the company in the way that I thought it had. I had to get back into the center and reorganize things so that people know exactly how things should work. It’s an important part of my legacy and what I leave behind.”

With the approaching arrival of Ms. Williams, Ms. Fisher faces the prospect of barely extra free time. She doesn’t need to journey, she stated, as a substitute preferring to spend extra time doing kundalini yoga and meditation, enjoying mahjong with pals and studying tips on how to prepare dinner good Japanese meals after the latest retirement of her longtime chef. She additionally has two grownup kids, Sasha and Zach, with whom she desires to spend extra time.

But it’s clear that Ms. Fisher isn’t completed with work. For one factor, exterior the workplace, she desires to proceed a concentrate on training by her philanthropic group, the Eileen Fisher Foundation. She’s additionally been fantasizing about beginning a design faculty.

And she desires to make sure that her workers — all 774 part-owners of her model — are prepared for what comes subsequent. Remaining a non-public firm and giving her workers a share of the enterprise have each been an enormous a part of her success.

“I hope what we have been building here in Irvington is a relatable concept, that in 30 years’ time, the prototype of what we are building is what other people might also try and build,” Ms. Fisher stated, referring to the city on the Hudson River the place she lives and works.

“I don’t do trends. I don’t do runway shows. I haven’t been a conventional C.E.O.,” she stated with a small grin. “But then again, I guess I was never really a conventional fashion designer either.”