Princess Diana wasn't just any public figure – at her peak she was often described as “the world's most photographed woman” and arguably the most famous person on the planet. As her private secretary and chief of staff, Patrick Jephson was effectively the “producer of the Diana show”, orchestrating her public life from 1988 to 1996. In that role he navigated an unprecedented level of global fame and media frenzy. This article looks at Jephson's playbook – the strategies and principles behind managing the world's most famous client – and distills lessons that today's artist managers and PR teams can apply. We'll explore how he handled Diana's charity work, branding and fashion, press and paparazzi, globe-trotting tours, crises, tough conversations, and the chaos that comes with superstardom. Along the way, we'll back it up with real data and metrics to illustrate just how extraordinary Diana's fame was, and why Jephson's insights are so valuable.

To appreciate the scale at which Patrick Jephson was operating, consider a few metrics of Princess Diana's global fame (especially in the early 1990s, before her untimely death in 1997). In short, Patrick Jephson managed a level of fame that surpassed anyone else in that era, requiring him to be extremely savvy in every facet of management:

• Unparalleled Recognition: Pollsters noted that Diana had "probably the highest awareness level of anyone in the world". In other words, more people knew of Diana than any other public figure of her time – above any singer, athlete, actor, or politician. She genuinely was a household name worldwide. Her global popularity even surpassed mega-celebrities like Michael Jackson or Madonna, sports legends, and world leaders.
• Massive Media Audiences: Her life's milestones drew record audiences. An estimated 750 million people watched Diana's fairytale wedding in 1981 – an unheard-of TV viewership for the era. Tragically, 2.5 billion people (over 40% of humanity) tuned in for her televised funeral in 1997, making it one of the largest broadcasts in history. For comparison, the previous record TV audience was about 2.0 billion for the 1994 World Cup final.
• Press Coverage and Photos: Diana dominated the press like no one before. The news of her death eclipsed any story since World War II in column inches of print coverage – even more than the Kennedy assassination. Paparazzi followed her every move; she was relentlessly "hunted" by photographers as her brother poignantly eulogized. By the '90s, Diana graced countless magazine covers in every language – her face sold "thousands of extra copies" of newspapers and magazines whenever she appeared. Her image even ended up on products, murals, and postage stamps worldwide.
• Crowds and Public Adulation: In person, Diana drew throngs usually reserved for rock stars or religious figures. During tours, tens or even hundreds of thousands would turn out just to catch a glimpse of her. A bodyguard on her 1983 Australia trip said Diana's reception was "akin to Beatlemania" – screaming fans and all. In Brisbane, an estimated 400,000 people turned out to see her in 1983 – nearly the entire city. Even Pope John Paul II attracted about 4–5 million people to a Mass in Manila in 1995, yet Diana's reach was even broader, spanning both massive in-person crowds and billions via media.

One of the cornerstones of Diana's brand was her humanitarian work. Jephson has revealed that Diana never employed a PR agent – instead, "she relied on her record of hard work on behalf of unfashionable but deserving causes… to build a bedrock of popular support." In other words, genuine charity work was her PR. She became patron or president of over 100 charities at various points, pouring herself into issues like HIV/AIDS, leprosy, homelessness, and cancer when many others in the public eye shied away.

How did this help her image? It earned lasting public affection. By showing compassion and actually doing the work – visiting hospitals, touching patients that others feared to touch – Diana cultivated an aura of authenticity and empathy. As The Washington Post noted, she brought "vitality, activism and, above all, glamour" to the typically stuffy world of royal charity. In doing so, she widened the impact a royal could have and connected with people on a deeply human level. She was often photographed comforting the sick, the poor, and the marginalized – images that resonated globally and reinforced her nickname "the People's Princess".

Jephson observed that Diana "knew that the public's affection was earned through hard work" and that royalty (or by extension, any celebrity) has "a special obligation to live up to historic expectations of duty and sacrifice." In practical terms, this means modern artists or influencers can't fake caring – you earn loyalty by consistently and sincerely supporting causes you and your audience care about. Diana's example shows that charitable projects can greatly enhance an artist's public image if done authentically.

How did this help her image? It earned lasting public affection. By showing compassion and actually doing the work – visiting hospitals, touching patients that others feared to touch – Diana cultivated an aura of authenticity and empathy. She widened the impact a royal could have and connected with people on a deeply human level.

Data Point: In early 1997 she walked through an active Angolan minefield to campaign against landmines – a single bold act by "the most famous woman in the world" that "highlighted the landmine problem to billions of people around the world." In the wake of the global attention she sparked, dozens of countries swiftly agreed to a treaty banning landmines. It's a powerful case of star power driving social change.

Lesson for managers: Encourage your talent to engage in genuine philanthropy or advocacy aligned with their values. It not only does good in the world, but also builds a reservoir of goodwill that can protect their reputation. Diana's goodwill was so strong that even when scandals hit (e.g. tell-all books, marital troubles), the public continued to support her. Jephson calls this quality "forgivability" – "sustained, modest hard work and emotional authenticity" earned Diana a kind of public forgiveness that no hired PR could ever buy. Every artist or public figure should aspire to that credibility.

Diana's image wasn't only about charity – it was also about style, glamour, and branding. She understood the power of fashion and worked with experts (designers, stylists) to shape a distinctive personal brand that complemented her philanthropic work. Jephson and her team knew that every outfit and appearance sent a message.

Fashion as Branding

Diana became a global fashion icon, and she used that status wisely. She developed a "royal uniform" with designers like Catherine Walker, Versace, and Dior. In the 1990s she shifted to more sleek, businesslike attire in neutral tones – deliberately "designed to reflect attention toward her charity work". In other words, her style evolved in service of her substance. This is a brilliant branding lesson: match your aesthetic to your message. Diana's elegant but unfussy later wardrobe signaled that she was a modern humanitarian, not just a princess in ballgowns.

Her fashion influence was so huge that designers literally named products after her. She was frequently photographed carrying distinctive handbags by Gucci and Dior – those models are now famously known as the "Gucci Diana" bag and the "Lady Dior" bag in her honor. Gianni Versace summed it up: "I don't think that anyone, before or after her, has done for fashion what Diana did." Simply by being herself and looking fabulous while doing good, she boosted brands and set trends worldwide.

Choosing the Right Collaborations

Diana did not commercially endorse products, but she was selective about associations. Modern managers can mirror this by choosing partnerships that enhance, not dilute, a client's image. The equivalent of Diana's approach would be choosing brand deals that enhance, not detract from, the client's image. For instance, if your artist supports environmental causes, partner with eco-friendly fashion lines or charities rather than fast fashion. Diana's consistent alignment of her image (glamorous and compassionate) made her brand extremely powerful and coherent.

She also knew when to say "no" to protect that brand. In 1996, after her divorce, Diana astonished the world by resigning as patron of nearly 100 charities at once – keeping only a half-dozen of her most important causes. This difficult "pruning" was done to avoid overcommitment and media overexposure. By focusing on just a few core missions (like AIDS, children's hospitals, homelessness), she ensured those efforts got her full energy and remained special. This is a form of branding by curation: sometimes less is more to prevent brand dilution.

Monetizing Image vs. Maintaining Image

In June 1997, at Jephson's encouragement, Diana auctioned 79 of her most famous gowns at Christie's, raising millions for AIDS and cancer charities – reinforcing substance over commercialism. The auction raised millions of dollars for AIDS and cancer charities while garnering positive press worldwide. It was a win-win: she decluttered her wardrobe post-royal-life, reinforced her charitable image, and benefited good causes.

Lesson for managers: Build a holistic brand where looks, messaging and values align. Say "no" often; select partnerships that truly fit. Help your client develop a holistic personal brand that aligns looks, messaging, and values. Be strategic in choosing brand partnerships or fashion statements – they should amplify the story you want to tell about the artist. As Patrick Jephson's tenure with Diana shows, an artist can become even more iconic by being selective and purpose-driven in their branding.

Perhaps the trickiest part of managing Diana was dealing with the media and paparazzi, which in her case were omnipresent and hyper-aggressive. Jephson had to help Diana walk a fine line between leveraging the press for her causes and protecting her privacy and image from tabloid exploitation.

An Ambivalent Relationship

Diana's relationship with the press was complicated. She decried constant hounding yet leveraged media when it served humanitarian goals. On one hand, she often complained bitterly about the constant hounding – "their constant presence made life impossible" she said at times. On the other hand, she also courted media attention when it suited her: she would "seek their attention and hand information to reporters herself". The Guardian noted that Diana understood a key truth: the media "were the source of her power". Without press coverage, she couldn't have had the global impact she did. This push-pull dynamic is something any high-profile manager can relate to – you can't ignore the media, but you can't let them run wild either.

Jephson confirms that Diana never hired a PR flak to spin her image. Instead, she mostly let her work speak for itself. However, during crises (like the breakdown of her marriage), she did occasionally engage in behind-the-scenes media maneuvering – for example, secretly cooperating with biographer Andrew Morton or giving that explosive BBC Panorama interview in 1995. Jephson candidly admits he "disapproved of these tactics but understood why she felt entitled to retaliate", given that Prince Charles's team was actively smearing her in the press.

Media Strategy Lessons

• Stay Proactive: If you don't tell your client's story, someone else will. Diana learned to occasionally feed her side of the story to sympathetic journalists to counteract negative press. Use truthful exclusives to correct the record. The key is doing it in a controlled, truthful way – Diana's leaks were usually to correct falsehoods.
• Build Respectful Press Relationships: Despite the paparazzi nightmare, Diana had a cadre of trusted royal reporters she would work with. She often chatted amiably with reporters on tour and kept up a rapport (the Daily Mail's Richard Kay was a close confidant). Cultivate a small circle of fair brokers for credible dissemination.
• Set Boundaries and Pick Battles: Diana sometimes took legal action or stood her ground when lines were crossed – for instance, she won apologies for false stories and kept her dignity in public. Enforce off-limits zones and say no to misaligned opportunities.
• Use Media for Good: Diana also brilliantly used the media's endless appetite to spotlight her causes. She knew any move she made would be photographed, so why not turn that into free publicity for charity? A classic example is her stroll through that Angolan minefield with HALO Trust: photographers swarmed, and those images splashed across front pages worldwide, instantly educating millions on the landmine issue. Redirect the glare toward causes (e.g., the Angola minefield walk).

Finally, Jephson's experience carries a cautionary tale: by 1997, after leaving the royal fold, Diana was more vulnerable to renegade paparazzi. The Paris car crash that killed her was directly caused by a high-speed chase to evade paparazzi. Jephson later opined that if certain deceptive media ploys (like the BBC's lies in procuring her Panorama interview) hadn't happened, Diana might not have cut ties with royal security so completely and "might still be alive today". This underscores that media handling isn't just image management – it can be about personal safety. The 1997 Paris crash followed a high-speed paparazzi chase, underscoring why security judgment must trump optics.

No career at the top is without crises. What matters is how you handle them. Princess Diana's life had very public ups and downs – from divorce and tell-all books to personal struggles with mental health – and Patrick Jephson often found himself in "crisis mode" trying to mitigate fallout. His approach provides a blueprint for managers facing any sort of PR or personal crisis with their talent.

Be the Trusted Adviser (Even When It's Hard)

Jephson sometimes had to deliver unwelcome truths. Honest counsel earned respect and created a foundation for durable decisions. Jephson has said that working for Diana was not always easy – "she was an aristocrat to her fingertips, capable of steely defiance if she felt she had been the victim of injustice". In plainer terms, Diana could be stubborn and fiery when upset. As her chief of staff, Jephson sometimes had to deliver unwelcome truths or advice that she might bristle at. For instance, he disapproved of her doing the secret BBC interview (which she kept even him largely in the dark about until it was too late) and might have counseled against it had he been fully informed.

Yet, honest conversations are part of a manager's job. Jephson earned Diana's respect over time because she knew he had her best interests at heart, even if they occasionally disagreed. He recalled that while she could be tough on her staff, she was also "equally quick to appreciate hard work" and often wrote personal thank-you notes to her team. This mutual respect is crucial.

Protect Reputation and Emotional Well-Being

He pushed back publicly on unfair attacks while privately supporting Diana's well-being. During crises, Jephson often became Diana's shield and strategist. When tabloid attacks got vicious – for example, claims that she was unstable or self-serving – Jephson vigorously defended her publicly. He has called attempts by Charles's camp to smear Diana's mental health "utterly contemptible" and refused to engage in tearing her down. A modern manager must sometimes play the role of public defender, issuing statements or pushing back on false narratives to protect the client's honor.

Leverage Goodwill Assets

Years of authentic service created resilience: even amid marital turmoil, Diana's popularity remained high. Earlier we discussed how Diana built up immense public goodwill through her charity and authenticity. That became a protective asset in crises. For example, when her tumultuous marriage and personal issues became public in the early '90s, polls still showed Diana far more popular than Prince Charles. The public gave her the benefit of the doubt, largely because they had seen her compassion and sincerity for years.

Quick Recovery and Narrative Shift

After high-impact moments like the 1995 BBC interview, dignified follow-through and refocus on service helped reset the narrative. Diana's 1995 BBC interview ("there were three of us in this marriage…") was arguably a crisis that she herself triggered – a risky move that aired the royal family's dirty laundry. After such a bombshell, Jephson's team had to manage aftermath: dignified silence from Diana following the interview, positioning her as someone finally speaking her truth, not a loose cannon. Indeed, the interview ultimately garnered sympathy for Diana and led to the Queen urging a divorce to end the turmoil.

Jephson resigned shortly after, feeling his position had been compromised by the deceptive way the interview was obtained (he was personally lied to by the BBC reporter). This brings another lesson: know when to exit. If a situation breaches your ethical standards or you can no longer serve effectively, stepping away can be honorable. Jephson left on good terms in 1996, and until Diana's death they remained amicable.

Finally, it's worth highlighting Patrick Jephson's overall management philosophy as evidenced by his work with Diana. It boils down to a blend of strategic prioritization, rigorous organization, and genuine human empathy.

Setting Priorities – Quality Over Quantity

Diana cut her patronages dramatically to focus on a select few causes and prioritized time with her sons – humanizing her public image and protecting energy. Jephson helped Diana make tough choices about where to spend her time and energy. We saw how she cut down her patronages dramatically to focus on a select few causes. She also adjusted her royal duties to prioritize her sons. Diana "organised her public duties around [her children's] timetables," making sure to be there for school runs and bedtime whenever possible. This was revolutionary for a royal at the time – it humanized her in the public eye and likely kept her personally grounded.

Staying Organized Amid Chaos

Jephson's calm, contingency-ready leadership gave Diana the space to perform. Meticulous preparation (names, local issues, context) made every interaction personal. Jephson is often praised for his military-grade efficiency. But beyond color-coded itineraries and briefing binders, being organized also meant staying mentally composed so that Diana could trust him no matter how crazy things got. He was the calm in the storm. If a flight was delayed or a security threat emerged, he'd sort it out behind the scenes while Diana kept smiling for the crowds. One of his colleagues nicknamed him "the Captain of her ship," steering through whatever waters.

Jephson also kept meticulous records – he knew exactly who Diana was meeting, the names of their kids, the causes important to them, etc., so Diana could make each encounter personal. Even decades later, he could recall detailed anecdotes of tours and meetings. This speaks to the care in preparation.

Humanity and Heart

He never lost sight of the person at the center. A human-centric inner circle fostered loyalty and performance. Perhaps the most striking thing Jephson emphasizes about Diana is that despite the pomp and chaos, she remained deeply human. "Private moments were best, when she could be herself," he says, noting her vulnerability, courage, and sense of humor. He also recounts how "her spontaneous compassion for people afflicted with every kind of sickness and ill fortune" moved him and taught him that true reputation comes from genuine kindness. Jephson seems to have not just managed Diana, but also learned from her.

Jephson protected Diana's humanity in practical ways too. He ensured that, when possible, her inner circle was informal and supportive. Diana "hated formality in her inner circle," preferring staff to be at ease around her. Patrick fostered a team culture where everyone felt invested in Diana's mission, not just following orders.

Grace in Exit

Jephson resigned in 1996 after establishing Diana's independent office, leaving on principled terms. Finally, an often overlooked part of management is knowing when to step back. Jephson resigned a year before Diana's death, once he had set up her independent office and felt she was on a solid path post-divorce. He left respectfully and later said he remained proud of the work they did. This is a lesson that sometimes, moving on is the right call – ideally leaving on good terms with your client's legacy enhanced.

Patrick Jephson's tenure with Princess Diana offers a masterclass in managing extreme fame with skill and integrity. Managing a celebrity of Princess Diana's caliber is rare – truly a once-in-a-lifetime challenge. Yet, in today's age of instant virality and global social media, elements of "Diana-level" fame can come upon rising stars faster than ever. Patrick Jephson's blueprint, forged in an era of tabloids and landline phones, is remarkably applicable to the digital celebrity world of 2025. Key takeaways:

In an age of instant virality, Diana-level fame dynamics can hit faster than ever. Jephson's blueprint still works: strategic, ethical, empathetic management that channels attention into impact. The tools have changed (TikTok and Twitter versus tabloids and TV), but the principles of strategic, ethical, and empathetic management remain timeless.

Jephson himself has since become a consultant on reputation management, distilling what he learned into advice for others. Reflecting on Diana's legacy, he said: "Duty, beauty and sacrifice are powerful cross-cultural images and Princess Diana will always be celebrated as the graceful embodiment of all three." For managers of artists, perhaps the ultimate goal is to help your client embody their own set of values so gracefully that they not only achieve great success, but also leave a legacy that transcends their field. Patrick Jephson did exactly that in service of Diana – and his playbook can help others aim for the same high bar.