Agency CEOs, despite advertising getting increasingly complex, are trending to more flexible and employee-centric management styles.
Leadership is no longer associated with being a dictator to get the best results from people, Medibank CMO Lisa Ronson said on stage at AdNews' Emerging Leaders awards this month.
As a result, some of adland is seeing CEOs reshape their leadership roles by embracing authenticity, self-care and perks to balance employee pride with the needs of running a business.
A common struggle for many in advertising is a feeling of guilt by working for an industry that supports capitalism and consumerism.
This too worries dentsu CEO of client and commercial Australia Fiona Johnston.
“I think we over apologise for working in advertising because it's ‘dirty’ selling stuff,” Johnston told AdNews.
“But I think we completely underestimate what we do in communications, be it creative, media, or otherwise, the work that we do is super difficult, complex and changes all the time.”
To help elevate these employee feelings, Johnston leads by encouraging employees to take pride in what they are doing.
Because when people find purpose in their jobs that's when success is fruitful.
“There is no one else that exists in the melting pot of what goes does and doesn't go out into the world. So it's a really important job. And it's a hard job,” Johnston said.
“It's very easy to judge on the sidelines, it's much harder to affect change from the inside.”
For Publicis chief media officer Imogen Hewitt prioritisation is the biggest challenge in her role which oversees 800 people across media.
“There's a lot of things that could be done in this role, so the challenge is which are the things that are going to make the biggest difference to the most people,” Hewitt told AdNews.
“I try to think about what 20% of things are going to make 80% of the difference.
“I have a tendency to balance what I call sensible prioritisation, with passionate distraction. Because if there is a question that I think I can add to, or if there is something I think I can help solve, then it's almost impossible for me to not want to lend a hand in that area.
“Somewhere between sensible prioritisation and passionate distraction is where I'm spending most of my day.”
Fiona Johnston, Imogen Hewitt, Sian Whitnall, Nick Behr, Laura Nice and Jimmy Hyett.
With the rapid rise of independents in the adland over the last few years, is a different style of management a key to their success?
This is Flow CEO Jimmy Hyett would tell you it's his relaxed and casual persona that's rooted his management style leading the agency to win AdNews’ media agency of the year award two years running.
“In a world of old corporates and serious conversation – the heart and soul of our industry is people first, relationship driven service, with a passion that shines brightest – and it resonates more than ever today,” Hyett told AdNews.
Flow has avoided growing pains with an operating model that’s all about ‘work hard, play hard and relax well’.
“We all know there are times when you roll the sleeves up and get your hands dirty. Then there’s the reward of fun – consistent banter, games, atmosphere, events, cocktails, and competition,” Hyett said.
“But 'work hard, play hard' isn’t sustainable without balancing reset and being able to build the energy stores back up.
“Gone are the hold co days of 7am starts and 9pm finishes - Flow is strictly 9-5 with a 9-day fortnight.”
It's one thing to hear how great a CEO’s leadership style is from the mouth itself, but Kaimera CEO Nick Behr opted for one of his longest running employees to describe his management style.
From Kaimera senior content and marketing manager Ella Dalton’s perspective Behr’s detail-oriented, structured and humorous style has always stayed consistent.
“Walk into the office, and you’ll find Nick already on the move. A stickler for time, he’s the guy who’ll greet your 9:00 AM arrival with a cheery, ‘Train delays?’ It’s his way of keeping everyone on their toes—strict but always with a dash of humour,” Dalton said.
“Tardiness is not a quality he embodies. He is a leader that leads by example.
“Mid-morning, Nick is doing his rounds, checking in with the team. You’ll hear his signature ‘How you doing? Lots of work to do?’ before you see him. He’s got an uncanny sense of timing, knowing exactly when to drop in and disrupt your flow - often just when you need a quick break, laugh or a fresh perspective.
“If you’ve got a one-on-one, lace up your shoes. Nick’s idea of a meeting isn’t confined to four walls; it’s a brisk walk with Dash, his dog—and the true MVP of Kaimera. These ‘meetings’ are classic Nick: laid-back, conversational, and if you’re lucky, you might get a word in – but that’s just due to his genuine passion, enthusiasm and endless bank of ideas.
“As the day winds down, you’ll likely find Nick straightening the blinds—because they must be perfect—or making sure every last detail is in place. It’s his unique balance of discipline and levity that defines The Kaimera Group’s culture.”
While two cooks in the kitchen may seem like overkill, but to lead one of the country’s largest media agencies OMD co-CEOs Laura Nice and Sian Whitnall’s secret weapon is tackling challenges as a collective.
“To get the best results, I champion our people to be authentic and honest and I lead by example. I believe being open and genuine builds a team spirit that’s strong and fun,” Nice told AdNews.
Especially as Nice tries to juggle her role, a family life and staying healthy this workplace village is crucial.
“Its an impossible task if you do it alone. I’m all about getting the right balance and making sure I’m present for my kids and taking time for myself to reset,” Nice said.
“I don’t always get it right so importantly I take time to reflect, and course correct when I can. To be a productive leader, taking care of yourself is not just a luxury but a necessity and key to success.”
Whitnall echoes this as the superpower of a CEO is the ability to create a village and bring people together.
“It’s the power of the collective, we all work best when we have someone to bounce our thinking off or challenge our perspective which requires mutual respect and understanding,” Whitnall said.
“How do you do this? Find the moments and opportunities for connections, unfortunately for our team, it could mean challenging them all to ‘Run Melbourne’ together (which they did, and they crushed it), despite your own personal fitness limitations.
“Or it could also be taking a few minutes out each day to challenge someone on the NYT Connections game. It doesn’t have to be over-engineered, but by creating the moments that bond, I believe you drive great outcomes for all.”
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