Bossing It: Treating Each Day as a Way to Learn and Be Better with Evan Russack

Evan Russack is co-founder and partner of Boulder-based creative agency WorkInProgress. Evan leads new business along with the Account+Strategy team, working across brands including Sling TV and previously Mike’s Hard Lemonade, 37.5 Technology and Nescafé. His success stems from his obsession to deliver transformational business results to his clients. Under his leadership, WorkInProgress has been named an Ad Age A-List Standout Agency (2022), twice recognized by Ad Age Small Agency Awards (2020, 2022) and twice listed to Outside Magazine’s Best Places to Work List (2021, 2020). 

Prior to starting WIP, Evan was part of the Domino’s account leadership team at CP+B, worked across a variety of Kraft-Heinz brands and led the Global Infiniti account. Evan got his start in advertising working for EuroRSCG and running his own agency. Before entering the agency world, Evan was a professional Brewmaster, running breweries and developing marketing campaigns. 

LBB> What was your first experience of leadership?

Evan> Years ago I participated in a community leadership programme that was geared towards cultivating civic leaders. I had never done anything like this, and on the first day we had to do a ropes course. I am terrified of heights, and my partner was even more terrified than I was. So in that moment, when I saw him shaking 10 times harder than I was while being 30 feet off the ground, I put my fear aside, looked him in the eyes, told him we would get through this together and then laid out a plan, and together we navigated the course. 

LBB> How did you figure out what kind of leader you wanted to be – or what kind of leader you didn’t want to be?

Evan> I gained perspective by reporting to a variety of different people. You learn what you like and don’t like and what you would do differently. More importantly, you need to have opportunities to lead where you succeed and fail, so you can see what works to develop your personal leadership style. 

LBB> What experience or moment gave you your biggest lesson in leadership?

Evan> I recently went through an executive leadership programme where feedback was collected from my peers and partners. The process has been incredibly eye-opening. As much as we want to think we’re perceived a certain way, we’re not. And being exposed to reality in a thoughtful manner and then being given the tools to improve is a powerful experience. One that I wish I had done sooner, and something I will continue to do moving forward. A reminder that even at the most senior levels, feedback is a powerful tool all leaders need.

LBB> Did you know you always wanted to take on a leadership role? If so how did you work towards it and if not, when did you start realising that you had it in you?

Evan> I think so. I think it is a natural thing to want. And then you have to understand where your deficiencies are and work on them. In doing this your style of leadership emerges, but the journey is never over. There are always areas of improvement, things that can be approached differently. The key is accepting this and treating each day as a way to learn and be better. 

LBB> When it comes to 'leadership' as a skill, how much do you think is a natural part of personality, how much can be taught and learned?

Evan> If you have the ability to be vulnerable and introspective, and have the wherewithal to realise you don’t need the recognition, then it can be taught, and learned. We all mature at different times, so it just depends on where the person is on their journey and their willingness to not have to be the centre of the show.  

LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?

Evan> Being patient and reminding myself that it's not about me. It’s about the team. It’s about giving everyone a voice, allowing them to be heard and guiding them towards success. There is true joy when you can get to this point and be there consistently. It’s easy when times are good, but when it gets hard, the knee-jerk reaction is to get more involved, and that is a mistake. To succeed, it’s about being consistent, and to be consistent you need to be present and believe in the team around you and trust them. 

LBB> Have you ever felt like you've failed whilst in charge? How did you address the issue and what did you learn from it?

Evan> I have been trying to not use the word "fail,” since it carries a negative connotation, but I have not shown up in the manner that I needed to for the team around me. It was not good and potentially damaging. Luckily the relationships I have are so strong that a team member came forward and expressed their feelings. The dialogue that ensued was powerful and transforming. 

LBB> In terms of leadership and openness, what’s your approach there? Do you think it’s important to be as transparent as possible in the service of being authentic? Or is there a value in being careful and considered?

Evan> It’s a balance for sure. You have to be transparent with certain things, as it brings people into the process and reveals all the things that are at play. It also displays vulnerability, which you need to do in order to be true to who you are. We can’t be robots, we have to show emotion, but the emotion has to be balanced and be authentic to who you are. 

LBB> As you developed your leadership skills did you have a mentor, if so who were/are they and what have you learned? And on the flip side, do you mentor any aspiring leaders and how do you approach that relationship?

Evan> I’ve been fortunate to have had many mentors in my life. And I’ve learned so much from each of them. The key is opening yourself up, being vulnerable and being willing to listen. Perhaps one of my greatest mentors was my college professor with whom I became close friends after I graduated, and then he passed from cancer at way too young of an age. He taught me to believe in myself and my thoughts. I derive great pleasure from mentoring aspiring leaders. I approach it in the same way: making myself open to hearing what they are grappling with and then offering thoughts and advice but always making it clear that they have to find a path forward that is true to who they are. 

LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?

Evan> Deep breaths. Being thankful for what we have. Being realistic about what’s to come. Enabling the team to be successful and supporting them the best that I can. And manifesting what we want. If you make a plan and focus on executing the plan, you can achieve it. 

LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?

Evan> DE&I must be part of a company’s DNA for it to truly be a priority. Which is why DE&I is intertwined in how we run the agency. In approaching it this way, we can hold ourselves accountable by taking certain actions and making certain investments. For example, we created a DE&I Advisory Board so we can continue to learn and be challenged. We also share our DE&I data with AgencyDEI and post it publicly to our website. Our DE&I policy is shared with the agency so everyone is aware and involved. 

It’s also important to us to have an impact on the community, in addition to the agency, which is why we created a DE&I programme called Opening Shot (openingshot.org). It gives people who want to get into the advertising industry production experience through attending a video shoot.  

LBB> How important is your company culture to the success of your business? And how have you managed to keep it alive with increases in remote and hybrid working patterns?

Evan> The culture is paramount to our agency being successful. It’s the people that make what we do possible, and if they don’t believe in the agency or feel like they can make an impact, then we can’t expect them to deliver great work day after day. Having company events, and being in the office on the same two days a week, has enabled us to retain and grow our culture. 

LBB> What are the most useful resources you’ve found to help you along your leadership journey?

Evan> First and foremost, a willingness to be vulnerable and embracing the power of having a beginner's mindset. This mindset allows me to make an effort to try to always hear what is being said, not what I want to hear, which is key in a leadership position. 

As mentioned, participating in executive coaching along with reading and listening to a lot of podcasts, is extremely helpful in my day-to-day. I’ve also found that connecting with my peers is imperative to being a good leader. It can be lonely at the top, but learning from them and realising I am not alone in what I am experiencing or feeling has allowed me to approach situations with more empathy. Finally, meditation has become very valuable over the years.