Bossing It: Mike Day on Authenticity and Integrity
Mike Day is CEO of Palma Pictures, one of Europe’s leading production service companies. He has spent his entire working career within the world of film, having started in the industry as an 18 year old runner.
Originally spending time in the technical areas of camera and sound, he moved into production in his early twenties and has remained there ever since. He has worked within a variety of roles including; assistant director, production manager, producer and production executive across feature films, television dramas, entertainment formats and advertising campaigns.
Having joined Palma Pictures as a producer in 2000 to launch their London office, he moved to Spain and became managing director in 2003 and subsequently CEO / managing partner in 2007. He is passionate about visual story telling in all of its many forms.
LBB> What was your first experience of leadership?
Mike> Playing team sports as a kid lent itself to one naturally seeking to achieve a common goal (to win!), with all the associated benefits of looking to lift your team mates’ spirits, celebrate successes and commiserate failures. All good leadership lessons learnt.
As a young adult, I quite quickly found myself in management positions, both at companies and on projects. And I soon realised that to be effective as a production manager, assistant director and latterly a producer, leadership skills were important.
Whether producing short films, music video albums and TVCs, or working in larger features teams it quickly became apparent to me that I needed to learn how to bring my colleagues (willingly) along for the ride.
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?
Mike> It is easy to find inspiring individuals to aspire to emulate, whether they be historical or current ones. However, copy catting never works and so I would say I strive to be authentic, act with integrity and work hard to motivate colleagues to want to join you on a collective journey.
I certainly don’t hold stock in an authoritarian approach and much prefer supporting people with clearly defined objectives, autonomy and authority. A key facet to my role is enabling others to do theirs and be a sounding board for their own ideas and suggestions.
As a famous man once said ‘Leaders are dealers in hope’. In my book, a phrase that carries a lot of merit.
LBB> What experience or moment gave you your biggest lesson in leadership?
Mike> Inevitably it’s those crises that ambush you without warning that really test your mettle. They require fast and accurate decision making and it’s only really when you are at the other end of the tunnel that you can reflect on how you reacted and coped. There are always lessons to be learnt.
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?
Mike> My career has been one of seizing opportunities that presented themselves, rather than looking to follow a specifically delineated path. Along with those opportunities has come the responsibility to lead, so I have simply endeavoured to do my level best.
My success in doing so is probably a question best answered by my peers and colleagues!
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?
Mike> I think there is certainly a nature / nurture mix, but a lot can be learned.
LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Mike> I like things to move at speed and it’s fair to say that perhaps sometimes I lack the patience to bring along late adopters. Taking the time to step back and reconsider any concerns they may have, is important.
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?
Mike> Failure is a broad term and I think it is important to recognise that one fails in some part each and every day. As long as one looks to reflect and learn then hopefully one doesn’t make the same mistakes twice (at least not too often..).
LBB> In terms of leadership and openness, what’s your approach there? Do you think it’s important to be transparent as possible in the service of being authentic? Or is there a value in being careful and considered?
Mike> Transparency is a good thing and, I think, necessary. If you are trying to persuade people to join you on a journey, then you should take the time to help them understand your ambition, motivations and approach to decision-making.
Some situations call for speed, whereas in others one has the luxury of time and careful consideration.
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?
Mike> I have been fortunate enough to have had a number of mentors through my career, with each bringing their own, markedly different, experiences and perspectives. I’ve also found that learnings are equally valuable from younger and perhaps less experienced colleagues. Folks who haven’t yet become native to a certain approach and methodology can often provide surprising and welcome insights.
On mentoring, I simply try to have an open-door policy and look to provide the best advice and support that I can.
LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?
Mike> In my experience waters tend to be more often choppy than flat for one reason or another.
I try to only worry (not always successfully) about what I can control. At the end of each day, if you can look yourself in the mirror and know that you have tried your best, then dust yourself off and go again, and again…
LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?
Mike> At Palma Pictures we have always believed that a more inclusive culture fosters a richer range of views, inputs and experiences. It’s something that we embrace and our approach is championed by our fabulous head of talent, Debbie.
Having the privilege of working with production partners from such a wide range of territories has also informed our approach to team building and we have at least ten nationalities represented amongst our 70+ full-time team members.
We believe that our broad cultural mix creates a solution-oriented focus, as folks tend to approach challenges from different angles.
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?
Mike> Culture is more than important, it’s critical, with the health and validity of it being determined by a myriad of actions and conversations.
To maintain its relevance requires constant effort and a determination to keep walking towards it.
One of the initiatives designed to enhance team communication and interaction, is our ‘Friday Pulse’ survey. An anonymous poll which takes the temperature of our teams and is also a platform for celebrating successes, thanking colleagues and airing frustrations. We have always believed in authority and autonomy. With offices in different countries and a number of displaced team members, remote and hybrid working is par for the course.
Though it does need deeper thinking and structure. In particular when one considers development and it’s important that we don’t drop the ball on assisting our team in having access to the broadest range of experiences and conversations as possible.
LBB> What are the most useful resources you’ve found to help you along your leadership journey?
Mike> In terms of resources I would say, being mindful of;
Seeking advice from trusted friends, who will give you unvarnished and candid feedback and not be afraid to call you out if you are getting it wrong.
Being constantly and relentlessly inquisitive.
And categorising those decisions that I have to take versus leaders with far greater responsibility than mine. A helpful grounding and perspective.
