Bossing It: Why You Have to Practice What You Preach with Abi Leland
Abi, founder of music supervision and composer agency Leland, began her journey in the 1990s, curating drum & bass and techno albums for record labels. At just twenty-one, she dove into music supervision, swiftly becoming a leading force in the UK's feature film industry. Her work with acclaimed directors like Kevin Macdonald on films such as "Touching The Void" and "The Last King of Scotland" solidified her reputation.
In 2005, Abi launched Leland, propelling the company into the limelight with impactful campaigns for Sony, Nike, Lloyds, and Honda. Notably, she shaped the soundtracks for the John Lewis Christmas campaigns from 2010 to 2022, helping to set the tone for these annual events.
Today, Abi leads an esteemed, award-winning team collaborating with top filmmakers worldwide. Leland's composer agency division boasts a select roster of renowned Film & TV composers, each celebrated for their distinct styles and talents.
Recent achievements include standout campaigns for the Paralympics, CeraVe, and Greenpeace; Netflix's 'Top Boy'; BBC's 'Small Axe' by Steve McQueen; Kevin Macdonald's 'The Mauritanian' & 'High & Low: John Galliano'; and Nicôle Lecky's musical drama series 'Mood'.
LBB> What was your first experience of leadership?
Abi> I set up my first business in 1999 when I was 21, working as a music supervisor on UK feature films. I didn’t have any employees at that point but I was responsible for the music on the productions I was hired for, so this required leadership based skills. At that age, I was somewhat winging it.
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?
Abi> Initially, I relied on instinct, but as the team expanded, I began to approach it with more deliberate thought. I wanted someone else to bounce thoughts and ideas around with, so I brought on a business coach to work with me. I have a genuine passion for running a business and all it entails – I’m quite geeky about it, actually!
LBB> What experience or moment gave you your biggest lesson in leadership?
Abi> I came close to burnout a while ago, and that was a big lesson for me. Being naturally driven is a blessing, but it can be a curse too if you don’t know when to slow down. You’ve got to practice what you preach.
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?
Abi> I have always had an independent and non-conformist spirit and am naturally ambitious. So, with these characteristics, it was inevitable that I’d end up setting up my own business.
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?
Abi> I think some personalities have a natural tendency towards leadership, but I also believe that many of the skills can be learnt. There should be space for different personalities to be leaders, and I push against any stereotype of what leadership should look like. Over time, I've grown confident in my own experience and knowledge, and now I enjoy passing on the baton for others in the team to develop their own leadership skills.
I also believe that companies should offer management training. Often, people climb up the ladder and then find themselves managing other employees without the necessary experience or skills. It's important to give people the tools they need.
LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Abi> I guess often the challenge is being pulled in different directions, trying to achieve my own goals while also being available to support others. I manage this by realistically planning my short-term tasks and long-term goals, creating a structured approach that helps me avoid being in multitask and troubleshooting mode.
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?
Abi> Yes, of course. My main lessons have been in learning not to be defensive and knowing when to put your hands up. If I think I’ve messed up, I’ll apologise and try to rectify it. Also, an apology that starts with ‘I’m sorry if you felt I was..’ isn’t actually an apology and is a sure-fire way to make the reciprocating party want to punch you! Took me a while to learn the art of an authentic apology.
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?
Abi> I’d like to think I am both transparent and considered, and careful when needed!
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?
Abi> I never had a mentor. I’m not sure mentorship was so encouraged or available as it is now. But I’m open to guidance and advice from wherever I can get it.
Formal education didn’t suit me so when I was 16, I left school and started working as a runner on feature films. My dad gave me three pieces of advice. The first was to learn and understand everyone’s specific roles. The second was to do each task I was given as well as I could, no matter what it was, and don’t wait to be asked be one step ahead. And the third was to ask questions. This advice has stayed with me throughout my career.
I enjoy being able to mentor other people, and many of which I’m sure will end up becoming great in leadership roles. I think it is part of getting older - I feel compelled to share my advice and experience and like to understand the ‘younger generations!’.
LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?
Abi> I like to be open in my communication, but I avoid ‘over-sharing’ or letting any anxiety I may be experiencing seep into my communication. I feel confident when I am clear in my vision for the business. I love to get input from the team and make sure everyone’s on board; I believe this creates security even through tricky times.
I also believe that if you are choosing to take on the responsibility of employing people, with that comes the responsibility of supporting them. I want them to come to me with their thoughts or concerns.
LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?
Abi> I landed my first music industry job when I was nineteen. It was incredible and I was in my element, and the company was small, so I was in the position to learn a lot. However, I also had some tough lessons - amongst other inappropriate behaviour I was told by older music execs that artist management and A&R weren’t job for girls. This was a small experience of prejudice but nonetheless it stayed with me.
It is important to me at this stage in my career to use my influence where I can, and to help bring in a new wave of people in our specialist area of the industry, with a focus on making it representative of the society we live in.
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?
Abi> As the company has grown, I have placed equal importance on not just the creative output and standard of our work, but also on the work-place environment and personal and professional development of the team. The identity of the company is based on internal culture as well as the work we do. The vibe in the office is so important for everyone’s happiness and I get a real sense of satisfaction in getting it right. I’m still the one that does the food shopping as I want to make sure everyone’s looked after!
LBB> What are the most useful resources you’ve found to help you along your leadership journey?
Abi> Learn from different perspectives. Hear people’s stories, whether that’s through fiction, journalism, and day to day interactions. It’s about coming out of your own bubble and remaining curious and engaged. Read books, listen to podcasts, take inspiration from people you admire.
