5 Lessons in Leadership once the Bullsh*t is Removed

The internet is full of articles on leadership. So why read another one? Well for one thing, I think everyone’s career circumstances are unique, so the more I can read from people working within our industry and across job roles I’m familiar with, the better. But these lessons on leadership came when I was in a place I reckon many people in the industry feel like they are or have been – one where I didn’t really feel like a leader at all.

I was recently put forward by my agency Brave Spark for the AAR’s ‘No Bullsh*t Leadership’ course. It was a really exciting moment, but in truth I was quizzical about why my boss had chosen me. Every time I got referred to as a leader (or a future leader) I got imposter syndrome. I’m not a leader, am I? 

It turned out, from attending the course, I wasn’t alone in feeling this way. So I guess learning one should really be: if you’re sceptical about leadership and the qualities it requires, it may be time to have a rethink. Be open to considering your assets and what being a leader could mean to you.

But now on to my ‘official’ learnings. My own attempt to – as the course says – liberate people from the bullsh*t that surrounds the subject of leadership and understand what it takes to be an effective leader.

1. You don’t need to have it all figured out

There’s that imposter syndrome again. It’s tempting to think that all senior leaders are always in complete control. That they’re always one step ahead and never falter. But it was constantly reiterated on the course that they don’t. All most leaders are doing is what you would be doing – trying to do their best. Allowing yourself to embrace vulnerability, to admit when you don’t have the answers, can lift a weight off your shoulders and actually make you feel free to make smarter decisions – and set a healthy example to those around you, where others feel safe to do the same.

2. The worst decision you made is the one you didn’t make

Lesson #1 felt liberating, but don’t let it paralyse you into not making decisions at all. “Decision-making must be reframed from a fear of making mistakes to a fear of not making decisions quickly enough,” was probably my favourite phrase in the whole course. It requires an element of restraint and agility to act accordingly, but it’s an actionable point that I’ve been using ever since and helps to build momentum and energy that’s particularly critical in an industry like ours. Recognise that you have a voice and should feel confident in using it. Not every response needs to be perfect – mistakes are opportunities to learn and grow, as long as you’ve fostered an environment where you can quickly adapt and learn from them.

3. Everyone is craving transparency

Being clear about decisions, challenges, and changes to your team and agency helps build trust and reinforces a culture of honesty and integrity. How often have we seen agency cultures hampered by gossip and rumour? Strive to create a workplace where everyone feels informed and involved – whether you’re at the very top of the agency tree or not. It can be of huge benefit to the people you manage too, being open and transparent in encouraging them to speak up, share their ideas, and feel valued will not only help them grow but also enrich the team as a whole.

4. (Actually) prioritise your wellbeing

How often do we give this advice, how rarely do we truly follow it? We get into the mindset that it’s important to feel stretched – that it’s almost a badge of honour to be stressed. And the industry has normalised the idea that ‘max capacity’ isn’t working at 100% of a 9am-5:30pm day, but 150%. I certainly won’t have been the only person in an account management role to have suffered burnout, and it’s important to understand that hitting your limit isn’t a sign of weakness. In fact, strength lies in being able to say no and seek support when needed – whether you’re asking for additional help on a project or for a long weekend. I came away from the course with an official objective to say no when I’m at (the real version of) max capacity.

And a bonus point: if you can do that, you can also ensure you prioritise the wellbeing of the people you manage too. Making your team a top priority not only makes them feel appreciated and in turn productive but also gains respect from clients who appreciate a well-cared-for and motivated team. As one course speaker explained: “By being fit, happy, and motivated, we can serve our clients better." 

5. Make time to learn

With the aforementioned ‘busy Senior Account Director badge of honour’, even the most ambitious in our industry shirk the training sessions and courses that are here to genuinely help us. On reflection, amongst all the learnings, perhaps my biggest takeaway from the course was that it was possible for me to do it. It helps to have an agency that creates an environment to be able to do that, but it also requires a fortitude and commitment. It also helped that this course – as the name suggests – cut out the bullshit. And it made me realise early on that making the time to learn wouldn’t just help me better myself, but those around me too. That shifted my mindset and became a hugely motivating factor. And I hope that others around me will feel the benefit too.