A Deep Dive on Leadership with Media.Monks’ Fernanda González and Niels Dortland
Niels Dortland and Fernanda González - specifically group creative director and group experience director - are the new leaders of Media.Monks’ product and platform practice in the US and Canada. They recently made the move to New York, having previously been leaders in their respective home regions of EMEA and LATAM.
Their new North American team consists of 235 producers, project managers, strategists, experience experts, visual designers and developers that craft stories, interfaces and experiences — including dotcoms, microsites, mobile apps, ecommerce sites — that create brands and help build deep emotional connections with audiences.
Fresh into this next step of their career, they offer a deep dive on their approach to leadership and career development.
LBB> What was your first experience of leadership?
Fernanda> My first leadership experience was at one of the first companies I worked for. Very few people understood digital platforms, especially in design. Despite my young age, I was able to represent my discipline to the team, and my ideas and opinions had an impact on the company. Although it was not an official leadership role, I learned the importance of taking initiative, being influential, and how that helped to move things forward.
Niels> At the beginning of my career, I joined Fred & Farid in Paris. I remember my first days, fresh out of art academy, inexperienced — a very nervous Niels standing in front of their smashing office just a few steps away from the Arc de Triomphe. I didn’t know what to expect. And when those doors opened, I got welcomed into a team that felt like a small creative family. At the head of this family stood this amazing creative director, Assaf Dagan, who managed this team like his own flesh and blood. Whatever creative challenge we were facing, he made everyone part of the conversation, the whole team. It was never about the individual or hierarchy — it was about us sitting there together, believing in each other, and creating amazing creative. He showed me that leadership should feel like camaraderie. This translates very well to the flat hierarchy model at Media.Monks, where everyone is invited to be part of the conversation whenever we talk about the next steps for client relationships or for Media.Monks as a company.
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?
Fernanda> Throughout my career, I have been mindful of the various types of leaders I have encountered. This includes not only my direct supervisors but also leaders in my industry. I have developed my own approach by observing their leadership styles and noting what works and what doesn't. I believe in creating an environment that fosters collaboration and enables individuals to do their best work. Instead of being a leader that everyone relies on to keep the team functioning, I strive to empower people to make decisions and recognise the significance of their contributions to the operation's overall success.
Niels> I feel that the kind of leader you are is very much tied to your personality. In that way, every leader is unique from the get-go, especially in the creative industry where the work you are doing — or managing — is more of a passion (I still believe that after a decade in digital). You figure it out along the way. And failing is also part of this, as a leader. During my decade in digital, I learned that I’m an enabler, strong at the start of things: pitch, project and relationships. Setting up frameworks that lead to success is easy for me. I leverage that to help people with their career, kickstart the project, then assist in steering them along the way. I often say: I don’t run teams. I build teams that run.
LBB> What experience or moment gave you your biggest lesson in leadership?
Fernanda> I've gained important insights into leadership during my journey, but the #MeToo movement taught me the most powerful lesson. It made me realize leaders' immense influence, especially when used negatively. This experience heightened my awareness of how leadership can impact individual careers and the industry. I now understand that every decision I make directly impacts the lives and careers of those who work with me.
Niels> For me, there isn’t one defining moment or biggest lesson. In my view, learning your way of leadership is something that takes decades or perhaps even your whole career. One important lesson is that leadership isn’t about making people understand your perspective. When you feel misunderstood, you are doing something wrong. It is about understanding the perspective of others and working with those different views to create great work. This is what I strive to do as leader at Media.Monks. It’s an exercise of letting go of your ego. This is key to becoming a great leader.
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?
Fernanda> Looking back, I've always been someone who isn't afraid to speak up, and I understood pretty fast that there is no such thing as a one-woman party; working as a team is crucial for success. It's super fulfilling to see what our team has achieved. I value collaboration and enjoy working towards a common goal. Being a leader comes with a lot of responsibility, but seeing the positive impact we can create together is exciting. I take pride in guiding teams toward success and motivating them as I see them grow as designers.
Niels> I’m not going to lie. I never knew and at times I still feel insecure. We have 235 Monks in the Product and Platforms team at Media.Monks. There is continuous growth in our team and in the wider organisation. We land and expand client relationships, we train, promote and hire, we never stand still. I think success for me as manager and as an organisation is scaling up without breaking, without a drop in creative quality and happiness in the team. It is hard to realise while running, but we are doing well: we just won Webby Production Agency of the Year for the third year in a row, got awarded for our experience design with Jacobs and are about to sign with the tech client of our dreams.
LBB> What are you trying to achieve in this new step in your leadership journey?
Fernanda> I'm excited to take on a new challenge and focus on a different aspect of the business. Over the past four years, I've had the privilege of working with exceptional individuals at Media.Monks to establish a regional operation that caters to both the US and LATAM markets. Now, being closer to our clients and partners, I'm confident in our ability to refine our services and ensure the quality of our work. Transferring everything I've learned and experienced from one region to another is a thrilling task, and I'm eager to keep advancing the UX practice in this significant market alongside Niels and the Platform.Monks team.
Niels> First and foremost, the move to New York City is about being closer to our clients. Remote working is here to stay, and we love the flexibility that this brings to our creative community. Calling in from your cabin upstate, that’s great. But being in a room together — especially for the first series of workshops — has been very fruitful for us. It is in those moments of close collaboration that you set the foundation for successful partnerships. It also brings us closer together. We’ve been working together remotely for years now, flying in and out, but being on the ground together is way more friendly for the planet and our partners.
LBB> How do you encourage teams to achieve the highest quality of craft at every level, even if you’re not in the weeds on the day to day work?
Fernanda> We hold ourselves to the highest standards. Our culture is built on this foundation. We know that exceptional work comes from teams who are motivated and passionate about their projects. That's why we take the time to dive deep into the details, developing processes and operations that support our teams in performing their best work. We are committed to excellence and aim to work closely with our teams and projects to offer assistance whenever necessary. Our goal is to consistently enhance the quality of our work and ensure that every member of our team feels supported and valued.
Niels> Who says that we are not in the weeds on the day-to-day work? No, without joking, we’re pretty close to the work and that is the way we like it. Craft and quality have always been at the centre of everything we do. For years our neon-mantra in the office shined ‘crafted with care, coded by coffee, celebrated with champagne’, and care is in many ways a mentality. We help our Monks develop and train that mentality. When we are not creating slides, we are talking to our community, learning from each other, practising ways of doing our work, experimenting with new tools. Each of these activities create a positive energy that facilities the care and craft that our clients are looking for. In short, the trick is to continue learning and help your team always reinvent itself to always have an answer to the question of what craft means today.
LBB> Why is this a crucial time for platform leadership to uplevel product offerings in the US and Canada and beyond?
Fernanda> In today's fast-paced market, it is crucial to keep up with the latest trends and adapt quickly. Our team is highly dedicated to working closely with clients to pinpoint their challenges and determine the most effective strategies to optimise value in every project. We acknowledge that we are currently experiencing significant changes in technology, business, and economics, and we need strong leadership who can skillfully navigate these shifts and drive success.
Niels> The US is one of our largest markets and is therefore worth every investment. While the recession is slowing the market down, we are facing a technological paradigm shift: AI just might be the biggest thing we’ve seen since the launch of the iPhone, or perhaps even the start of the internet. We are here to work with our teams to make sure we deliver against the promise of AI. Many of our clients are asking us to help them prepare for the future. There is uncertainty and a ton of questions combined with unstoppable excitement. That is a cocktail we like, and we want to be on the ground to help our clients navigate this new landscape. If you fancy a coffeeGPT, hit us up!
LBB> What can we expect from Media.Monks in the US & Canada in the coming years?
Fernanda> Our focus is on the present, but we also prioritise creating a strong foundation for the future. We are focused on flexibility, adaptability, and innovation in the face of today's challenges. We love to push creative boundaries and we like to view friction as a chance for growth and disruption.
Niels> We’ll continue doing what we do best: design and build digital products that create lasting value for both brand and consumer. These days, our services offering goes well beyond this as a truly integrated digital partner, which means we can serve our clients end-to-end with all their marketing activities. Having content, data, media and technology all in house enables us to deliver with speed, quality and efficiency. That is what clients need in this era, and that is what we bring to the market.
LBB> What are you most excited about as you take on a new leadership role at Media.Monks leading the platforms team US?
Fernanda> I find it fascinating how current business environments and user behaviours are impacted. Adapting and staying ahead of the curve presents an exciting opportunity, as innovation often arises from challenges. We are in an ideal time to shape our services to better assist our clients. I am thrilled to explore and test different solutions from a UX and strategic perspective and see how we can approach these challenges.
Niels> We tend to talk a lot about trends, technology, tools and the innovation they bring. I’m a bit of a geek and I agree those are interesting. But I’m even more intrigued by the change of behaviour this innovation brings. It is not only about how AI can help us as designers, or humanity as a whole; it is the expectation users will have of our products after they get used to AI being part of their life. It is this change of expectation and behaviour that will drive our design decisions. That is one of my obsessions and will be a big part of the focus for the US and Canada team: future-proof products that seamlessly integrate into the day to day of our users.
LBB> In today’s landscape of digital creativity and the ever evolving realm of digital products and experiences, what are some of the most important traits for leaders?
Fernanda> I would say resilience and flexibility to adapt and innovate.
Niels> Willem de Kooning said, “I have to change to stay the same.” The world is a fast-moving place – especially in our industry. In order to make sure we deliver quality in both work and leadership, we have to continuously change and adapt. In my experience, the best way of doing that is to listen to the people around you and act accordingly.
LBB> What tools and resources would you encourage your teams to get well-versed in?
Fernanda> It can be tough to keep up with the ever-changing landscape of design tools. That's why it's important for teams to focus on mastering design principles, methods, and processes. It's also important to stay informed about emerging technologies and how they can be used to improve the design process. For managers, understanding project management tools and budgets is crucial to comprehending the business aspects of the work.
Niels> I wish I could point you in the direction of a magical website or app, ideally made by Media.Monks, but the most useful resources are your network and the creative community around you. Managers from jobs before, people in other parts of your organisation or even world. It is so easy to connect these days. Go out there and have conversations — there is the value.
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?
Fernanda> Leadership is a skill that anyone can learn, and there are many different types of leaders. While there may be a stereotypical image of what a leader should be, I believe that leadership can be taught and developed with the right environment. One thing I appreciate on our team is seeing individuals showcase their unique leadership traits as they are given the opportunity to grow and develop their own style.
Niels> Everything can be taught and learned. I’m a firm believer that one can do anything they set their minds to. I think your upbringing, education and certain personality aspects like patience kickstart your career as manager. But 90% can be learned while being on the job by observing and self-training —and knowledge and insights are up for grabs these days.
LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Fernanda> Leading and motivating a team is an incredibly challenging task that requires constant attention and effort. As a leader, you must prioritise both the wellbeing of your team members and your own emotional health. Balancing these two aspects is a delicate art that demands daily attention and commitment.
Niels> Personally, the most challenging part for me is finding the balance between client work and team work tasks. It is hard to juggle running projects, pitches and people. What helps me is taking the time to pause.
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?
Fernanda> I value transparency, and I think it's important to understand the unique circumstances that enable team members to support each other in achieving shared goals. As a leader, it's my responsibility to assess situations and determine the best path forward, keeping in mind that the decisions I make will impact the client, team, and business.
Niels> It is not one or the other. Transparency and openness is key. In ways this ties back to my first answer about camaraderie and working as a family. None of that works without an open honest relationship between coworkers. That said, I believe in transparency with care for context. There is a time and place for everything. Be considerate.
