Bossing It: Being a 'Learn It All' Leader with Anson Sowby

Anson is the CEO and co-founder of Battery, a global creative company who developed a unique working model that’s part Hollywood storytelling mixed with classic brand principles done the Silicon Valley way. The company has been celebrated as a three-time Ad Age Agency of the Year with offices in Los Angeles, Chicago, Toronto and Shanghai, and working with forward-thinking clients like Netflix, Land O’Lakes, Warner Bros Games and Vail Resorts.

LBB> What was your first experience of leadership?

Anson> As a kid, I grew up Mormon and served a mission in Brazil. I was thrust into various leadership positions as a teenager leading the church in rural areas. The biggest challenge was learning the language, but adapting to the culture was the fun and easy part.

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?

Anson> I didn’t set out to be a leader. Together with Phil Khosid (my business partner), we had an idea for an ad agency so we created it! I set out to be a founder, but had to learn how to be a leader along the way. I had a lot of great mentors throughout my career before Battery, so I figured if I modelled their behaviour and even if I became 50% as great as they were, then I’d be on my way.

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

Anson> The day I realised I didn’t work for Battery’s clients, but rather I worked for Battery’s employees. I’m so thick-headed that it took me a few years before that light bulb went off in my brain.

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 realizing that you had it in you?

Anson> I knew I always wanted to start a business, but I never thought of being a leader. I am definitely not a natural leader and it doesn’t come easy to me. I go through imposter syndrome all the time, but my philosophy is to stop and listen. Asking more questions than giving advice. Rule number one: be a Learn-It-All not a Know-It-All. I’m not always true to that so it’s a daily effort.

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?

Anson> I’m proof that it doesn’t have to come naturally. I believe anyone can become a leader if they work at it. The stigma isn’t true - you don’t have to be charismatic, outgoing and you definitely don’t have to be the smartest one in the room! God knows I am not.

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

Anson> Slowing down. My personality is to always be on the go-go-go like a roadrunner. But to truly be an empathetic leader, I need to slow down to understand where someone is coming from, what drives them, what’s important to them and what their goals are.

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?

Anson> How about every day! I always feel like I’m not doing enough for our employees and I’m probably right. I continuously have to remind myself to stop, check-in, listen and keep the focus on what they need and what Battery needs from them.

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?

Anson> That is a VERY difficult balance and I believe it depends on the person. Too much information can be a bad thing for some, but empowering for others. It can also change over time for the same person. The name of the game is empathy. 

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?

Anson> I’m lucky to have many past bosses who are now my mentors. I’m also a member of the Young Presidents Association (YPO) that I jokingly refer to as “Therapy for CEOs”, where we share our struggles and successes with each other in monthly forums as support groups.

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

Anson> Empathy and just being there for them. Stop and listen and seek to understand.

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

Anson> You’re only as good as your people, your people are only as good as their environment, and their environment is only as good as it is diverse. That’s always been a focus and always will be. 

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?

Anson> It’s been very hard to keep it alive during the pandemic, especially with new team members. But instead of the never-ending Zoom happy hours (which we were guilty of in the beginning), we’ve stuck to our core beliefs and encouraged an atmosphere of listening and support. Everybody’s different, and a good culture means different things to different people, but support and listening is universal. Yes, I know that sounds cheesy but it’s true. 

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

Anson> Being a member of YPO, hands down.