Bossing It: Being an Ever Evolving Leader with Daisy Domenghini

Daisy joined VaynerMedia’s London office in October 2021 as head of client partnerships. Quickly excelling in the role and facilitating the arrival of Indeed, Diageo Zalando and Durex, she also oversaw the management of key VaynerMedia accounts including NatWest and Kraft Heinz. She was promoted to managing director in September 2022.

In her role leading the agency across EMEA, Daisy continues to work on the development of new business and partnership opportunities - as well as ensuring existing client relationships go from strength to strength. She oversees the launch of new office locations and champions VaynerMedia’s reputation as the world’s most contemporary global creative and media agency.

Her personal ambitions as head of the agency are “to create an environment where people thrive and leave knowing more than when they started, setting them up for future success. I want to develop the best modern marketeers in the industry, a place full of platform practitioners who actually deliver work that real people see and react to, not just our peers.”

Daisy started her career working client side then agency side in the retail and hospitality sectors, before going on to work in FMCG, finance and travel. She held roles at Libertine and Partners Andrews Aldridge (part of the Engine Group) which eventually became Engine Creative where she remained for over 11 years. The latter part of her time there saw her lead all the agencies Global relations as Global Client MD. During this time, she managed work across multiple disciplines from CRM through to ATL for some of the world’s biggest brands, including E.ON, News UK, Santander, Tripadvisor, Jagermeister and Red Bull.

LBB> What was your first experience of leadership?

Daisy> Throughout my childhood, there were signs of leadership without me really knowing it. From being a sixer in my Brownie pack and becoming a ‘young leader’ for the Girl Guides, to directing the class school plays, leading sports teams and school fundraising events. I was never one to take instructions at school but always the one wanting to take charge. This was partly because I hated being told what to do but also because I felt more ambitious about what we could achieve than those around me.

I was lucky that I went to a school which gave you space to be creative and learn how to hone those skills. They taught you the roles others could play and, most importantly, how to work together as a team. 

However, the first time I’d say my leadership skills really came to the fore was when we had to put on a Fashion Show for the school. It became ‘the’ event on the school calendar. Not to be outdone by previous years or short of ambition, I managed to pull in favours along with two friends and turned it into a highly sponsored event. Thanks to some of the UK’s biggest brands (at the time) we raised over £15k for charity, which in those days was a lot in one night. It’s fair to say we changed the face of the school fashion show and really raised the bar that year!

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?

Daisy> The best leaders in my eyes are ones that are ever learning and ever evolving. 

Like anything in life, however, there are values that I think are at the core of my leadership style and underpin how I lead. As a leader, I would say my strengths lie in being incredibly empathetic to others and their situation. I always try to put myself in the other person's shoes and think about what might be causing them to act in a certain way. 

As a result, I have had to learn to not be so quick to judge people, but to really take time to listen and give people a chance to prove themselves. I like nothing more than helping them to find their path and purpose. I also feel as a leader it’s important to give everyone clear direction and purpose in everything they do, so they understand the role they are playing in the bigger picture.

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

Daisy> There have been several moments, but a recent one was when in hindsight I’d overreacted to something two of our creatives had done of their own accord. My reaction didn’t sit well with me and I did a lot of thinking about why. In that moment, I had failed as a leader, rather than recognise the commitment, entrepreneurialism and passion towards the agency they had shown. I had been caught up in my fears of how it would be perceived by others and therefore reflect on me. 

Rather than hide away from it, I confronted my feelings and explained to them why I had reacted in that way. It allowed them to see me as a human, but also showed that really I am there to support them, not just in words but actions.

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?

Daisy> I don’t think there was a defining moment, as my personality and natural demeanour has always been to try and take charge. I have had to learn as a leader to let go of that and let others play their part. 

The biggest thing I’ve struggled with is the journey of getting to where I am today. If I look back and think about the process, I would say it took me too long to get to where I am today given my ability, probably because of my own voices of self doubt. The gremlins that tell you you’re not good enough got in the way. Too often I looked for validation from my peers rather than being confident in my own capability. 

I’ve never been hierarchical and I think that has worked in my favour, as a fear the industry often ingrains in you is that you are too junior to meet the CEO. That’s never affected me or held me back from talking to who I need to. 

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? 

Daisy> Not every person wants to be a leader but everyone has the ability to lead in their day to day lives. Many may not see themselves as leaders but there are often small things they are doing that influence and guide those around them. 

I believe great leadership is formed through experience and honed over time by watching, listening and, most importantly, being humble enough to know that no one is perfect and you will make mistakes. It’s how you learn from them that will make you a great leader.

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

Daisy> I never stop thinking about work and how I have made people feel that day. I worry about the team and whether they are getting what they need daily to develop and whether I’ve done enough for them to succeed. As a result, I find it hard to switch off and just be in the moment when not at work. It’s something I’m working on; to find that balance again. 

The other area is letting go. My natural tendency is to solve problems but it’s not on senior agency figures alone to solve every problem. If you take on all the burden then how will your team learn? How will they grow and, ultimately, what’s the point in having a team at all? It has been a challenging journey to go on as I find comfort in control but, trust me, it’s so much more rewarding to give someone the opportunity to learn for themselves and the space to do so.

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? 

Daisy> It’s funny, ‘failure’ is such an unhelpful word and it seems finite. The reality is that you probably learn most when you fail and therefore it’s important to look at a failure as a growth opportunity and turn it into a positive. 

An example of this for me was when unfortunately we had to let someone go. In the moment of telling them I realised that it had come as a shock for the team and not enough had been done prior to the meeting to make them aware of any performance concerns. In that meeting, I felt we had failed the individual by not giving them the feedback they needed. 

As a result, I have made sure that if there are ever concerns regarding someone's performance that feedback is being given and tracked alongside clear expectations and goals to help the individual and avoid us ever having to let someone go because of their performance without warning.

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?

Daisy> Leadership is built on trust, which comes from honesty and is built by being as transparent as you can be. Trust is broken quickest when your team feels like you are hiding something from them or that you have blindsided them. 

So, it’s important to be as candid and honest as possible while being mindful that too much, too soon can sometimes cause more concern and apprehension than is necessary. You need to be able to help people understand why things are happening and what the next steps are. 

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?

Daisy> When I was growing up, my mother had a powerful influence on me. She managed to build a nursery school business from scratch, which is still going strong today. That was not an easy feat whilst raising three children. I really do believe she has been so successful because she’s doing something she genuinely loves and is passionate about. 

If there is anything that I have learned by watching her, it is to do what you love and gets you motivated for the week ahead and to surround yourself with people who you can learn from and make your day fun. If you are dreading Monday every week, you probably aren’t in the right job. 

There have been many other leaders along the way who have taught me other skills, but a huge lesson I take from watching my mother succeed compared to others is that people can smell when you are faking it and feel when you don’t love what you do. That permeates, so find something that excites you and it’s far easier to take people with you on your journey.

As a mentor, I always start with a simple question, ‘How can I help you?’ It gives people space to think about themselves in a day where they are probably thinking about a million and one other things. It also allows me to listen to them talk and often by doing so you find the thing they think they are most worried about is actually the least important and you unravel other things that are actually holding them back. It’s important that, as a mentor, you are there to direct, facilitate and help them find their way.

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

Daisy> Our business is unpredictable at the best of times and there is no doubt that the last few years have been tough. The key thing is to stay close to two things. 

First and foremost your team. I’m lucky that at Vayner we encourage a very open loop of feedback and a 1-2-1 culture which allows us to stay close to our teams and catch issues before they become bigger problems. It allows us to understand the mood of the organisation and where we may need to lean in more.

The next is to be as transparent and open as you can be, to be empathetic to their needs and make sure you are putting your people first. It’s important to recognise the difference between being transparent and flooding people with too much information, as too much information without a clear plan can be as worrying as not letting them know anything at all. It’s definitely a balancing act, but one that staying close to the people on the ground can make it easier. 

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

Daisy> To authentically represent consumers and the brands we work with, it's crucial that our workforce reflects the diversity of the population. Prioritising diversity and inclusion is a top priority for me as a leader. We have a global lead in diversity and inclusion who has shaped our agenda worldwide. In my role leading the EMEA region, it's my responsibility to localise and execute the global vision effectively.

To prioritise diversity and inclusion in EMEA, we have implemented several initiatives. Firstly, we established a diverse hiring process, utilising strategies like inclusive job boards, and partnerships with diversity-focused organisations. We also support community resource groups (CRGs) that unite individuals with shared backgrounds, interests, or identities. These CRGs foster education, connection, and advocacy within and beyond our agency.

We actively seek partnerships with organisations promoting diversity and inclusion to expand our network, share best practices, and contribute to a more inclusive industry as a whole. Our CRGs collaborate with our People and Experience team to shape learning agendas for training sessions on topics like unconscious bias, cultural sensitivity, and inclusion. These sessions raise awareness and enhance understanding among employees.

Furthermore, we offer mentorship programs, internally and externally, working with organisations like BIMA and Digilearning, to pair employees from underrepresented groups with senior leaders. This ensures guidance, support, and opportunities for career growth, enabling diverse talent to access leadership positions.

Ultimately, our goal at Vayner is to cultivate a workplace culture that values and celebrates diversity. As a leader, it's my responsibility to ensure that no individual feels marginalised and that they can bring their authentic selves to work. We promote open communication, diverse perspectives, and foster collaboration across teams. 

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?

Daisy> Our people are the most important part of our business. As I’ve mentioned, how they feel when they come to work each day is single handedly the most important thing for me as a leader. It's how they feel that helps shape the company culture, but the culture also comes from us as leaders. 

At Vayner no one should come to work unsure or what they are doing, or what their future is. No one should be fearful or feel misunderstood. That culture of empathy and support is at the heart of what makes us special and it’s the energy that comes from that, that makes Vayner somewhere clients want to hang out, where teams want to stay after hours and play a five a side game of football, or enter into Tough Mudder. 

Our company culture sets the tone for how we operate, collaborate, and engage with clients and each other. I truly believe a strong company culture fosters teamwork, motivation, and a sense of belonging among employees, ultimately driving productivity and innovation.

With the increasing adoption of remote and hybrid working patterns, preserving and nurturing our company culture has been a priority and whilst we are seeing a greater return to our physical offices across Europe with more and more people seeing the benefit from a growth stand point of being side by side with their peers, we do also have remote staff in locations that don’t yet have a physical office and for those employees we have to work even harder to find meaningful ways to make them feel connected. This includes regular updates, town hall meetings, and virtual team-building activities to ensure everyone stays connected and informed about the company's goals, values, and achievements. 

We recently introduced Curious days, a day where the whole agency regardless of location is split into teams and taken out of the day to day for a whole day to double down on an important business topic. It’s initiatives like this that help foster a sense of belonging and community. 

We also leverage technology tools and platforms to facilitate seamless communication and collaboration. From Zoom and Google meets, through to Slack and WhatsApp, we ensure that teams can work together effectively, share ideas, make, and provide timely feedback, regardless of their location.

We encourage employees to establish boundaries, take breaks, and prioritise their well-being. By promoting a healthy work-life balance, we help create a supportive culture that values the holistic needs of our team members.

We also go out of our way to regularly recognise and appreciate each employees' contributions whether that’s work they do, or the overall contribution they are making. We have quarterly awards against our core competencies where people nominate their peers which brings public recognition to people from all departments. This not only motivates employees but also reinforces a culture of appreciation and recognition.

We invest in the growth and development of our employees, even in remote or hybrid work settings. We offer virtual training programs and have an amazing global education team who facilitate this globally as well as webinars, and workshops that enable continuous learning and skill enhancement. By providing opportunities for professional development, we show our commitment to the growth and success of our team members.

By focusing on these strategies, we have been able to maintain a strong company culture despite the remote and hybrid working patterns and whilst we are seeing more people coming back to the office we believe a form of hybrid working is here to stay.

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

Daisy> Funny enough in my current role, my boss Gary Vaynerchuk is a pretty incredible resource for me right now. He has written several books on leadership and culture that have helped me reflect on my own values and leadership style. I am lucky that I have a leader with such a clear vision and mission for the organisation as it allows me to know what is most important and where to focus my efforts. 

LinkedIn can be incredibly powerful and useful as a social listening tool and to find tips and advice…it’s certainly not short of coaches! I’ve found that just being honest about your motivations for wanting to connect on LinkedIn can lead to meeting someone new to help you solve the problem at hand. 

Other resources I’ve found useful are podcasts, as well as networking events with The Drum and BIMA. We are incredibly spoiled in this day and age as we pretty much have the answer to any question at our fingertips. We just have to be able to recognise where our blind spots might be and be humble enough to ask for help.