Bossing It: Being Comfortable Out in Front with Noah Lydiard

Noah, a self-taught filmmaker and entrepreneur, serves as co-founder, manager, creator, and director at Conductor, a company specialising in creative, production, and post-production with focus on production services, and original brand and performance-based campaigns. He and his team have created and produced broadcast and digital content for clients such as Fanatics, L.L. Bean, Masterclass, HBO, Nutrisystem, Pure Talk Cellular, Skip, AdoreMe, and more. Noah's career began as an editor in 1999, and he later expanded his skills to include directing and producing. In 2014, he co-founded Conductor, which rapidly expanded, absorbing post-production entities in 2019 to provide an end-to-end solution for clients. Additionally he is a roster director at Rumble Riot Pictures, where he has written and is slated to direct original films in 2024 and 2025.

LBB> What was your first experience of leadership?

Noah> I suppose it was in college. I was Forward Captain on my Rugby team. Early on in my career I tried to use rugby analogies to explain how a good team supports each other. Since I’m American and too few of us understand rugby, I had to abandon that tact

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? 

Noah> I worked for a stereotypical horrible boss early in my career. Someone who lied, manipulated, and cheated their employees and clients. They created an environment that had profoundly negative effects on me and my fellow employees. As a leader, I want to be the opposite of that. I want to build people up, have honest relationships and create a team that feels good about their work..

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

Noah> I can’t point to a single moment. I have to say that that, between leading Conductor, directing and being a father, I am constantly learning about leadership. 

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?

Noah> I think I always was comfortable being out in front. I am the type (for better or worse) to take the reins when no one else is willing to. I also am comfortable with risk. Since I always had ambitions to be a director, some sort of leadership seemed inevitable. Regarding leading a business: I realised I needed to be a leader one night at an industry party. I was there with my then girlfriend, now wife, and I observed that the few 'older' people in the room we’re business owners. (Advertising is a notoriously ageist business.) I half-jokingly remarked to her that if I expected to have a job past the age of 45, I would need to start a business. She reminded me of that when I started Conductor.

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?

Noah> I think leadership skills can be taught and learned.  I think your style as a leader comes from your personality. I’ve realized as I’ve gained experience that leadership truly is not for everyone. Some people retreat from it. That’s not a criticism. We all have different abilities. 

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

Noah> The most challenging thing for me has been to understand and adapt to different personality types, and styles. It was an early mistake for me to assume that everyone would instinctively understand what I understand, and so I would often demonstrate a lack of patience with people.  It took some time for me to recognise that my skillset is shaped by my unique experiences and natural abilities. Others have their own unique experiences and natural abilities that shape them. Observing this, then adapting my style to compliment and support the people I lead is something I work to always improve. There are many ways to grow as a leader, but I believe keeping yourself open to improvement by listening and learning from the important people in your life opens a path to becoming better as a leader..

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?

Noah> So many times. You must get past your ego and admit when you’re wrong. Apologise sincerely when it is the right thing to do. Talk it out when you need to and be open to taking the lesson, whatever it is. Then move on.

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?

Noah> I think leadership requires an adaptive personality and there is no one approach here. Yes, I do want to be open and authentic with my employees and my clients., People appreciate and respond well to honesty and authenticity. I know I do. However, as a leader and an owner I am ultimately responsible for keeping my company moving ahead.  I am often moving us forward on gut instincts that I cannot always explain. I hope my team trusts me enough that they will carry out the tasks I ask them to carry out, even if they don’t always know the full picture. 

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?

Noah> I have had some good friends in business, but I cannot say I ever had a strong mentor. I wish I had, but it has not worked out like that. Currently, I believe my best teachers are my employees. I learn from all of them. Especially those who have more experience in certain areas than I do. On the flip side, I do my best to share what I know freely. I like to see other people grow and succeed. I want success for my employees and anyone who endeavours to move forward in life positively.

LBB> It's been a really challenging few years - and that's an understatement. How do you lead a team out the other side of a difficult period?

Noah> The last few years have certainly been unprecedented in my lifetime. There was no secret to success here, other than get up every day, read the signs and move ahead. I have a great business partner, and a great team. We stuck together and adapted. That’s how we survived.

LBB> What are some ambitions and plans you have for the company and yourself in the coming year? 

Noah> Continually improve on the fundamentals: Great service, great product, great value. Continue to provide a place for my team to grow as artists and managers. I hope this leads to unexpected opportunities and experiences. It usually does.

LBB> What have you noticed as the biggest changes in the industry during your career thus far? And do you have any predictions for future trends or themes.

Noah> Change seems to be happening very fast now. From AI to virtual production, the tools we use to create are affecting the output and economics of the business. My only prediction for the future is that one way or another, Conductor and the team that drives it will still be here. 

LBB> How important is your company culture to the success of your business?

Noah> Very. I look for team-oriented, collaborative, dedicated, empathetic, good people to work with. We’re not all clones, but we at least share those values. That makes work enjoyable.. 

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

Noah> Ultimately, I’ve learned the most from the people around me and the experiences we have. Build a good team and, as often as possible, put yourself and them in a position to achieve and grow beyond what you’ve previously known. And do it by degrees. By this I mean, don’t push so hard that to risk catastrophic failure. However, I believe that at any given time you are capable of safely achieving five to 10% more than you think you are. So go after that five to 10% any chance you get. If you do that consistently you will grow beyond what you may have ever thought possible.