Bossing It: Ben Walker on Why Adaptability and Resilience Are Key

Ben Walker is the founder and CEO of The Do Collective, a creative agency renowned for its innovative and proactive approach to marketing and branding. Before establishing The Do Collective, Ben honed his skills and expertise working for several WPP companies.

He began his career at Ogilvy, where he developed a deep understanding of advertising and creative excellence. He then moved to Geometry Global, gaining valuable experience in shopper marketing and brand activation, where his journey continued at VMLY&R Commerce.

Under Ben's leadership, The Do Collective has earned a reputation as the "BIG little creative agency" that embodies a spirited "can do" attitude. Ben's vision for the agency is to combine the agility and personal touch of a small firm with the expertise and capabilities of a large agency, delivering for clients across various industries. His commitment to creativity and collaboration has driven the agency's success and growth.

Through his work, Ben continues to inspire his team and clients alike, championing the power of bold ideas and effective execution.

LBB> What was your first experience of leadership?

Ben> My first experience of leadership came when I was a team captain for my local football team in Canterbury. The usual captain was injured in the warm up, so I was thrown in just before kick off. No time to be nervous or doubt myself, I stepped on the pitch and from there it taught me a lot about motivating people, strategic thinking, and the importance of collaboration.

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?

Ben> I learned a lot from observing leaders I admired and those I didn't. I wanted to be a leader who inspires and empowers, rather than one who micromanages or instils fear. My goal has always been to create a positive and supportive environment.

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

Ben> One of my biggest lessons came early in my career when I mishandled a project due to second guessing! It taught me the importance of clear, transparent communication and the value of listening over speaking can say volumes.

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?

Ben> I didn't always know I wanted to be a leader, but I was often the person people looked to for direction even when I wasn't the most senior person in the agency. Over time, I realised I enjoyed helping others achieve their best and started to intentionally develop my leadership skills through courses and mentorship.

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?

Ben> I believe leadership is a mix of both innate qualities and learned skills. Some aspects, e.g. soft skills like empathy and resilience, can be part of your personality, but effective communication, strategic thinking, and other key skills can definitely be taught and refined.

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

Ben> One of the most challenging aspects for me is stretching my time. I tend to want to help or be there for everyone (sometimes when they don't really need me!), but I've learned to say 'no' in the times when independence can actually help them and empower them to take ownership. Regular check-ins and feedback loops help me stay connected without micromanaging.

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?

Ben> Absolutely. When a client has an issue with a person on their account, I start with what did I do wrong? What did I not do to support this person or the client. Sometimes it's just a genuine case of not working, but in most cases I do believe I can make partnerships work.

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?

Ben> I believe in being as transparent as possible, as it builds trust and fosters a culture of honesty. However, it's also important to be thoughtful and considerate about how and when information is shared, ensuring it's constructive and not overwhelming.

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?

Ben> I've been fortunate to have a few mentors over the years, including a former boss who taught me the value of empathy and a good friend who was a planner who helped me with strategic thinking. I also mentor some of my old team members by focusing on their strengths and encouraging them to step out of their comfort zones, providing guidance and feedback along the way.

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

Ben> Adaptability and resilience are key. I keep the lines of communication open, ensure everyone understands our core mission and values, and stay informed about industry trends. We actively involve the team in problem-solving and decision-making, we navigate challenges together, it's in our name.

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

Ben> We actively seek diverse talent through inclusive hiring practices and provide regular training on unconscious bias and cultural competency. Creating an inclusive environment where every voice is heard and valued is a continuous effort, and we have initiatives in place to support this.

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?

Ben> Company culture is crucial to our success. It drives engagement, innovation, and loyalty. We're lucky that we have a great setting in the office, so the team really like to come in and be together, without any 'hard rules' of ways of working. To keep it alive in a remote setting, we maintain regular virtual team-building activities, encourage open communication, and ensure that our core values are reflected in all our interactions and processes.

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

Ben> Books like 'Leaders Eat Last' by Simon Sinek and 'Drive' by Daniel Pink have been instrumental. Additionally, leadership workshops, online courses, and networking with other leaders have provided valuable insights and inspiration.