Bossing It: Growing up with the Industry & Values-Driven Leadership with Joann Delanoy
Jo(ann) spent the last 15 years growing up in the product marketing space. Starting out as an intern making YouTube channels, turned producer making websites, turned head of delivery managing embedded teams for Beyond, a product development agency.
She then moved in-house to Google leading a training platform for SMBs and individuals looking to grow their digital marketing skills through the Grow with Google programme, launching courses and marketing campaigns throughout EMEA to support Google’s impact narrative during COVID and beyond.
Now the managing director of Toaster EMEA, she leads a team of strategic thinkers, creatives and producers who are developing relevant campaigns and content for brands looking to stand out in the age of cluttered feeds, including the likes of Google, YouTube, Samsung and more.
A lover of the outdoors, books and Asian food, you can find Jo hanging out in Peckham Rye or buzzing around the world to experience different cultures and people. In her human being time she likes meditating and connecting with her spirituality through tarot and other energetic modalities.
LBB> What was your first experience of leadership?
Joann> The first chapter of my career I went from intern to delivery director at Beyond. Witnessing the “creative/tech” men of the time while also watching women come into more visible leadership positions. I grew up with the industry and learned by doing with a great team around me.
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?
Joann> By observing how others around me were leading combined with my own intuition and vision. Through leadership coaching (and therapy) I learned about my own drivers, values and communication styles. Every day micro and macro moments continue to shape the leader I am now and the leader I'm becoming.
I believe your leadership style adapts; you will not always be the same kind of leader and it’s important to recognise and give yourself the grace to grow.
LBB> What experience or moment gave you your biggest lesson in leadership?
Joann> Those global moments when we are reminded of our fragility - covid, economy, wars etc; we are all people at the end of the day and ultimately trying our best to live everyday. This reality makes me want to continue supporting the people who work with me in the best way I can because at the end of the day I am the leader and it’s up to me to set the example and pace of the world I want to work in.
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?
Joann> I’ve always been ‘bossy’ - as an older sister, as a New Yorker, a Leo sun. Although I challenge our use of bossy for women as it implies our confidence and determination in the workplace needs to be coined as a character flaw.
For me I just kind of kept doing it and eventually the roles caught up to me! I also remind people (women especially) that you have to advocate for yourself. You have to champion your achievements in the workplace and voice your vision for what you want to achieve.
There is a super program called I am Remarkable, an initiative set up by Google, which educates people about how to vocalise their achievements. I used to facilitate those workshops and continue to advocate its principles.
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?
Joann> I think if there is a will there is a way! Of course some people will have natural talents, but we can all shape and develop our skills to fit a vision for the type of leader we want to be. I also subscribe to the try everything twice theory - if it doesn’t work out then there’s always another path.
LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Joann> Balancing between business decisions or asks from the powers that be with the touch of reality and empathy required to lead a people-based business. But that is my job as managing director isn’t it :) knowing that not everyone has the same drivers, values or communication styles as you and leveraging that understanding as I lead my team has been vital in helping me navigate and find that balance.
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?
Joann> Whenever there are challenges - in particular people challenges and how the team is shaped, I always feel like I haven’t provided enough guidance or structure. Or even that I’ve hired poorly. I try to remember that any decision taken was the right decision at that moment, and if another decision needs to be made another day in the future, then so be it! No such thing as failure if you are trying your best.
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?
Joann> As transparent as possible has always been my policy. Being a leader comes down to people and comms; building the right team of people and communicating in the best way possible always sets you up for success. Yes you need to be careful and considered with certain details, but ultimately I'd rather be known as a leader with a voice.
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?
Joann> I had quite a few mentors over the years. Starting with alumni of my university Ithaca College to leadership coaches and industry experts. I’ve had some amazing bosses and clients who guided me through my career. Really I think you can learn from anyone if you apply a reflective and open mindset.
On the literal flip side ;) I’ve mentored through Flipside in the past, which is a curated program with top agencies in London to learn about creative tech. At Toaster we’re in the process of building our junior team. As we continue to grow we’re aiming to confirm a partnership with a local finishing school.
LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?
Joann> I have a sparkling drink and remember to not take life too seriously ;) I also try to give myself and everyone around me some grace as we’re all navigating these difficult changing waters together. At the end of the day we are here to learn and grow and what a privilege to be able to do that with some amazing people around me.
LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?
Joann> “Who’s not in the room?” is always a question I ask myself when decisions are being made. Remembering despite training or lived experiences I am not the expert on DEI; which is a driving factor to bring in external support for reflecting, learning and planning. When it comes to how we prioritise DEI within the work we have an appointed DEI champion within each project as well as various accessibility design and development guides.
I’m proud to say as a business we are majority female-run and consistently score high across our clients’ diversity benchmarking.
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?
Joann> Culture is a word we hear a lot but I'm not sure how many people really understand what it is or how it impacts your business. I like to think about it as happiness - are the people you’re working with happy? Is the work bringing joy? Are you happy? And if the answer is no then are you prepared to make shifts?
Ultimately I do believe the underlying aspect of culture is your people - hire the people who exemplify the values of your business. If you need help with culture I highly recommend the team over at The Future Kind - Alicia Grimes is a star!
We haven’t stopped being a remote-first company post-covid because working from home/flexibly is what keeps our people happy. I do force everyone to meet once a month for a company meeting and organised fun - who doesn’t love a bit of time away from home to fling darts!
LBB> What are the most useful resources you’ve found to help you along your leadership journey?
Joann> In terms of practical applications I've taken a few courses with Hyper Island and love their free toolbox. In terms of mental support as a leader I've enjoyed leadership coaching - which is basically like therapy for work. Highly recommend! Having industry and non-industry mentors have also proved to be my best ways to learn and grow. Meet them for walks, leave the office, be human.
