Bossing It: How Chris Adams Balances Transparency and Thoughtfulness
Chris Adams is the founder of Hey Honey, a social-first creative agency, and co-founder of The Honey Partnership, a network of conscious creative companies helping brands become more sustainable.
Over the last 10 years, Chris has built social-first agencies and offerings, working in smaller agency teams for big clients. He has been building and leading teams for brands that trust agencies like Hey Honey to connect with their audiences and grow communities globally.
Despite leading smaller companies, Chris's carefully curated teams have enabled collaborations with global brands, demonstrating that size isn't everything when it comes to delivering impactful work.
LBB> What was your first experience of leadership?
Chris> My first experience with leadership began at the start of my professional career. I had left university to freelance in video production and during this time I worked in Apple retail as an FRS specialist. I was privileged to participate in their training and mentorship program, where I not only learned a great deal but also trained new employees and customers.
The framework for learning leadership there was brilliant. I realised that one of the biggest aspects of leadership is how you facilitate the learning of others and guide them in decision-making. If you can deliver information effectively and empower individuals with a positive attitude, you’re on your way to learning leadership.
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?
Chris> I discovered early on in my career that my natural inclination to collaborate with and teach others shaped the leadership style I have now. But I certainly wasn’t walking around thinking, “I want to be a leader and this is how I want to do it.” I’d just left university and was eager to dive into the professional world. It is (not was) a process of discovery, and understanding leadership meant learning how to guide and facilitate people - it was never about giving orders.
Working in big agencies and companies helped me see which leadership styles didn’t connect with my personality. I also discovered those that did. This allowed me to shape my own approach.
LBB> What experience or moment gave you your biggest lesson in leadership?
Chris> Working in and moving from a big company to a small agency gave me my most valuable experience. I learned how leadership could be so different, but also how it should not change depending on the size of the company.
Leadership and communication evolve in different environments, but why should the styles change? I was naive; of course, each leader will have their own unique style. Seeing it in practice from a company like Apple to a small startup in London gave me perspective. I learned a lot about how to motivate a team and take them on a journey with you. In a small startup environment, everyone needs to believe in the vision and work very closely together.
Another lesson that I very much put into practice is my favourite leadership quote from Narges Nirumvala: “In a world full of words, speeches, and promises, remember that behaviour is the greatest language.”
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?
Chris> For me, it wasn’t about taking on a leadership role. As an agency founder, leadership was inevitable. Setting up an agency and building a team was a journey and an on-the-job lesson in leadership from day one. And that lesson continues. Have I realised I’ve got it in me? Yes. Do I think I’ve nailed my leadership style? No, there’s always more to learn and people to learn from.
LBB> When it comes to 'leadership' as a skill, how much do you think is a natural part of personality, and how much can be taught and learned?
Chris> I believe everyone has the potential to be a leader, but how you lead should be defined by your personality if you’re going to come across as an authentic one. I’ve always had a passion for what I do, an appreciation of people, and a trusting character - this, I think, defines how I lead. The challenge is learning how to harness those qualities and surrounding yourself with the best people to support you.
Leadership is a continual lesson for me in mastering strengths, understanding my weaknesses, being honest with yourself (and those around you), and improving. I've learned that leadership is a behaviour. The skills you learn are your tools to enhance that behaviour and make your leadership more effective.
LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Chris> I used to find it challenging when team members moved on because building teams was always hard for me. Seeing someone leave the team was difficult. As a small business leader I felt more invested possibly because we were growing something and our teams have always been quite close. I learned that the enjoyment and satisfaction they get from their work would begin to define you as a leader.
Working for the agency would not be a lifetime commitment; so shaping a career and leaving a positive impact on that person was key.
It’s also a big challenge to take the team through significant changes in the business, whether positive or negative, as not everyone welcomes change. However, I learned that there is great strength in involving your team in the process. By communicating openly throughout, playing to individuals’ strengths, and emphasizing that everyone's contributions are essential to achieving success, I work through these challenges effectively.
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?
Chris> Of course! I say that with an exclamation because failure is a key part of learning. Every failure has been an opportunity to grow. Ownership is crucial - it takes guts to admit when you're wrong. And I certainly couldn’t have done it more in my career. At least, talking about why an outcome of a decision you have made or action you have taken wasn’t the best one. That’s when the learning happens, and bringing others into that discussion is crucial.
Realising and learning from bad decisions, being honest and humble in recovery, leads to a stronger outcome. Big or small, failures teach us valuable lessons, and coming back stronger is always possible.
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?
Chris> You can absolutely be authentic and transparent, whilst being careful and considered. It takes time and practice, but I’ve learned it’s about behaviour. Showing authenticity in your interactions builds trust with your team.
However, it's equally important to be thoughtful about what and how you communicate. Balancing transparency with discretion means you're providing the right amount of information without causing unnecessary concern. It is a delicate dance that I haven’t seen many people truly master, but when done right, you’re going to have a culture of openness and mutual respect.
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?
Chris> Yes, I’ve had mentors who shaped my leadership journey, but I don’t think they ever saw themselves as mentors. The best mentors were always the more experienced people around me, and the best thing I did was co-founding a business with those individuals who I could learn a lot from. They taught me the value of empathy, the application of skills, and leading with integrity.
One mentor, in particular, showed me that resilience and positivity can significantly impact your team’s morale, motivation, and willingness to work with you.
On the flip side, I have been a mentor and always encourage curiosity, reflection, and being open to continuously learning from experiences.
LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?
Chris> Bring your team on the journey with you. Be transparent about the challenges, acknowledge the difficulties, and reinforce that everyone is part of the success. It's crucial to create a culture where no one feels solely responsible for setbacks. Establishing clear communication, promoting as much teamwork as possible, and maintaining morale are key to navigating through challenging times.
LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?
Chris> It starts with the business you want to build. I’ve been incredibly lucky from day one of co-founding my agencies to work with a diverse mix of individuals both on agency and client side. In the creative industries, diverse perspectives challenge ideas and it’s our job to find unique ways to approach solving problems for clients. You have to build a diverse team to deliver the best work - it just makes sense! And, it is a challenge!
We’re not perfect but a big benefit of being flexible in the way we work and where we can work with remote working, allows us to work with individuals that we know will challenge us and deliver work that connects with people and communities.
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?
Chris> Hybrid and remote isn’t new for me and our teams. We’ve been working with Asana, Slack, and Google from day one, so it’s in our nature and behaviour to work effectively with tools. Company culture was always shaped by this. It is crucial to the success of any business that wants to grow sustainably and have teams that produce great work.
We still focus and value the physical IRL of course. But if it’s part of your culture that tools and WFH are part of the day-to-day, then you prioritise regular communication, learn how to facilitate virtual team-building activities, and maintain a strong sense of community with those elements.
LBB> What are the most useful resources you’ve found to help you along your leadership journey?
Chris> Learning the difference between leadership and management. Sir Ken Robinson (one of my heroes) inspired me to pursue my creative dream. Michelle Obama’s book "Becoming" is also a must-read. I LOVE her three key lessons: “Know who you are, and be true to that person,” the “practised art” of balance, and “Pick your issues”; “Change doesn’t happen from the top down, it happens from the bottom up.”
Derek Sivers’ TED talk, "How to Start a Movement," highlights the crucial role of a leader to treat every new follower as an equal. Leadership as we think about it is overrated (as he says).
