Bossing It: “If It’s Not Fun Then You’re Doing Something Wrong” with Martin Wonnacott
Born in England. Went to school in Sawbridgeworth. Remembers playing with water tanks at age four. Received first plastic camera in small box, age nine.
Started assisting photographers at age 17. Moved to London age 19. Discovered pubs age 19. Started own studio age 23.
Fascinated with all things shiny. Has travelled around the world on and off. Paints watercolour landscapes. Never shows watercolours to anyone. Adores Rioja.
Discovered NY in 1999. Loves airplanes. Has shot virtually every sort of liquid form of refreshment for sale in the world.
Founded cake-factory 2003.
Loves Paul Smith socks. Has a favourite local bar in NYC and pub in London. Lives between both cities when not somewhere else. Still loves playing with water tanks. Couple of Cannes Lions. Multiple Gold Clio awards. D&AD pencils. Three Webby awards.
Collects robots.
LBB> What was your first experience of leadership?
Martin> My first experience of actual leadership would have been when I founded cake-factory back in 2003. Before that I had been a freelance photographer in London. Suddenly I had other people to think of and guide which was terrifying and exciting to 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?
Martin> I observe others around me and take mental notes of how they behave in stressful situations particularly. Anyone can be level headed and polite when things are going well but pressure changes people. I like to maintain an even keel at all times and especially if the poop just hit the fan for whatever reason. My team around me will look to me and if I don’t convey a sense of direction and calmness it could impact everything.
LBB> What experience or moment gave you your biggest lesson in leadership?
Martin> Listening to others and being open to criticism no matter their role.
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?
Martin> I never thought I would be a leader and I’m not sure I’m comfortable with that notion to this day. I love to help others grow and nurture talent. That comes naturally to me so I just hope I can bring as many people along with me on my journey.
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?
Martin> It depends on the type of leader in my opinion. You can lead by being educated in leadership and follow guidelines and rules or you can inspire through intuition. My approach is more intuitive and born out of necessity rather than something I set out to do.
LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Martin> Suffering fools through being patient.
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?
Martin> Expecting people to have the same energy and stamina is something I’ve been guilty of. I’m now more sensitive to this especially on larger productions where expectations are high.
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?
Martin> Nobody is ever fully transparent but a more considered version of transparency can be effective. Sharing concerns as well as maintaining a positive mindset can help to engage the team more fully. Authentic is over used but I’d say that falls into the most appropriate version.
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?
Martin> My mentor was a guy called Clifford back in England many years ago. I was just starting out in my late teens and he taught me the importance of tea. He was an old school photographer and very stylish and he would say to me, “Martin, you know tea is the most important thing on set. It levels you and maintains a sense of normality whatever is going on around you. “ He was a wonderful and talented chap who showed me that we should all just take a moment from time to time to keep a level head under pressure.
LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?
Martin> We work in an industry that has to reinvent itself over and over to stay relevant. I like to challenge people and their perceptions to look at situations in a positive and creative way.
LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?
Martin> At cake-factory we've always looked to nurture under represented talent to give people a chance.
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?
Martin> Culture to us is our reason for being. I started cake-factory to be different culturally from my experiences with other agencies. It’s an extension of my approach to life in some ways, if it's not fun then you’re doing something wrong.
LBB> What are the most useful resources you’ve found to help you along your leadership journey?
Martin> Listening to people I respect most and having honest conversations with them about our experiences as much as possible.
