Bossing It: Rinse and Repeat with Frannie Rhodes
As a managing partner leading talent and operations at Taboo Group, Frannie Rhodes is committed to searching the world for talent to empower organisations ready for a multicultural future. She is also driven to open up pathways for creativity.
Frannie's role as a talent cultivator and creatively-charged curator is driven by a deep passion for nurturing creativity in all its forms. Whether it's design, art, fashion, photography, film, advertising, or culture, she is committed to pushing the boundaries of what's possible and bringing big ideas to life in our world.
Frannie brings 20 plus years of multi-disciplinary experience in creative recruiting, creative management, operations, and business management. Originally from California, but her heart beats for New York City. Currently based in Melbourne and always creatively adjacent.
LBB> What was your first experience of leadership?
Frannie> My first leadership experience was back in 2011 at an agency called StrawberryFrog in New York. I joined this agency shortly after leaving Goodby, Silverstein, and Partners in San Francisco. This experience was a trial by fire. There was a lot of learning as I went along and, to be honest with you, a bit of faking it until I made it.
Though I never intended or wanted to leave Goodby, Silverstein & Partners, I honestly couldn’t pass up on an opportunity to live in New York City. It was the best decision I ever made, as it put me on an amazing career trajectory.
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?
Frannie> I developed my leadership style by observing leaders throughout my career. I picked up on various observations that I felt were either inspiring to me or not so much. I then experimented with different approaches, but honestly, I felt that leading with my heart, having empathy, and following my intuition was the best kind of leader I wanted to be.
LBB> What experience or moment gave you your biggest lesson in leadership?
Frannie> My biggest leadership lesson was knowing when to give people room to breathe and trusting that everyone has their own process for finding a solution, whether it be creative or business.
This is a lesson I learned once when I tried to mediate between a CEO and a CCO; I honestly thought I was helping, but unbeknownst to me, I wasn’t, and it completely backfired on me.
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?
Frannie> I didn’t anticipate myself landing in a leadership role, but when given the chance, I naturally gravitated toward it.
While in the leadership role, I decided to take on executive coaching to help unlock my true potential (big shout out to Jen Spencer and Beryl Greenberg!). This coaching was really important to me as it helped me identify my superpowers and where I can make the most impact.
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?
Frannie> ‘Leadership’ as a skill, to me, is a blend of innate personality traits and things I’ve learned along the way throughout my time in the industry.
It’s a natural blend of empathy, curiosity, and creativity that forms the core of my leadership style. Effective leadership also requires continuous learning and development, which is why I think it’s important to take on executive coaching.
LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Frannie> One of leadership's most challenging aspects is being more responsive rather than reactive. As a recovering perfectionist, I want to fix everything fast and right now, which can only take you so far. Listening, learning, thinking, and considering the knock-on effect of decisions has been increasingly valuable to my leadership style, and I’m finding it to have more impact and less disruption.
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?
Frannie> Me, failed while in charge? Yes, all the time!
Mistakes are natural. It’s a part of life. Failing and making mistakes means you’re learning, and I truly believe in giving yourself and others grace when this happens because no one is perfect. We are all human, and we are all trying our best. At the end of the day, it’s all about trying to make better choices and knowing that our choices are the only thing we can control.
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?
Frannie> My approach to leadership and openness is 100% transparency and vulnerability because it is not only authentic but also builds trust.
Knowing your audience and letting people in is crucial. I say this because I used to be guarded, but being less guarded, sharing my experiences, being vulnerable about owning my mistakes, and putting my best foot forward have been rewarding for building a strong team culture.
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?
Frannie> I have been extremely fortunate to have had many creative mentors who helped shape my leadership journey. There are so many to mention; honestly, I could write paragraphs upon paragraphs, but to name a few that helped shape my career massively are wonderful people like Jeff Goodby, Rich Silverstein, Chris Garbutt, and more.
LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?
Frannie> I lead by example, staying positive is a superpower, and helping others who are struggling wherever possible. I constantly remind myself and everyone I work with that everything will be okay because everything will be okay. Things pass. Anything is possible, and there will always be a solution.
LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?
Frannie> I prioritise diversity and inclusion by actively seeking talent in uncommon places. I’m a huge advocate for creating a space within my workplace at TABOO where diverse perspectives can thrive, feel heard and listened to, and encourage creativity and innovation.
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?
Frannie> As a newcomer at my current workplace, TABOO, I'm trying to cultivate a dynamic culture where everyone feels like they have a home to unleash their creative best, find joy in their own, share a laugh, and feel secure. Culture is the heartbeat of any agency's success, and staying nimble and embracing experimentation is key. You can't rush it; instead, it’s better to lead by example and create a welcoming space where everyone feels part of something extraordinary.
LBB> What are the most useful resources you’ve found to help you along your leadership journey?
Frannie> Executive coaching, therapy, and podcasts. Rinse and repeat.
Have a laugh and get one win a day, big or small. Rinse and repeat.
