Rob Harvey on Letting Go of Perfectionism and Being Inspired by te ao Māori

Rob Harvey is the chief executive officer of dentsu Aotearoa, where he’s led the organisation since 2013. Under his leadership, the New Zealand business has more than tripled in size, grown its client portfolio, and evolved into a modern, integrated marketing group delivering Creative, Media, and Customer Experience solutions.

With over two decades of experience, Rob has worked with some of New Zealand’s most iconic brands delivering work recognised at local and international awards shows. He’s passionate about growing an inclusive, purpose-led culture and driving long-term impact for clients and society.

Rob has been a Commercial Communications Council board member since 2016, serving as president for the past three years where he advocates for the advancement and recognition of the advertising and communications industry, and is committed to driving meaningful progress in diversity and inclusion and sustainability.

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?

Rob> Not really. I didn’t start out with a grand plan to be a CEO, but I was determined to make an impact. Early on, that meant focusing on doing great work and making a mark that way. But as my career progressed, I became more and more interested in the bigger picture -- how we show up as a business, what builds culture, how do you drive commercial success and so on.

Eventually, I realised that leadership was the best way to influence those things, so it became a natural next step. I was lucky to have the trust of the people around me, which gave me the opportunity to step into leadership positions relatively early.

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?

Rob> I think it is most definitely a blend. Some traits can come naturally, such as empathy, curiosity, self-awareness, being calm under pressure. But leadership is something you learn by doing, by making mistakes, listening to others, and constantly reflecting and evolving.

I also believe there’s no one right way to lead. Everyone brings their own style, shaped by their experiences and values, and that’s a good thing. The best leaders I’ve worked with have all been different, but the common thread has been that they cared deeply, communicated clearly, and led with consistency and purpose.

So yes, leadership can absolutely be learned. But the journey will look different for everyone and that’s what makes it so special.

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

Rob> There are really two areas I find challenging, but I take comfort in the fact that if you really care these things should be hard.

First, letting go. I’m a perfectionist, so it’s not always easy to step back. But I’ve learned that leadership isn’t about doing everything yourself. It’s about creating space for others to succeed and building trust.

Second, making difficult decisions that impact people. Our industry can be tough, and that sometimes means taking actions that impact people’s livelihoods. But I think the moment that ever starts feeling easy, it’s probably time to check your leadership compass.

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?

Rob> Frequently. One of the hardest things I’ve had to learn is how to manage my perfectionism. I feel every win, every loss, and every people-related decision. I think that care is a strength, but it also means I carry things personally.

I’ve had to learn that leadership isn’t about being perfect, it’s about being authentic, accountable and human. You won’t always get it right, but if you show up with empathy and listen and learn, that’s what matters.

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?

Rob> Openness is foundational to building trust, and trust is essential for a connected culture and high-performing organisation.

At the same time, how you share things matters. It’s important to be considerate with how you frame information so it makes sense, lands well, and gives people something clear to hold on to. Especially in times of uncertainty, people need clarity and context, not just raw detail.

So yes, I believe in being open, but in a way that’s considered and useful. It’s not just about sharing; it’s about helping people feel informed and supported.

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?

Rob> I haven’t had formal mentors in the traditional sense, but I’ve been fortunate to work for, and alongside, brilliant people I respect deeply. Watching how they lead has shaped my approach more than anything structured.

On the flip side, I’ve had the privilege of mentoring a number of people over the years through our dentsu mentoring programme, Empower. I genuinely believe mentoring is a two-way relationship - it’s not just about passing down experience, it’s about learning from each other and I’ve taken some really valuable leadership insights from those sessions.

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

Rob> I try to lead with calmness, clarity, and care but I actually get energy from moments like these. Not because they’re easy, but because they matter.

I see it as a privilege to lead through uncertainty. It’s a chance to steady the ship, set direction and bring people together when they need it most.

It’s also when values really come to life. Most people can lead when it’s smooth sailing, but it’s in the harder times that your leadership is really tested, and the authenticity of your culture becomes even more important.

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

Rob> For me, diversity and inclusion and the role we play in society aren’t side projects as a leader, they are fundamental to how we show up in the world. I believe very strongly that diversity of background, experience, thought, capabilities, and voices are a gift that make our business stronger.

I’m very proud of the progress we have made in this space so far and winning the Supreme Award at the 2024 HR New Zealand Awards for our DE&I Programme was a huge moment for the team and the years of energy and commitment that went into it.

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

Rob> Culture is foundational to our success and we’ve had to be really intentional about it, especially with hybrid working.

We’ve focused on creating a culture and environment that people actually want to come into the office to be part of.

That said, I don’t think culture is defined by being in the same physical space together every day. It’s about how people feel, how they are treated, and how connected they are to the work and each other. We build that through rituals, communication and showing up in a way that reflects our values. It’s always a work in progress, but the strength of our engagement results would suggest this is working.

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

Rob> One of the most meaningful sources of inspiration in my leadership journey has come from te ao Māori (the Māori worldview) and particularly from the principles of manaakitanga and kaitiakitanga.

Manaakitanga, the idea of showing care, hospitality, and respect for others, has shaped how I try to lead -- with empathy, humility, and a deep sense of responsibility for the people around me. It reminds me that leadership is ultimately about service and creating the kind of environment where people feel safe, supported, and seen.

Kaitiakitanga, the belief in guardianship or stewardship has also been an influence. It’s an important reminder that leadership isn’t just about today, it’s about protecting and enhancing what’s been entrusted to you, so that it can be handed on in a better state tomorrow. Whether that’s culture, talent, business, or society, it’s about thinking longer-term, acting with care, and leaving things better than you found them.

And let’s not forget one of the most important leadership resources of all: coffee!