Bossing It: Sam Page on Why Everyone Can Be a Leader
Sam is the co-founder and CEO of 7DOTS, a renowned digital agency specialising in crafting captivating digital experiences for clients like Coca-Cola, Aston Martin, ITV, and Bupa. With 15 years of industry experience, Sam focuses on driving digital transformation through innovative technologies while nurturing talent and ensuring business growth.
Outside the boardroom, Sam is a passionate advocate for dyslexia awareness and has founded online communities like 'Being Dyslexic,' which later evolved into The Dyslexia Shop. He also actively participates in charitable and community projects, including advisory roles for organisations such as 'The Kingston Charitable Foundation' and 'oso.earth,' where he helps combat climate crisis-related anxiety.
LBB> What was your first experience of leadership?
Sam> My first leadership experience came during the Duke of Edinburgh program. I provided direction and motivation as we trekked across the countryside when needed. But everyone on the team took turns during the course providing leadership. This made me realise an important truth. Everyone can be a leader - either in front, behind or to the side.
It’s important to play to your strengths. The key lesson is to use your strengths to create direction and motivation when they are needed. It made me confident in my ability to become a leader but also to understand what leadership involved.
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?
Sam> Being authentic was key. I wanted my leadership style to reflect my personality. Through conversations with my leadership coach, I discovered the power of leading from behind and letting others shine. I realised that the most important first step was being authentic, then focusing on leadership. Kindness was also important. I wanted people to genuinely enjoy working with me. There are times when difficult decisions need to be made, but the goal is always a positive outcome for the majority.
LBB> What experience or moment gave you your biggest lesson in leadership?
Sam> The biggest lessons often come from challenging situations. Difficult conversations can be a real learning experience. One key takeaway is that being kind doesn't always mean being nice. Sometimes you have to give tough feedback for someone to grow. It can be uncomfortable, but it can lead to positive results in the long run. The key is to remember that there will always be new challenges to overcome, and that's part of the growth process.
LBB> Did you always know you wanted to take on a leadership role?
Sam> Even as a child, I was drawn to creating businesses and bringing ideas to life with the goal of making a positive impact. While I didn't always take on the traditional leadership role, I see talking to people about ideas and getting them on board as a form of leading. The Duke of Edinburgh program solidified this for me – it showed me the power of helping people move forward.
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?
Sam> As a child, I was incredibly shy. The challenges you face, the opportunities you have, all shape who you become as a leader. While some personality traits might come naturally, anyone can learn to be a leader. It's about self-awareness, not reacting emotionally to situations, and understanding general leadership principles. Learning to delegate and mastering the art of concise communication are also key. You need to empower your team to shine.
LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Sam> Separating my personal desire to help people from the bigger picture goals of the company can be challenging. There's also the balancing act of kindness versus being overly nice, especially when giving difficult feedback. As a problem solver by nature, it can be tough to not have all the answers. It is important to stand back, offer ideas, and ultimately empower others to find them. Many leaders feel the need to talk a lot, but I've come to realise that listening is even more important. There have been times when I've purposely spoken less, and it's actually led to better outcomes.
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?
Sam> We all experience failure. It's about how you bounce back and learn from it. There have definitely been times when I've reacted poorly to an email or situation, feeling defensive. Reacting impulsively doesn't lead to positive outcomes. Now, I take a moment to pause and assess the situation before responding. It's about creating space for a solution-oriented approach, focusing on building strong relationships rather than winning arguments.
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?
Sam> Authenticity is key. People can spot a fake a mile away. My approach is to be as transparent as possible, as long as it leads to a positive outcome. However, there are times when transparency can be detrimental, such as when sharing negative financial information when you know this may have to lead to layoffs which could negatively impact morale. There's a line, and as a leader, you carry the burden of deciding when to disclose and when to be more discreet.
LBB> As you developed your leadership skills did you have a mentor, if so who were/are they and what have you learned?
Sam> I'm fortunate to have a network of mentors, including clients who have become trusted advisors. My leadership coach, Bruce, has been instrumental in helping me make better decisions and grow as an individual. The key takeaway is that everyone can be a mentor – there's always something to learn from others. I also try to pay it forward by mentoring aspiring leaders, sharing my experiences and helping them navigate their own journeys.
I lean in to Kingston Charitable Foundation as a trustee in marketing, I’m there to support the CEO and help support and mentor people where needed, share experience to help others grow.
LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?
Sam> The world is constantly evolving, and the pace of change is only accelerating. My responsibility as a leader is to help my team embrace change. I need to adapt alongside them and equip them with the tools they need to navigate new situations. It's about seeing challenges as opportunities for growth and constantly overcoming obstacles together.
LBB> As a leader, what are some of the ways in which you've prioritised diversity and inclusion within your workforce?
Sam> I strongly believe that a diverse workforce is a stronger workforce. We have several initiatives in place to foster inclusion, such as neurodiversity councils and a women's forum. While we haven't achieved our ideal level of diversity yet, we're constantly working towards it. We're also actively engaging with schools to promote inclusivity and make a positive impact on the future workforce.
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?
Sam> Company culture is absolutely crucial to our success. A positive and supportive culture empowers our people to thrive. We have a company motto: "Better Together." This philosophy underscores the importance of collaboration and creating meaningful moments of connection, even with a remote or hybrid workforce.
LBB> What are the most useful resources you've found to help you along your leadership journey?
Sam> I've found a combination of personal development and leadership-focused resources to be most helpful. On the personal development side, I recommend books like The Good Life by Robert Waldinder and I May Be Wrong by Björn Natthiko Lindeblad and The 5AM Club by Robin Sharma. For leadership skills, I've found The Art of Small Talk by Debra Fine and The First Minute by Chris Fenning invaluable, along with How to Lead by David Rubenstein. I'm also currently taking a Harvard X Leadership Course.
Beyond books and courses, mentorship has been invaluable. But mentorship is a two-way street – I believe everyone can be a mentor, and I actively share my experiences with aspiring leaders.
Finally, the importance of self-reflection cannot be overstated. Taking time for myself allows me to become a more effective leader. It's not always easy to know when to step away, but prioritising personal well-being is essential for leading a team through challenging times.
