Bossing It: Sarah Brooks on Common Sense and Common Decency
With over 35 years of advertising industry experience, Sarah Brooks, executive producer and partner at School Editing, has produced thousands of commercials and witnessed her team win multiple industry craft awards, recognising their outstanding achievements in post-production.
Sarah has worked with hundreds of producers at almost every advertising agency in Toronto and has collaborated with directors at multiple production companies throughout Canada and the world. She has had the opportunity to mentor and work with some of the most exceptional talent in the Toronto post-production community. Now in its 24th year with Sarah as a partner and executive producer, School continues to be a destination editorial facility for people seeking excellence in creative post-production.
LBB> What was your first experience of leadership?
Sarah> I was given an opportunity at an executive producer role at School Editing in 2000. Although I had performed this role in the past, it was the first setting in which I found the buck stopped with me. Our founding editor was often in session, so the daily trials and tribulations landed at my office doorstep.
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?
Sarah> There was a bit of trial and error, but I always want to be approachable and fair. I’m my harshest critic and hard on myself when I make a mistake, yet mistakes are opportunities to learn, and a supportive environment produces genuine people with solid skills. The last thing I want is for anyone to fear me, so healthy interpersonal relationships are at the forefront of all my interactions.
LBB> What experience or moment gave you your biggest lesson in leadership?
Sarah> We had an employee make a mistake and fib about it. The mistake was fixable and the situation was a teachable moment. I spoke with them one on one and thought it had been a constructive conversation. They walked away with a completely different perspective. Never praise or critique anyone alone!
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?
Sarah> I never imagined being in this role. I prefer structure and enjoy being mentored. The leadership role grew out of circumstance. I worked so hard every day and was surrounded by people with the same drive and work ethic. I solved problems out of necessity, and it became part of the fabric of my life. If something needed to be done, I handled it and my leadership skills grew from that foundation.
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?
Sarah> A combination of common sense and common decency dictates how you execute your leadership skills, but those skills are learned and evolve as times goes by. I’m constantly adapting to new situations and learning fresh techniques as I go.
LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Sarah> It’s never just business. Human beings are the most important asset of School Editing, but also the most complicated. I always try to be empathetic and openminded.
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?
Sarah> My biggest failures have always come when I have ignored my instincts and tried to please other people. It’s a fine balance between managing the politics of a situation and doing what’s best for the company. I learned to listen to my gut and, of course, you can’t please them all.
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?
Sarah> Being careful and considered doesn’t prevent you from being transparent or authentic. People know when you’re being inauthentic, and it gets you nowhere. There are times you need to have difficult conversations and you must always approach them well prepared so you can be as honest as possible.
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?
Sarah> I’ve had wonderful mentors in many different forms. Peter McAuley, the editor who gave me my first opportunity at an executive producer role at The Daily Post, was always there for me. He was knowledgeable, patient and very understanding when I made a mistake. He also encouraged me to figure things out on my own. He set me up to be independent and successful.
In terms of mentoring others, always share your knowledge and be open minded. If you have surrounded yourself with smart, ambitious people, you will learn as much from them as they will from you.
LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?
Sarah> It takes a village. I’m so fortunate to have an excellent support system both at work and home. We also have the best suppliers. Our sister company Fort York continually makes us look good and they always have my back. A good long walk helps too. ☺
LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?
Sarah> We recently expanded the partnership at School which means the female, BIPOC and LGBTQ+ communities are represented at an ownership level. Having partners with a different lens on hiring and mentoring new talent has resulted in unique ways to assess resumes and potential candidate qualifications. We do wish our clients were more open to giving younger, diverse talent opportunities to learn and grow. It takes a long time to grow an editor and any break is appreciated.
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?
Sarah> The company culture dictates so much of how you’re perceived by clients and our culture has evolved over time. It was difficult to maintain the pre-covid culture during the months we worked remotely, but now that we are back in the office, there is a renewed sense of community among everyone. Outside of client facing parties and our excellent client services, we make an effort as co-workers to spend quality time together.
LBB> What are the most useful resources you’ve found to help you along your leadership journey?
Sarah> My business partners and our CFO have been the biggest support system on this journey. Having different points of view from people all working toward a common goal with the well-being of the company at the forefront is an immeasurable asset. I’m incredibly lucky to be surrounded by very smart people.
