Bossing It: The Learning Never Stops with Margo Mars

Margo Mars is the Dutch founder of Lief, a London-based creative content studio and one of the UK's most respected and well-known producers. With Lief she has a proven track record for cultivating innovative and imaginative approaches to working, nurturing the careers of its exceptional and uniquely diverse filmmakers. Founded in 2017, Lief has expanded with offices in Paris, Amsterdam and Marseille, bringing a curation of A-List talent and diverse new powerful voices, each incredibly gifted and able to infuse commercial content with the emotional and visual scope they need to reach a global audience.

LBB> What was your first experience of leadership? 

Margo> Before my film career, I worked as a general manager at one of the best and most creative Italian restaurants in my home town of Rotterdam. The owner was an incredibly inspiring woman and trailblazer in the predominantly male-owned nightlife industry. Under her guidance, I learned the ropes of running a business based on the most important principle of success: supplying a good product – in this case, good food in a killer atmosphere. 

She gave everything she touched a positive and human energy, and her attention to detail was unique. EVERYTHING, EVERY DETAIL, HAS TO BE RIGHT. Otherwise, your dinner is not the most fantastic experience you had for a while, and it just becomes an average night out. 

This was to become a philosophy in all the work I produce.

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? 

Margo> The learning never stops. 

It’s my job to have a clear vision, but at the same time, be approachable and learn from other viewpoints. I want to inspire growth and lead by example.

The worst thing is if a leader instils fear - that is a horrible feeling. I also experienced free leadership that left us all in a frozen limbo.

LBB> What experience or moment gave you your biggest lesson in leadership? 

Margo> On my first shift working in that restaurant, I had this ‘scripted’ manner of greeting diners and taking orders. It was extraordinarily serviceable but lacked any humanity (I was not yet confident to show that side). My fabulous boss quickly pulled me aside and asked most clearly and kindly if I realised what I was doing was a little robotic. Nobody had ever been so straight up; guiding me in that way was so valuable. I totally got what she meant and shifted my ways. It’s such an important skill, being human, and so many people avoid it. 

The advice is so relevant again today as we are starting to see emails and briefs composed with the help of Ai - I just hear her voice; why would you not want to be human? 

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? 

Margo> My mum loves to tell this story of when I was five, I decided to have a yard sale, and I specifically ordered her to make snacks to attract the crowds: only two kids turned up, ate everything, and bought just one used rainbow eraser. That was the start of an entrepreneurial spirit and attention to detail. I now realise that I’ve always had that in me; Although I’m still as generous, I’ve learned to be more profitable since! 

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? 

Margo> Yes, absolutely, leadership is a skill, especially if you want long-term success. Both introvert and extrovert personalities make great leaders, and if you are strongly one or the other, it will help a lot if you apply some of the skills of the opposite. 

In the beginning, if you naturally enjoy taking the lead, it will be picked up within your career, but after that, you need to understand the impact and importance of good leadership rather than rely on instinct only.

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

Margo> I am finding time to hold myself accountable. 

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? 

Margo> Oh, I’m sure I have many times. I can’t recall a specific instance. But when this happens, after the shitty feeling passes, one of my superpowers gained from experience is to move on from it. Be accountable and then move forward. 

Only your response is genuinely in your control, so focusing on that helps explicitly. 

By not avoiding hard conditions, challenges and failure, we build resilience - now, even on autopilot, I surprise myself by knowing what to do. Or not, and then it’s building towards that resilience! Win-win. 

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? 

Margo> Being open and authentic is my only way - in life and work. Adding a dash of diplomacy along the way, of course. 

LBB> Do you mentor any aspiring leaders and how do you approach that relationship? 

Margo> Directors have to be great leaders, so I see myself as a mentor to many, many aspiring leaders by giving guidance, advice, and support to their careers. This relationship is more formal than my inspirational side; I always hope to empower and inspire them to develop a clear voice and collaborative leadership style in my friendships with colleagues.

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

Margo> I like to learn new things and feel responsible for keeping up with the latest technologies. and trends, and encourage my team to do the same. If you don’t want to change, then this rapidly changing environment isn’t for you, and that’s also ok. 

I also want to show with my curiosity that we are not afraid of change - at all. Don’t hold on to old tools or ways and evolve - you can always go back to what you have now if you would want that. 

I see you call the changing circumstances “difficult waters” and think language is important when you talk about what you perhaps have more knowledge than junior team members - not to instil fear as our combined wealth of experience is as varied as the new opportunities. Change is not binary; take the pressure off so we don’t get paralysed by this big “event of change” - it can be in many smaller steps. 

As long as you understand what could go wrong and plan for it, it will all be ok and can be fun, too. 

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

Margo> Oh wow. Well, that’s been part of my DNA since the beginning 20-odd years ago, when I started producing music videos at a very exciting and creative time. Now, I love opening as many doors as possible. I am conscious of using my experience and power to usher and welcome some of my favourite directors and artists into the advertising industry - which continues to be way harder work than it should be! 

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

Margo> The list:

Love Masterclass. Love Note-taking of anything that strikes a chord with me. Love meeting new people and investing in what makes them tick. Curiosity and multitasking - I will look up literally anything and study it. Every project is a goldmine of natural resources. Question everything. Free The Work.