Bossing It: 'To Be a Good Leader Is to Be of Service to Others' with Nat Taylor
Nat Taylor is the founder of Poppet with 20yrs+ experience in film making and advertising in both the UK & Australia. In that time, she has made movies with Ridley Scott and shot campaigns across the globe for Apple, Asahi, BMW, Mars, Mercedes-Benz and many more.
An established leader in creative TVC and content production, she has developed an extensive set of essential skills through the evolving television and online commercial production model. She has repeatedly built and led diverse and multi-skilled teams to continually execute successful 360º campaigns whilst building new business and implementing strategic growth.
LBB> What was your first experience of leadership?
Nat> Although I didn’t release it at the time, my first experience of leadership was setting up one of first fully female owned and run production companies in London. In 2018, I co founded ‘The Plunge Pool’ with director Susie Robinson. Up until then, I had a pretty traditional career path, moving up through the production ranks. When I met Susie, I knew this would be the beginning of an exciting new chapter and although I was nervous about the undertaking, I knew I had to seize the opportunity.
We hit the ground running, shooting loads of Tesco campaigns while also building a network of new directing talent. It was challenging but exciting, and I was lucky to share it with another driven but empathic woman
It taught me how to be decisive, multitask like a wizard and create an inclusive environment that still allowed room for fun at work. Plus, it reinforced my belief in the power of diversity and breaking norms to achieve success, which was huge for me.
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?
Nat> I knew I wanted to be a values-based leader. My mantra has always been ‘We must be the change we wish to see in the world’. As my leadership roles have grown, I knew I needed to flesh this out beyond ‘do good and be nice to people’. It was crucial to my evolution as a leader to really pin down my north star. I find it important to prioritise what keeps the fire alive within me, so I can have the energy and vision to share that with others.
For me that’s about finding joy in every project, making sure the team are energised to be the best and creating space to be able to rest and reset in between.
LBB> What experience or moment gave you your biggest lesson in leadership?
Nat> One of the pitfalls of being a kind and emotionally balanced leader...some people think you are a pushover. Whether it was well-meaning or not, I have often found advice shared with me by colleagues often came from a traditionally masculine approach to business. Variations on ‘Be tougher’, ‘Don’t show people your soft side’, and ‘Care less’ which I have happily received, and politely ignored.
One of my biggest lessons is to block out what is not true to me. My way is not right for everyone, but the truth is there is no one perfect way to be a leader. I hold kindness, integrity, and passion at the heart of all my decisions at work and that is what works for 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?
Nat> I haven’t always seen myself as a leader. For a long time, I lacked the self-confidence to promote myself in that way. It was only when opportunities began to present themselves that I realized I could step up and lead effectively. Once I took those chances, I discovered that I had a lot more control over the kind of leader I wanted to be.
From that point on, things became much easier.
I found that being authentic and honest about who I am and what I want led to more opportunities and better business outcomes. Honestly, I have been a little surprised at the power and simplicity of authenticity. It still feels a little bit like magic.
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?
Nat> Leadership can absolutely be learned. I think there’s beauty in how we all learn to grow as leaders in a myriad of different ways. Life experiences have taught me just as much as any expensive upskilling course. I have learnt more about myself from being a mother and overcoming personal tragedy than I ever have from sitting in an office.
Hold space for curiosity and an eagerness to evolve, take responsibility, and reflect on how we can lift those around us to be the best they can be too. To be a good leader is to be of service to others. I get such a kick out of helping others shine.
LBB>What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Nat> I struggle with the concept of letting people down. Some things are admittedly outside of my control, and I find it difficult to accept and navigate that. It’s something I actively work on. Honesty with ourselves, and transparency with others is the simplest way to find the best and most efficient solutions.
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?
Nat> One of the times I felt most like a failure was when I returned to work as a new mum. The agency I was working at while I was pregnant didn’t offer any part-time opportunities for my return. I was concerned about my ability to balance my job and the needs of my baby, so I took on a much more junior role full-time instead. I experienced such internal conflict about it.
I had always been passionate about my work and loved what I did, so taking on a job that belittled my skills and experience, it was deeply depressing.
This experience highlighted a significant issue to me. Women need the same opportunities as men to continue their careers after having children. It’s something I actively advocate for now. I don’t want other women to feel they have to make the same compromises I did. This experience has strengthened my resolve to support flexible working conditions for parents, ensuring that women can continue to thrive in their careers whether they choose to have children or not.
LBB> In terms of leadership and openness, what’s your approach there? Do you think it’s important to be as transparent as possible in the service of being authentic? Or is there a value in being careful and considered?
Nat> Fundamentally, I believe in openness and transparency in my leadership style underpinned by compassion and understanding. Mistakes are made in this business and work can only be one part of our lives.
I am so grateful and hopeful that our industry and society is becoming a much safer place for people to discuss their mental load. As leaders, when we can view a team member as a whole person rather than just their title, we have such a richer and more developed picture of who they are and what they need to succeed. When individuals succeed, the team succeeds. That to me, is what good leadership is about.
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?
Nat> As a naturally curious and inquisitive person, I mine information from the team around me constantly and so my relationships with my team feel like ongoing mentorship. I am one of the founders of The Aunties, an organisation designed to create networking and mentorship opportunities for women in the creative industry. It is a huge undertaking, and I am deeply passionate about it.
Alongside my commitment to The Aunties, my lead producer Beth and I organise weekly mentoring sessions with people from any area of production. Nurturing these contacts, and helping others find their place on their career journey is very important to me.
LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?
Nat> Fortunately at Poppet, we haven’t really found ourselves in this situation yet, but for a company our size, a few factors would help. I am always focused on the immediate short-term finances of the business.
As production runs on a project-by-project basis with trends for certain types of work constantly fluctuating, it is hard to plan with any accuracy the long-term future. Keeping the team up to date with where we are at and always having an open-door policy on conversations about job security helps. We solve issues together. If we work through what is working and what is not together, we are more likely to find sustainable ways to grow the business into areas that continue to be profitable and rewarding.
LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?
Nat> It’s always been a top priority for me. At Poppet, our ethos is based on ‘Positive Production People.’ We believe in creating an inclusive and supportive environment where everyone feels valued and respected. To ensure we stay true to our values, we have weekly check-ins on diversity, inclusion, and sustainability practices. These meetings help us keep our ethics and company beliefs at the forefront of all our hiring and acquiring decisions, particularly when hiring crew members.
In addition to my role at Poppet, until recently I was the chief of staff of MADC (Melbourne Advertising and Design Club), which promotes creativity in Melbourne. Through this role, I worked to foster a diverse and inclusive creative community, encouraging participation from people of all backgrounds.
I was part of the founding group of women who created The Aunties, a mentoring movement that supports women and marginalised genders in the creative industry. I’ve been involved for a few years now and am deeply passionate about welcoming and retaining female talent across all stages of life and career.
Poppet and The Aunties are currently working on an exciting and meaningful project — watch this space! It has been wonderful to channel my experience, skills and leadership style into projects that make a difference.
I can’t overstate how much these roles have shaped my understanding of what it means to lead with empathy and inclusivity. By fostering environments where everyone has the opportunity to thrive, I believe we can make a real difference, not just in our workplaces but in our communities as well.
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?
Nat> Our company culture is everything to me. I love my job. I love my team, I love doing my job with my team. I will be so bold as to say they love it too. We’re just starting our second year, but we have shot over 25 campaigns so far. After every single shoot we have had a mixture of crew, cast and clients reach out to us to say it was the best shoot they have ever been on.
This is because we prioritise the wellbeing of every member of our team - from our suppliers, to our crew, and post-production collaborators, to our runners and our clients. A happy team is an unstoppable team. The environment we create every day is my proudest achievement.
LBB> What are the most useful resources you’ve found to help you along your leadership journey?
Nat> Curiosity is my biggest resource. In every role I've ever held, I have found at least one person to learn from. Whether it's their technical knowledge, managerial style, or simply the way they present themselves, finding someone who shines a light for you is invaluable. When you meet people like this, nurture those relationships. Let them know they inspire you, ask questions, observe their actions, and incorporate what you admire into your own style. Make it your own.
Sharing knowledge is equally important. Freely offer your insights and experiences to others. You'll be genuinely amazed at what you receive in return when you give generously. This exchange of knowledge and support fosters a positive and collaborative environment where everyone can thrive. I have found making the time to commit to professional networks like MADC or The Aunties has been invaluable.
Good people make the world go round. May we know them, may we be them.
