Bossing It: Why It’s ‘Work Hard, Chill Hard’ for Matt Craigie Atherton
Matt Craigie Atherton is a founder of New Commercial Arts, and their chief production officer. Previously he was CPO at Mother London, and prior to that head of integrated production at adam&eveDDB for over eight years - after joining the original adam&eve in 2009. Matt produced much of the famous Christmas work for the John Lewis Partnership, including their proven “most effective campaign” The Long Wait, as well as the 2015 Cannes Lions Grand Prix winning Monty the Penguin.
Amongst stints at creative shops including CHI, Grey and Media Arts Lab, he had started out by working for leading UK production company Blink for five years, before moving agency side in 2008. Matt is a passionate advocate for equal rights within the advertising industry, quietly supporting several LGBTQ+ projects and schemes to help encourage and develop new talent.
LBB> What was your first experience of leadership?
Matt> On a personal level, I had some wonderful teachers who really motivated me. Equally some who were able to tell me what I was less good at, what I should concentrate on. Professionally, I started working in my teens and had a real firecracker boss in a café who taught me a lot about how to handle colleagues and clients. And how not to!
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?
Matt> I'm not sure if I ever thought I would be a leader - I'm not sure anyone sits back and decides how to best go about it? I took the best learnings from experience - I was very lucky in that my first perm job in advertising was at Blink and our head of production was Tracey Cooper. You can’t get a better start than learning from Cooper.
LBB> What experience or moment gave you your biggest lesson in leadership?
Matt> Oh there’s so many it’s impossible to say. I’ve often been guilty of assuming all producers, project managers and makers alike come from the same backgrounds and experiences. In fact, everyone is totally different, doing things in their own ways. I’ve learned the need to understand and embrace new perspectives and alternative opinions.
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?
Matt> No, although I am an Aries so I’ve always been quite bossy. I’ve found that the best way to succeed and be happy is to concentrate on what’s in front of you and not give too much heed to the far future. That way you can get a sense of self-satisfaction whilst also impressing those around you. Your seniors will then start promoting you, naturally.
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?
Matt> Surely, it’s a bit of both. I do think personality is important - everyone has a strength in just being exactly who they are, without compromise. But there are proven leaders from all spectrums - sometimes being introverted can help you deal with a situation over being an extrovert. But with a bit of confidence, anything can be changed through learning.
LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Matt> I think personally it’s got to be the demands on your time. Everyone knows that you get out what you put in, and when you’re responsible for a large team you tend to put in an awful lot! But you can find that you don’t know where to stop, where to rest and when to have some downtime. I think it’s understanding “work hard, chill hard”.
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?
Matt> Absolutely, an unforgivable number of times. But with the right people around us, we shouldn’t be afraid of failure. And whether it be with suppliers, clients or especially your own team, I find a lot of transparency and fair few apologies can go a long way. Because you must be open, honest, and fair - even if the toughest situations.
LBB> In terms of leadership and openness, is there a value in being careful and considered?
Matt> Obviously yes, it’s about learning what to do and say in any given environment, and you only work that out on the job. We work in a human industry, led by businesspeople and creative brain power - so sometimes practically getting things done means walking the high wire; a delicate balancing act of reality versus desire versus output.
LBB> As you developed your leadership skills did you have a mentor, if so who were/are they and what have you learned?
Matt> Yes, many wonderful mentors. But significantly the head of TV who, after being made redundant elsewhere, gave me a shot at a joining a new start-up agency; Leila Bartlam is a hands-on practitioner, a vocal and encouraging boss, an inspiring leader - and almost always right about… everything - instilling confidence in those she defends and supports.
LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?
Matt> Talent is everything. So, it’s not so much about the leader as it is about surrounding yourself with the best people - when you make sure your team are a formidable package, the changing market circumstances don’t really make such difference. The wonderful thing about production is that we must turn our hands to all tasks and any challenge.
LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?
Matt> I don’t think roles should be given to people who aren’t the best candidates, but in finding candidates historically, the best people just haven’t had a chance and we need to encourage people in. We recruit far and wide, we don’t care professionally about what church or sex, or lifestyle you choose, or where your folks were born, or how your limbs work, etc. How does any of that stop you being talented?
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?
Matt> I can’t speak for the whole company, as we’re such a flexible workforce (we have no set days in or out of the office). But as a fully hybrid creative and production team, culture is still important. People always need to feel part of something - so being a bit of a plucky gang and having a collective mentality is beneficial. ‘Socials’ together are important.
LBB> What are the most useful resources you’ve found to help you along your journey?
Matt> We’re fortunate enough to have exceptional people at the APA and the IPA. They help to support leaders every day - as well as various other production services who provide expertise like Ad Net Zero and AdGreen. Recently I was also honoured to be included in the Queer Ad Folk series, and joined the Outvertising mentoring scheme for LGBTQ+ people and allies making moves into the industry.
