Bossing It: Why the Most Important Thing Is Not Trying to Be Someone Else with James Joice

James heads up the agency day-to-day and drives the growth of Fold7’s staff and clients. In the last few years, he has also led the diversification of Fold7’s capabilities, bolstering its digital, social and design offering, as well as growing its client base globally.  

Before joining Fold7, he led the McDonald’s account at Leo Burnett helping the UK business achieve record growth and creating award-winning work. 

LBB> What was your first experience of leadership?

James> Leading my first account was probably the first moment of consciously thinking, right, this is down to me. I can shape things in the way I think will be best for the brand, the team and the work. It’s up to me to lead the way. The account was Lucozade Sport and we doubled sales with a strategy that focused on deeper engagement with fewer people. The IPA Effectiveness award still sits proudly on my shelf.  

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?

James> Observing others. Recognising what motivated me, gave me energy, and made me feel good. Thinking about what it was about the people that you would go the extra mile for. And then realising that the most important thing of all was to not try to be someone else. Being true to myself, my own style and values was more important than anything.

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

James> Probably becoming a father. Trying to create the best conditions for happiness and growth for the long term. An ongoing project of the greatest importance! 

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?

James> I always looked up to the people running the businesses I’ve worked for and thought I want to do that one day. Having been in a leadership role for a while now, I’m clearer that good leadership is a collective rather than an individual endeavour. Realising that good leadership is less about what you do and more about the effect you have on others was a significant realisation too.

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?

James> There’s no question that some aspects of good leadership can be learnt, and others developed. But I do think that the best leaders naturally possess empathy and great communication skills. I think those qualities are innate.

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

James> The huge acceleration in flexible working driven by the pandemic, in combination with today’s technology has blurred the boundaries between work and life further still. It’s important to understand your own thresholds, and work in a way that protects what’s important to you. Ultimately, it means you’ll bring your best self to the workplace.

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?

James> One of the biggest lessons I’ve learned from my mistakes is to trust my instincts. My biggest regret came when I didn’t. 

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?

James> This one made me smile – anyone who knows me will know that I always wear my heart on my sleeve, possibly to my detriment at times. I do believe the benefits of being expressive outweigh the benefits of being difficult to read. But, as with everything in life, it’s about balance. I definitely have some work to do on my poker face.

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?

James> I love a good mentor. I have a few at the moment – some unofficial and probably don’t even know they’re mentoring me. The notion of lifting one’s field of vision came straight out of a mentoring session and it’s something I think I apply on a weekly basis. I mentor a few folk and really enjoy it. My approach is simple, listen and discuss. 

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

James> Strong, clear and regular communication is key in my experience. I really don’t think it’s possible to over-communicate. 

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

James> At Fold, we’re committed to a culture where respect and understanding is fostered, and the diversity of people’s backgrounds and circumstances is positively valued. It’s something we’re truly passionate about, and execute in our day-to-day through non-biased hiring, promotion, continually improving internal communication and culture, which enables us to share more balanced views and creative output.

We’ve also recently partnered with Mission Diverse consulting to help us consistently do better on this mission. One of the things we love about working with them being that 5% of their profits are reinvested into social enterprise to fund free employability and enterprise programmes.

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?

James> Our culture is something that is consistently played back to us by our employees and clients alike. It’s one of the things I am most proud of and is most precious to me. 

Fostering a supportive and open environment that’s wholly inclusive – one where everyone feels valued and can bring their best – is a key tenet in the success of the company culture. It allows us to identify new opportunities and create work that connects authentically with the communities in which we live and work, and the audiences our work reaches. 

Every single person in the agency contributes to this culture, be it through our All Agency monthly sessions, hybrid working patterns (in the office Tues-Thurs), an honest and transparent leadership team approach, our Flying Start inductions and agency breakfasts, ‘FoldSchool’ lunch and learns, or just living and breathing our values of generosity, curiosity and ambition which are celebrated each month by popular vote.

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

James> My eyes and ears. Learning from others, from experiences. Leadership isn’t a destination. The best leaders are always learning and evolving.