Empathy, Respect and Empowerment: Rachelle Claveau on Leadership

Rachelle Claveau is a seasoned agency leader with a wealth of experience in the advertising industry. As EVP and national managing director at Broken Heart Love Affair, she brings strategic vision and deep industry expertise to the agency’s national operations.

Prior to joining BHLA, Rachelle led the FCB Montreal office and later served as president of Publicis Montreal. Her leadership has shaped some of Canada’s most recognised brands, driving creative excellence and business growth.

LBB> What was your first experience of leadership?

Rachelle> Throughout my career as an account person, I had the opportunity to lead teams of different sizes, but my first true leadership position came when I was appointed president of FCB Montreal.

I had started as VP of client service, and stepping into the role of president was a defining moment – it was the first time I truly had to shape a vision, make big decisions, and lead beyond just account management.

That experience set the foundation for how I approach leadership today.

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?

Rachelle> I have been fortunate to learn from exceptional role models – past and present – who demonstrated that leadership can be both strong and kind.

They showed me that true leadership isn’t about dominating or imposing a rigid way of doing things, but rather about inspiring, respecting, and empowering others.

From the start, I knew I wanted to lead with my core values: empathy, respect, and empowerment. I believe that the best outcomes come from embracing diverse perspectives and approaches, all anchored in a clear and compelling vision – and remembering not to take yourself too seriously along the way.

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

Rachelle> My previous leadership roles came through internal promotions, where I had the advantage of existing credibility. However, being appointed president of Publicis Montreal, a larger agency where I had no prior experience was a major learning moment.

I had to navigate new structures, processes, clients, and teams – not just from an operational standpoint, but also politically. When you’ve been in one place for a long time, your personal brand carries built-in trust. But stepping into a new organisation means quickly proving yourself, gaining trust, and inspiring confidence.

My biggest leadership lesson from that experience was the importance of getting to know people quickly and acting decisively and boldly – early wins are key to establishing credibility and driving meaningful impact.

Oh and also: the quicker you learn the differences in how English and French Canadians communicate, the better!

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?

Rachelle> Even before finishing my degree, I knew I wanted to either lead or own a creative agency – and that vision never wavered.

I had a clear career path in mind and took deliberate steps to achieve it: working hard, taking calculated risks, and embracing opportunities that pushed me outside my comfort zone.

I also learned to advocate for myself, ask for what I wanted, and take feedback seriously to continuously improve. Mistakes were part of the journey, but I tried to learn from them. I still learn every day, which keeps my work inspiring and dynamic.

I love what I do, working in a creative industry with fun people so it rarely feels like an effort.

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?

Rachelle> It’s a mix of both.

There’s a common misconception that great leaders are always the extroverted, outspoken ones, but I’ve seen leadership take many different forms.

Some of the most impactful leaders I’ve learned from were sometimes unconventional in their approach. The key is being open to learning, embracing growth, and most importantly, listening. If you have the willingness to lead and the ability to listen, leadership is a skill that can be developed.

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

Rachelle> I’d say it’s when roles and direction aren’t clearly established.

A leader can’t succeed alone – they need the trust and alignment of the team. While great ideas can come from many voices, true progress happens when everyone rallies behind a shared vision. Ensuring clarity, communication, and alignment is key to making that vision a reality.

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?

Rachelle> Failing is part of taking risks and failing in one area doesn’t mean failing overall. I’d rather try something and fail than always wonder if it could have worked.

As Reid Hoffman (co-founder of LinkedIn) once said: 'Fail fast, learn fast, fix fast.' Every time I’ve failed, I reflect on how I could have done better.

But one of the biggest leadership lessons I’ve learned is that success isn’t about having all the answers – it's about knowing your strengths, acknowledging your weaknesses, and surrounding yourself with people who challenge your thinking and bring different perspectives.

The best leaders aren’t the ones who know everything but the ones who create an environment where the best ideas can emerge and thrive.

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?

Rachelle> I believe in openness and transparency as a core leadership principle. It’s important to be clear about the mid-to-long-term vision, but oversharing short-term challenges can sometimes create unnecessary uncertainty. Striking the right balance is key.

Leaders should cultivate a trusted group of experienced individuals with whom they can be fully transparent while ensuring that communication with the broader team is thoughtful and constructive. Transparency should empower, not create insecurity.

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?

Rachelle> I’ve had – and still have – a few unofficial mentors, along with many incredible people who have inspired me throughout my career.

One of these impactful mentor relationships I’ve built is with Yves Gougoux, chairman of the board at Publicis Canada.

Since my time as president of Publicis Montreal, he has played a key role in shaping me as a leader. He struck the perfect balance between challenging me to push beyond my limits and being my biggest supporter. He taught me to never settle for anything less than excellence.

But learning is a continuous process, and I consider myself incredibly lucky to work alongside the BHLA founding partners – five of the most incredible leaders in our industry.

Their vision, creativity, and leadership push me to keep evolving every day.

On the flip side, I also mentor startups in the creative technology space through the Zù Accelerator. I focus on understanding their specific challenges and providing guidance, particularly in pitching ideas – a critical skill for any startup.

The mentorship is mutually enriching; I gain just as much inspiration from these innovators as they do from my experience.

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

Rachelle> My approach is to stay optimistic while being transparent about the challenges we face, doubling down on what makes us successful and adjusting our approach where needed.

Leading through uncertainty is a responsibility I take very seriously – it’s not always easy, and at times, it even keeps me up at night. I believe that everyone has a role to play in navigating difficult waters, and setting clear expectations while fostering accountability is key to moving forward as a team.

Leadership also requires making tough decisions that don’t always feel great, but doing so with integrity and a shared purpose helps us weather storms together.

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

Rachelle> Diversity and inclusion are fundamental to building a stronger, more innovative workforce.

At BHLA, I was fortunate to step into a company that already had strong DEI values and practices in place. My focus has been on reinforcing and expanding those efforts by ensuring we continue to attract diverse talent and foster an environment where all voices are heard and valued.

I’m a huge fan of the Miles Philip Hammond scholarship that we offer which is a two-year full scholarship program, created for individuals who have overcome hardship to pursue their creative dreams.

It’s designed to create awareness about the opportunities in the creative industry with communities that are underrepresented in advertising.

Beyond hiring, I believe true inclusion happens in the everyday moments – through active listening, mentorship, and advocating for underrepresented voices. Creating opportunities for growth and leadership for everyone remains a priority. It’s an ongoing effort, and I’m committed to continuously learning, evolving, and making meaningful progress in this space

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?

Rachelle> Culture is everything in a creative agency.

When you foster an environment where curiosity, collaboration, and play thrive, people are naturally drawn to it. Our SVP, People, Joline Matika and I, focus on removing barriers and empowering people so they can focus on creating.

While we have an open policy for remote work, we’ve never had an issue getting people to come into the office – because they want to be here.

We focus on making the agency a dynamic and inspiring place, encouraging purposeful activities that bring people together and create moments of fun. It’s not about mandating presence; it’s about building a culture that people choose to be part of every day.

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

Rachelle> Inspiration is everywhere if you’re open to it. Some of the best leadership insights come from unexpected places – whether from colleagues, clients, or even casual conversations with friends. Being open to different perspectives and ways of thinking is key to growth.

Reading about leaders in different industries and how they’ve navigated challenges can push thinking beyond familiar frameworks.

Attending events like SXSW or Cannes can spark new ideas, but inspiration doesn’t have to come from big stages. It’s in the everyday moments, in the way people solve problems, collaborate, and adapt.

Leadership isn’t just about having the right answers – it’s about staying curious, listening, and learning from the world around you.