Leading with Clarity and Empathy with Jen Sharpe

Jen Sharpe is a formidable communicator and award-winning leader, driven by her values and passion for her team. 

In 2010, Jen launched a business from her kitchen table with one mission: to create work that drives positive impact for our clients and the communities they serve. Fast forward to 2025, and Sharpe's brainchild has blossomed into a B Corp certified, 100-strong award-winning agency that creates integrated communications for today’s Australia. This included the strategic acquisitions of multicultural engagement specialists CultureVerse in 2019, and Sydney-based agency LOUD in 2024.

Jen holds a 1st class honours degree in politics from Monash and a graduate diploma in business (entrepreneurialism) from Swinburne. In 2013, she was the recipient of a scholarship to study an executive certificate in business at Berkeley, California.

LBB> What was your first experience of leadership?

Jen> My first real experience of leadership came quite early. I was the youngest in my family, and when my parents divorced at age 11, I had to grow up fast and take on a lot of responsibility. It became natural to step up and help, even in small ways. Leadership can certainly be a birthright, but it’s also shaped by the unique experiences you have within your family.

In terms of my first leadership experience, I remember as a kid, every Friday night I’d get my friends over and plan drills for our netball team the next morning. I’d set out the drills, and we’d get up early on Saturdays to practice before the match. I coordinated everything because I wanted us to improve. I saw myself as the one who had to lead those sessions, and that sense of responsibility and leading by example stuck with me.

LBB> What is leadership? 

Jen> Leadership, for me, is two things: First, it’s about creating a clear vision that people can rally behind. Second, it’s about empowering people around you to achieve that vision —without micromanaging. I believe in surrounding myself with people who are smarter than me, trusting in their skills and ability to drive towards that shared vision. 

One aspect of leadership that is often not talked about is that it also requires emotional intelligence.

A good leader is someone who knows themselves - has done work on themselves and knows what they bring into a work environment - what they bring into a work environment, what their strengths and weaknesses are, and how to manage their triggers.

I’ve spent years diving into psychology to understand myself better, so I can lead with clarity and empathy, not project my own stuff onto others. I encourage that for people who want to be leaders - you really have to know yourself. 

LBB> How did you figure out what type of leader you wanted to be - or the type you didn’t want to be?

Jen> One thing I knew for sure: I didn’t want to be a micromanager. You can’t grow anything if you’re constantly managing every detail—it stifles people. I wanted to create an environment where people could grow in confidence and capability, and leave more empowered than when we started working together. I really like good people, so I want them to thrive and be part of the journey.

Early on in my career, I learned how disempowering rigid hierarchies can be. I’d write something, and it would be changed 10 times by 10 different people, often for political reasons. After a while, I stopped trying. The system wasn’t about empowering people; it was about maintaining power. That shaped my approach—leadership should be about lifting others, not controlling them.

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

Jen> My first boss was a female business owner, and despite me being quite junior at the time, she saw potential in me and took me under her wing. She empowered me by giving me projects, backing me, and mentoring me on leadership. She made me feel like I could do anything. That experience taught me that leadership isn’t just about calling the shots; it’s about supporting others and helping them achieve great things.

It was never in question for me that I could create and grow things as a business owning woman, but I probably underestimated how hard it is to do it in comparison to a male business owner.

It’s impossible to prove and quantify; but when I speak to other female business owners we all know that we have to work harder, smarter, and longer to get to that same level of success.

It’s got to do with unconscious perceptions of clients, natural networks, and divided time -  there are simply more hurdles to jump. Over time, I’ve come to appreciate the strength and resilience of women business owners, and I’m even more committed to mentoring women who are on their own journey to leadership.

LBB> Did you always know you wanted to take on a leadership role? If so, how did you work toward it, and if not when did you start realising that you had it in you? 

Jen> Yes, for me it was natural. I’ve always felt more comfortable leading and growing things than following. A traditional working environment with a position description never felt right - it was too limiting.

From the start, I knew I would thrive by leading something of my own, because it also meant that I would be able to take more control of what my future and destiny looked like. That’s not to say that running a business isn’t terrifying a lot of the time. 

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? 

Jen> I’d say it’s 50/50. For some people it's innate, but it can also be learned. Some people are born with innate leadership qualities—they walk into a room, and you just know they can lead. But most leadership skills are learned over time. I’ve had the privilege of working with amazing leaders who’ve taught me a lot.

For example, Fiona Nixon, chief strategy officer at Think HQ, and Jane Emery, chief officer business development at Think HQ are two incredible leaders, and I’ve learned so much from both of them. Both the natural qualities and the learned skills are essential.

LBB> What aspects of leadership do you find most personally challenging, and how do you work through them?

Jen> Dealing with people can be tough. Not everyone will like your style of leadership, and for a long time, I struggled with criticism. I used to avoid social media because I didn’t like the idea of people judging me, but I’ve learned not to take it personally. Critics often don’t see you as a person—they react to your decisions or ideas.

Another challenge is staying motivated every single day. Some days, I’d rather do anything but sit through endless meetings. But as a leader, people are always watching. You have to show up, be present, and lead by example.

For a long time, I didn’t fully grasp the impact I had on others. It’s only in the past few years that I’ve realised how much people are looking to me for guidance. I lean on my family and friends more now to help me stay grounded and true to myself.

And, of course, there’s imposter syndrome.

I have a fear of failure that pushes me to keep going, but it also brings up thoughts like, 'what if it all falls apart?'

Research shows that male business owners are often driven by opportunity and growth, fuelled by confidence and access to resources like family wealth, which allows them to take bigger risks. In contrast, female business owners—especially those from disadvantaged backgrounds—are typically motivated by necessity and financial stability, with a stronger focus on avoiding failure due to limited resources and higher personal stakes.

This really resonates with me, as I find myself balancing the drive to succeed with the fear of failing. 

LBB> Have you ever felt like you’ve failed whilst in charge? How did you address it, and what did you learn from it?

Jen> Oh, all the time. Some of the biggest lessons have come and will continue to come from our commitment to inclusion. We’re intentionally becoming a very diverse workplace but it hasn’t happened without some mistakes. We worked on the ‘Racism it stops with me’ campaign, and unfortunately we hadn’t yet created a space where people who felt triggered could opt out or express their discomfort. 

Now, we have systems in place to support people who may want to opt out of certain campaigns, but obviously we didn’t have that cultural awareness back then. There’s no perfect way to build a diverse, inclusive, and safe workplace, but we’ve worked hard to learn from our mistakes, and I think it’s crucial to own up to failures and be open to feedback. Many workplaces shy away from making mistakes, but it’s through those mistakes that we grow. Leadership is about learning, improving, and constantly evolving.

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?

Jen> I believe in being transparent, but you also have to protect yourself and the business as well. You can’t always say exactly what’s on your mind, especially if it could overwhelm people or undermine morale. While honesty is key, there are moments when you have to be careful about what and when you share as it’s important to protect the business and the people who work for you.

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?

Jen> Absolutely, I’ve been lucky to have mentors throughout my career—both men and women.

I wouldn’t be where I am without having mentors to widen the lens for me. They’ve helped me expand my thinking and challenge myself in ways I wouldn’t have on my own.

Now, I try to give back by mentoring others as much as I can. I don’t have a formal mentoring program with a junior, but I make time to meet with people whenever I can and if anyone ever asks me to meet I try to make the time.

It’s a rare thing for people to reach out personally, so I always think it's worth doing, to try to be approachable and supportive when I can.

I also present to several women's business forums as much as possible, and I’ve reached the point where I want to be able to share as much learning as I can and motivate others - particularly women - to run their own businesses. Mentors paint a picture of the future, and I want to be part of that for others. 

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

Jen> I’m always thinking 6 to 12 months ahead, and I’m always thinking about how to innovate and grow. I take the responsibility of employing and paying people incredibly seriously. It is heart-breaking having to make tough decisions but sometimes it's necessary to keep the business sustainable. Making tough decisions, even when it’s heart-breaking, is part of being a strong leader. It’s a balance—being forward-thinking while also managing the immediate pressures of the business.

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

Jen> Diversity and inclusion are baked into the very foundation of the business. Without them, I don’t have a successful business.

This talk of abandoning DE&I is absolutely never going to happen to us because it's embedded in who we are and what we do. Our team represents 24 countries and speaks 37 languages, with 70% female, 27% from regional areas, and 36% identifying as LGBTQIA+.

This diversity is no accident—it's intentional, and the benefits have been incredible.

I love having such a diverse group of people, and I’m proud of who we are. 

A big part of how we maintain this diversity is through our commitment to fostering inclusion by running visa sponsorship programs, which has allowed us to bring talented people from around the world onto our team. Now, I think we are sponsoring seven to eight people.

To me it's one of the greatest joys of running a business because it really changes people’s lives, and at the end of the day the impact is amazing. It genuinely is one of the biggest joys I get out of this job. It’s been a priority from the start, and the impact has been incredible. 

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?

Jen> Culture plays a huge role—it’s everything. It’s what makes the business what it is.

We’ve intentionally invested both time and resources into creating a safe, structurally sound, and ethically responsible workplace where people can thrive, all while ensuring commercial success.

Over the past year, we’ve made significant strides: we became B Corp certified, doubled down on our First Nations advocacy, and will soon develop our Innovate Reconciliation Action Plan with Reconciliation Australia.

We also relaunched Think Proud, our LGBTQIA+ employee resource group, and introduced a Gender Affirmation leave policy.

Additionally, we added a community cadetship to our ‘ThinkTern’ program, offering tangible pathways into the industry for those without traditional ‘comms qualifications’. Creating a safe environment is an ongoing effort, but it’s one that’s worth every ounce of energy.

Early on post-Covid, we decided to work from the office three days a week—Monday, Wednesday, and Friday. Not changing this has been really successful because we get impactful office time as well as time to go back, consolidate and so on. The balance works. Flexibility is key, and it’s allowed us to work through the teething problems of a hybrid model. 

LBB> What resources have been most helpful on your leadership journey?

Jen> Podcasts, like 'How I Built This', have been great for hearing stories of entrepreneurs who’ve built amazing businesses. But honestly, nothing beats 1:1 time with inspiring people. Whether it's through networking or just a casual coffee, those conversations have been invaluable.

Podcasts and books are helpful, but they can’t replace the impact of connecting with really key people who share similar passions and ideas.